Learning Process

The successful and powerful culture of learning depends on which degree it can reward and value the learning and how it deals with the factors which impede the learning process. Therefore, the employees require a sense of trust for feeling free to share and create their innovative ideas and also they should be kept a way from feeling that they will be punished or blamed in case of failure. When the learning culture realizes the importance of the trust and emphasis on it, it can create a safe environment for sharing information and open communication. In fact, high degrees of trust are able to make an environment that thrive the innovation. For instance, when we have an activated trust throughout the organization, we can reduce and lower the defensive mechanisms that play a significant role against generating and transferring the knowledge. (Krishnan and Martin, 2006) (Nielsen and Nielsen, 2009)

Sharing and creating information may be considered as very risky, and it depends on two essential factors which are the trust and the amount of sharing information. It is very important to enhance the trust among the employees at individual and group levels to facilitate the process of sharing knowledge and then the process of learning. That kind of relations also can play a significant role for creating an innovative behavior within facilitated climate toward creating a useful source of learning. Indeed, the advantages of the trust in terms of its contribution to learning, can be noted within high-reliability organizations such as Human Rights Organizations and those organizations try their best to support and enhance the culture of "no blame" among their teams. (Nielsen and Nielsen, 2009)

Sometimes and especially in traditional firms, the employees used to ignore or hide their experiences of failure instead of reporting and discussing them due to their worries toward negative feedback so it is considered as a barrier to learning while they are surrounded in a dark cycle of blame and cautious behavior. The opposite influences of the style of controlling management and the culture of blame play an important role against the process of innovations or creating ideas. Actually, the firms which are learning from their experiences of failure, have a greater abilities to adjust themselves to the exterior environment. The employees who are worry toward the failure used to behave with uncertain caution so incase negative results occurred or happened they will not probably admit their responsibilities to avoid negative feedback so they prefer to follow blaming behavior. Therefore, they fail to learn from their experiences of failure in addition to their failure to deliver their experiences to the others for learning purposes and the employees who are worry of rebuke, will help to have a shortage of communication and a lack of transferring knowledge throughout the organization. (Schilling and Kluge, 2009)