ABSTRACT
Developing learners is the final piece of the puzzle, the last of three actions needed for beginning the process of creating the problem solving for complexity culture. There are many theories, books, and articles on building learning organizations, but Amy Edmonson makes a distinction between learning organizations and organizational learning. Building learning organizations tends to be about how complete organizations are able to change, while organizational learning focuses on individuals, attributing an organizational change to the changes in cognitive models. For leaders to create change in a complex adaptive system, one must engage people to work together, allow self-organization, and ensure that the appropriate feedback measurements are in place for continuous adaptation. Leaders who facilitate the reflection process will see the organization move toward better problem solving, better communication, and deeper learning that includes layers of self-reflection. Learning about value-stream performance is one level of learning; real culture change requires multiple levels of learning, all happening simultaneously.
