Education Under Siege: Transcending the Industrialisation Paradigm

By Patrick Bradbery.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

The nature of organisations is changing. They no longer sit comfortably in the military-church bureaucracy espoused by Weber, and eagerly developed by Taylor and others at the start of the Twentieth Century. Nevertheless, despite the discomfort many organisations cling to these models, while desperately seeking a better one.
In the search for new paradigms one common proposal is for the transformation of the organisation into a learning organisation. In the twenty plus years since this concept was popularised by Senge, Argyris and Schön, and Burgoyne, Pedler and Boydell, the debate regarding their appropriateness has raged. Clearly, they have not swept the world with the velocity predicted by Senge in 1990. Although there are numerous success stories, the pathway is strewn with failed attempts to create a learning organisation.
In this paper, the conventional wisdom regarding the nature of learning is challenged. It is argued that the approaches to learning in mainstream education systems, as well as in most so-called learning organisations, are contributing to the inability to create organisations more consistent with contemporary demands on them. By integrating research from different disciplines, a model of learning that transcends the industrial paradigm is presented as a key to the changes necessary in education systems and developing organisations.

Keywords: Models of Learning, Learning Organisation, Industrial Paradigm, Education Systems, Deep Learning

International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 4, pp.243-256. Article: Print (Spiral Bound). Article: Electronic (PDF File; 816.435KB).

Dr. Patrick Bradbery

Adjunct Research Fellow, Institute of Land, Water and Society, Charles Sturt University, Bathurst, NSW, Australia

Patrick is currently an Adjunct Research Fellow in the Institute of Land, Water and Society at Charles Sturt University (CSU). Until recently, he was Director of the Professional Development Unit (PDU) in the Faculty of Business at CSU. The PDU developed and administered specialist industry based courses, both accredited and non-accredited. He has had an extensive career in business management, as well as in management education. Patrick has had a long term interest in education and learning, particularly in the context of work organisations, and their leadership and management. His doctoral thesis was on learning, development and the learning organisation.


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