Application of the learning organization in a muslim non governmental organization

Abstract

This study was aimed at uncovering the learning history of Angkatan Belia Islam Malaysia (ABIM), a Muslim NGO in Malaysia by employing the theories of Organizational Learning (OL) by Argyris and Schon (1978); and Learning Organization (LO) by Senge (1990). Both theories argued that only through empowering member of organizations through continuous and collaborative learning, organizational survival and competitiveness could be achieved. OL proposes the double-loop learning, the questioning of present principles, strategies and techniques in facing problems and challenges and applying new techniques based on renewed principles and strategies. On the other hand, an LO could be developed when the elements of mental models, personal mastery, team learning, shared vision and systems thinking prosper in the organization. As the researcher was keen to explore deeply into the learning activities in ABIM and experiences in the past 40 years, qualitative methods were employed in the study as it offers deep understanding to the phenomena as well as factors and reasons behind it. The Learning History Method as proposed by Kliener and Roth (1995, 95) to investigate the learning process undergone by ABIM members and at the same time allow the members to assess critically the learning history. It combines the action research meethod with oral history approaches in data collecting and analysis. In-depth interviews were done between January and April 2010. Data from the interview was also triangulated with archival analysis on ABIM’s publications such as the Annual Presidents’ Address and journals and magazines. Participative observation were employed to gain a deeper sense of understanding. Analysis of the data suggested that all the five elements of LO was strong in ABIM especially in the pre 2008 era. The infusion of the knowledge culture was central in encouraging continuous collaborative learning. Furthermore, the usrah helped members to share knowledge and experience in a vibrant and dynamic manner promoting personal mastery, team learning, shared vision and systems thinking. Organizational learning also produced three added values creating a model of holistic LO concept, with the unique spirit of brotherhood (ukhuwwah), sacrifice (jihad and mujahadah) and syura and amal jamaie (dialogue and collective diligence). This is illustrated in the Taqwa Model. Further scrutiny of the learning history showed evidence of double-loop learning in ABIM, as it had radically changed its manhaj and wasilah (methods and approach) in pursuing dakwah (Islamic propagation). This shows that the LO and OL approaches to organizational renewal and development is relevant and applicable to non-governmental organization such as ABIM and not only in business entities.