ABSTRACT
Organizational learning proclaims that knowledge grows out of the ongoing experience of all organizational members; it is they who create and hold the organization’s knowledge. This chapter considers the responsibilities of organizational members without dividing those responsibilities into ones assigned to differing levels. Organizational learning is often heralded as a means an organization can use to reach a desired end, such as maintaining a competitive edge or obtaining a larger share of market. In order to function as a co-participant, members would first have to believe that they have a right to co-create and co-transform the organizational realities. In most organizations decision making is firmly rooted in the hierarchical chain, although we increasingly see the hierarchy giving up some of its decision-making privilege to teams or individuals. The chapter outlines five possible responsibilities that offer a new way to begin thinking about how to ‘be in’ an organization.
