Power and Emotion in Organisational Learning

This paper explores the difference between learning in an organisation and organisational learning. I construct a conceptual framework for understanding organisational learning at an organisational level of analysis. This framework is based on the proposition that organisational learning is visible in the organisational dynamics created from the interaction between politics (power relations) and emotion within an organisation. Using a combination of psychodynamic theory and reflections on the politics of organising I develop the idea that organisations are learning when the ‘establishment’ that is being created through the very process of organising can be identified and critically reflected on. I use a case example of a change initiative within Hyder plc, a multi-national company, to identify organisational dynamics that limit organisational learning. In the final part of the paper I discuss the conclusions that emerged from the case example and the implications of these conclusions for the theory and practice of organisational learning. 1 Professor Russ Vince, The Business School, University of Glamorgan, Pontypridd, CF37 1DL, Wales, U.K. Phone: +44(0)1443-482955 Fax: +44(0)1443-482380 or +44(0)1656-890402 E-mail: [email protected] 2 This paper is currently in press with Human Relations. Please do not cite or quote without permission from the author.