Leading Organizational Learning

Learning is the beginning developmental stage for all of us. We
begin our lives as little learners, hence little doers. Regrettably,
we are expected to grow up, which often means subordinating
our youthful learning to adult knowing. Herein lies a real dilemma.
It’s not that knowledge and knowing are unimportant; quite
the contrary—they are vital. It is that learning contributes to
knowing and knowing is the platform for future learning. The
problem is that knowing often trumps learning. Rather than
continue to learn, knowing often holds learning hostage. Leading
today requires a personal commitment to the knowing-learning
process.
The individual who understands this knowing-learning
dynamic is in a better position to become a learning leader. Learn-
ing leaders are like performing artists: the way they lead (perform)
demonstrates their art form, and their unique behaviors illustrate
the knowing-learning dynamic. Business leaders like Max De Pree,
former CEO of Herman Miller, clearly demonstrated mastery of the
knowing-learning dynamic. He constantly extended solid business
practices with innovative ideas. Richard Branson of Virgin Airlines
demonstrates the knowing-learning dynamic as he challenges the
assumptions that limit the travel and media industries. Herb Kelle-
her and Jim Parker of Southwest Airlines have artistically crafted
the airline’s success. In an industry that seems stuck in knowing,
these men have used the knowing-learning dynamic to get
“unstuck” and remain profitable. These leaders have behaved as
effective learning-leading artists: they certainly know the basics of

LEADING 187

Knowing

Learning

Knowing

Learning

Figure 17.1 The Knowing-Learning Dynamic