Enhancing viability through better management of learning in non-profit organisations.

Abstract

The question of how to enhance viability is ever present in the minds of leaders of

Non Profit Organizations. By using a methodological pluralism approach involving

concepts in organisational learning, appreciative inquiry, systems thinking and the

Viable Systems Model, this study investigates the capacity for learning in five Non

Profit Organizations and links this capacity to their viability. A case is established

through a review of literature that only organizations that adopt a generative learning

posture, can survive in times of great change and contextual turbulence.

The study, which followed an appreciative inquiry process, interviewed leaders from

the five organizations in both semi-structured interviews as well as questionnaires. It

found that while learning is taking place all the time in the organizations studied, most

of that learning is lost to the organisations for lack of effective capturing, storing,

disseminating and rewarding systems. These organisations also lack a clear

conceptual framework to guide their learning. The learning present in most of the

organizations is of a single loop nature, which is limited in not allowing the critique of

the assumptions and worldviews behind the experiences of individuals in the

organisation.

This study therefore recommends prioritisation of collective learning within the

organizations studied by investing in policies, structures and systems that support

dialogue and reflective practices. To this end, the study recommends that if these

organizations are to better their viability, they will have to develop a more systemic

approach not only to their learning but also to their management.

Keywords: Learning Organisation, viable systems model, knowledge management,

participatory action research, systems thinking and practice, strategic

conversations, dialogue, non profit organizations, Appreciative Inquiry, vocabularies

of hope.