ABSTRACT
The building of 'learning organizations' will enhance the learning capability. Local resistance to application of learning can come from a number of sources. The support can come from managers, peers and the organization, so it is with resistance. Garvin would see the ability to transfer knowledge quickly around the organization as one of the key components of a learning organization. Another is the ability to experiment and learn from experience. Within the organization, the primary stakeholders comprise senior management, managers and supervisors of trainees, peers of trainees and the trainees themselves. Organizational politics may also play a part. Senior managers may have a need to 'look good' in front of others, restricting their enthusiasm for longer term, risky issues such as people development. The fears and concerns by the managers also manifest themselves in a concern that their own skills and abilities might not count as much in the future.
