Rethinking organisational learning in local government

The article outlines the results of research undertaken with 146 local auth orities in England and Wales. There are two aims to this paper: First, to i dentify, some of the ways in which local government understands mid puts in to practice the Motion of organisational learning. Second, to encourage a b roader understanding and practice than exists at present Our research sugge sts that local authorities have created a self-limiting notion of organisat ional learning particularly based on performance management and management development imperatives orientated towards the individual employee. We sugg est various ways in which authorities might shift rite focus from individua l to organisational learning.