Learning and story‐telling: the next stage in the journey for the learning organization

Examines how the idea and practice of the learning organization (or company) has made swift and rapid progress in the UK, and as a label, it is one that many organizations aspire to. States that it would seem that many of the aspirants are having a hard time trying to convince others of the validity of learning organizations. Argues that the visions commonly associated with the learning organization may just reflect a particular way of talking or a story about the world which is not sufficiently shared by others to prompt joint action. Goes on to examine the way learning may occur in organizations through ways of talking or story‐telling within nets of collective action. Utilizes a story about normal work in an organization to show how ongoing relationships contribute to a diverse pattern of learning within the organization. Finally, argues that if organization leaders are really serious about making the learning organization vision a reality, they will have to work a lot harder and be a lot cleverer to make their voices heard and listened to ‐ they will have to become better story‐tellers.