Is Organizational Learning & Development Really Possible?

I am struck this week by the chasm that seems to exist between what we are learning in Northwestern University's Organizational Learning and Coaching Certificate (OLCC) program and experiencing individually regarding learning and development (hereafter “L & D”) vs. what most organizations are able to achieve at scale. So far, I have read more social posts from peers that have indicated that their organizations have failed to effectively establish a culture of L & D than not. This has also been my experience in working with large organizations. The concepts and values of L & D were embraced and endorsed in these organizations but this never materialized in the day to day experience of the employees. Unfortunately, strong talk, no walk.

If we accept this broad assumption as a premise, then it begs the question; Why have most organizations failed or struggled to achieve this? Are we setting the bar too high to presume that L & D can be systematized? We are learning that the path to individual L & D is a very human experience. We use terms like “ah ha moments” and “breakthroughs”. We hope that systems can be built that produce a transformational culture via systematic training, coaching and learning. However, can we really foster transformative experiences and personal awakenings just by standing up assessments, tools and exercises and then assigning roles, tasks and goals?...Is this realistic? Instead of systems, should we instead be building a larger, more comprehensive and permanent place for coaching in organizations?