The level of organisation learning (Maturity) determines how well it can mobilise its resources to achieve its objectives (Capability), in other words what it can do? And how well it can do it?. Organisations learn in a similar manner to how people learn (An organisation is in effect a people centric system).
Learning is in effect a sequential process where knowledge is acquired, it is applied, and the impact of application secures the new capability or an adjustment is required to either the knowledge or its application to attain the goal of the new thing that can be done and how well it is done?
We must be cognizant of the fact that level of learning is built up from foundation learning, i.e. you must learn the alphabet before you can learn to read. Also you can learn incorrectly either through lack of access to the right knowledge, or through following an existing practice that may be incorrect, so in an organisation you join you may be shown how to do a specific task, because that’s the way we do it here, yet there may be a better way to do the task, or the task may not have any value and really be obsolete.
We also know for humans/people that when they reach a certain level of learning and capability they can self learn and build on their foundations. The same is true for organisations.
Integration/Integrative – At these levels developmental initiatives if deployed with good change-management protocols should achieve traction and be sustainable.
Disintegration/Disintegrative - At these levels developmental initiatives if deployed for the level, even with good change-management protocols are unlikely to achieve traction and be sustainable and likely to cause regression.
This is the core reference model to address all 15 Organisation Dynamics (or selected dynamics as appropriate to the business or operational issue being addressed) that are central to the organisations operation and performance.