According to the approach of Argyris and Schon (1978), when an organization enters deutero, members also learn about previous contexts for learning. In a question-answer forum Ron Wood was the first to reply. They discover what they did what facilitates or hinders learning, inventing new strategies for learning, these strategies produce, evaluate and generalize that they have produced. The results are encoded in individual images and maps and are reflected in the organizational experience. Argyris (1995), emphasizes that learning starts as a defense to the routine, as a kind of creative tension that remains within the organization. It encourages individuals to review their operations and tasks, creating a dichotomy between individual desires and organizational objectives.
The challenge is to maintain this tension and ensure that beneficial changes are generated with it. If this is true, it develops the ability to learn from mistakes, which not only adaptation but no new solutions in a double cycle alteration and simple, the frames of mind in which so far has worked his action. Obstacles or Barriers to Learning Individual, Group and Organizational Failure to learn from many organizations, it is conferred, the ignorance and incomprehension of the patterns that explain the functioning of its parts and relations between them, and movements that condition evolution of the organization as a whole. Under this approach, according to Senge (1996), the first thing to recognize and identify the learning organization, are the seven barriers to learning, once identified, it is important to activate the five disciplines of learning, described in the preceding. Here are, in the following table, the barriers to learning identified by Senge (op cit): a Table 11 Positions taken by individuals who are hindering Organizational Learning, according to Peter Senge (2000) Barriers to Learning Organizational Definition 1.