The Paradox of Learning

Abstract

In this chapter we show that the nature of organizational learning is intrinsically paradoxical. According to the model of organizational memory proposed in the previous chapter, organizational learning is produced, and at the same time, inhibited by existing artifacts and culture. How can organizations enhance learning, and at the same time, structure collective action in order to ensure regularity and predictability? In this chapter we argue that organizations can manage this tradeoff if they allow for a certain degree of “openness” when building their collective memory and, in particular, when constructing their artifacts.