A Culture Instrument: Driving Organizational Learning

Investigates the use of a culture instrument in driving organizational learning and seeks to extend our ability to move towards learning organizations. The work was carried out in a plant of a company in the aerospace industry in 1989 with professional, technical and administrative employees. Used a questionnaire plus follow‐up focus group work and results showed a distinct gap between employees perceptions of the organization and their “ideal”organization. Assesses results using the systems thinking framework and makes recommendations which built upon systems thinking, personal mastery, mental models, shared vision and team learning.