What is a Learning Organization – Learning Climate, Measurements, and Impact

In a learning organization, work and learning are designed in such a way that teams can collaborate and support each other.

What is a Learning Organization?

Organizations are continuously exposed to environmental change. Change requires a learning process. An organization that is incapable of learning will eventually cease to exist. Would you agree? But does that mean every organization that has “survived” a change process is a learning organization? Probably not.

For those who love a good quote, here’s the definition of a learning organization from Peter Senge himself:

"Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together." 

Peter Senge (1990), The Fifth Discipline: The Art and Practice of the Learning Organization 

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And for those who like keywords, let’s unpack this definition by looking at two key messages that stand out:

• Continually expand – This emphasizes proactive, ongoing development rather than waiting for disruption. In contrast, some organizations engage in crisis-driven learning, where growth only occurs in response to external shocks or urgent challenges (think of the pandemic as an example). This is often linked to single-loop learning*, a concept introduced by Argyris & Schön (1978), where actions are adjusted to fix problems without questioning the underlying assumptions or values—making it a reactive rather than transformative approach.

• Learn together – “Learning” is not synonymous with “training” but encompasses a wider field of activities and experiences that lead to a change in behavior. New knowledge, skills, and mindsets are shared with the broader community and further developed through double-loop learning* (Argyris & Schön, 1978), involving all levels of an organization:

  • Individual

  • Groups and Teams

  • The entire Organization

    
    

* Argyris & Schön (1978), Single-Loop and Double-Loop Learning

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Bottom line: As a learning organization, we

• learn continually – not just as a reactive survival tactic when the environment throws us a curveball.

• learn together – not in isolation, but by sharing and evaluating as a community.

Sounds good, right? Would look impressive in a mission statement. No? It would definitely score some points when competing for Employer of the Year.

But what comes after the inspirational statement? How can you tell if your organization truly lives up to its own expectations? Can you measure learning climate and learning culture in an organization?

Good news — yes, you can!

Learning Climate versus Learning Culture — and How to Measure the Two

In a learning organization, individuals are trusted, involved in decision-making, and share ownership. A psychologically safe space exists to ask, challenge, reflect, and give feedback

For learning to take place on an organizational level, both the learning climate and learning culture are essential. These two concepts form the foundation on which the learning infrastructure is built. If that foundation isn’t solid and robust, the outcomes of learning efforts likely won’t be either.

Let me explain...

Learning Climate – “What do I feel?”

This is the day-to-day experience of learning in the organization. It’s about the perceived support for learning in the environment.

How an employee experiences it:

🔹“I feel safe admitting I don’t know something.”

🔹“My manager encourages me to take time for learning.”

🔹“I’m not punished for making mistakes — I’m encouraged to learn from them.”

🔹“There are regular opportunities to reflect, ask questions, and try new things.”

Think of it as the weather (yes, even though we call it climate 🙄 — trust me, the analogy still works!). It can shift quickly and is influenced by leadership behavior, team dynamics, and current practices.

🔍 How to measure the learning climate in your organization

The Learning Climate Scale (LCS), developed by Nikolova et al. (2014)*, is a validated instrument for measuring learning climate. It assesses three core dimensions:

• Facilitation: The perception of policies and practices that enable access to educational resources (e.g., providing sufficient time for learning, a learning experience platform, onsite learning formats like coaching or mentoring programs).

• Appreciation: The perception of material (e.g., money) and non-material (e.g., praise) incentives for learning behavior.

• Error Avoidance: The perception of a psychologically safe environment and atmosphere related to tolerance of making mistakes at work. “Learning by doing” is recognized as an essential component of learning at work.

  
  

These three factors have been shown to be significant predictors of learning and competency development.

*Nikolova et al. (2014), Learning Climate Scale (LCS)

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Learning Culture – “What do I know?”

This refers to the deeply embedded values, beliefs, and norms about learning in the organization. It’s more stable and long-term.

How an employee experiences it:

🔹“I know that in this organization, learning is valued.”

🔹“I know that sharing knowledge is expected and rewarded.”

🔹“I know that continuous improvement is part of how we do things here.”

🔹“I know that leadership walks the talk when it comes to learning.”

Think of it as the climate zone — it defines the broader, more enduring conditions that shape behavior over time.

🔍 How can we measure learning culture in an organization? 

The Dimensions of the Learning Organization Questionnaire (DLOQ), designed by Marsick & Watkins (2003)*, is a widely used assessment tool. It outlines seven dimensions of a learning culture and evaluates how learning is implemented on all levels of the organization:

• Individual

• Groups and Teams

• The entire Organization

  
  

The seven dimensions are:

1. Continuous Learning – Learning is embedded in daily work; employees grow while doing.

2. Inquiry and Dialogue – A psychologically safe space exists to ask, challenge, reflect, and give feedback.

3. Collaboration and Team Learning – Teams learn together and support each other.

4. Systems to Capture Learning – Learning is monitored, tracked, and made visible.

5. Empowering People – Individuals are trusted, involved in decision-making, and share ownership.

6. Providing Strategic Leadership for Learning – Leaders model and support learning with intentional strategy.

7. Connecting the Organization – Feedback is drawn from internal and external environments to improve and adapt.

   
   

*Marsick & Watkins (2003), Dimensions of the Learning Organization Questionnaire (DLOQ)

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Impact

A learning organization enhances job satisfaction and motivation by fostering continuous growth, empowering employees, and creating a culture of trust, engagement, and shared purpose. Too fluffy? Prefer facts and data?

➡️Investing in becoming a learning organization delivers measurable ROI by boosting innovation, employee engagement, and adaptability.

Empirical studies show that robust learning cultures improve:

• Knowledge performance

• Adaptive performance

Both of which significantly impact financial and strategic success.

Organizations that prioritize continuous learning:

• Retain talent more effectively

• Navigate disruption more successfully

• Capitalize on emerging opportunities faster than competitors

Bottom line: Not investing in resilience and adaptability through a human-centered approach to learning will cost your organization.