Gestión de las crisis de ébola y covid-19 en la industria de la aviación: ¿aprendió la industria cómo aprender?
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https://doi.org/10.33975/riuq.vol34n1.762Palabras clave:
Organización de aprendizaje, circuitos de aprendizaje, epidemia de ébola, pandemia de Covid-19, industria de la aviaciónResumen
El aprendizaje es necesario para que una organización evolucione, mejore e innove. Todos estamos condicionados para beneficiarnos de los efectos evidentes de nuestros comportamientos. Después del primer intento, no volvemos a tocar la estufa caliente. También estamos condicionados a reconocer escenarios complejos y aplicar soluciones rápidas. Las empresas son como los humanos y también aprenden como lo hace la gente. Desde este punto de vista, la industria de la aviación se analiza en este estudio más allá del enfoque de ciclos de aprendizaje de Agrysis, que es una herramienta eficaz que fomenta el tipo de pensamiento y acción que se necesita para transformar una organización en una que aprende. Turkish Airlines, EasyJet, Delta Airlines, Air China, United Airlines, China Eastern Airlines, China Southern Airlines, American Airlines, Southwest Airlines y Rynair habían elegido como muestra de este estudio y los datos recogidos de los informes anuales de estas empresas analizados con documento metodología de análisis. Al comparar los estilos de gestión de crisis de la industria durante las enfermedades del Ébola y Covid-19, la pregunta “¿la industria aprendió a aprender?” trató de ser respondido y, como resultado, el estudio encontró que la forma en que la industria respondió a ambas crisis no se había alejado demasiado del aprendizaje de ciclo único, o en otras palabras, la industria solo había reaccionado a las acciones a tiempo y olvidó cada experiencia. hasta la próxima crisis. Al final, el estudio discutió que el estilo de aprendizaje de ciclo único de las compañías aéreas puede ser la razón de la rápida propagación de ese tipo de enfermedades en todo el mundo.
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