Using the same scenario from Assignment 1, you realize that transitioning your organization to a learning environment may not be as easy as first imagined. You have encountered several resistance issues relating to the culture, psychological learning, organization structure, workforce commitment, and dissemination of knowledge. You decide to gather a decisionmaking team to assist in identifying the high or moderate resistance risks that may stop or slow down the process of this transition. The decisionmaking team must also recommend some mitigation intervention to lower the identified resistance risks to either moderate or low. For example, a high resistance risk can become moderate or low and moderate resistance risk can become low. Your final product will be a table that identifies five (5) issues related to the organization’s culture, psychological learning, organization structure, workforce commitment, and dissemination of knowledge. You must also provide a description of each resistance issue and rate the resistance risk before the mitigation intervention as either High (H) or Moderate (M). Then, you must provide a description of your team’s mitigation intervention and determine the resistance risk’s downgrade from High (H) to Moderate (M) or Low (L) and / or Moderate (M) to Low (L) after the mitigation intervention. Create a table in which you: 1.Determine one (1) challenge in the culture that may cause a major resistance to the transition from individual learning to organizational learning. Next, recommend one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention. 2.Predict one (1) psychological learning threat that may result from the transition and then provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention. 3.Assess the current organization structure as it relates to the free flow of knowledge then specify one (1) issue that may cause a major resistance to the transition. Provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention. 4.Critique the workforce commitment to this transition and predict one (1) major resistance you may encounter. Next, provide a mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention. 5.Propose one (1) dissemination of knowledge issue with the recipients’ ability to absorb the knowledge and comprehend it into action (i.e., motivating the recipient to share knowledge). Next, provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention. 6.Use the Resistance Risk Mitigation Intervention Table template located here. You may also use Microsoft Word or other equivalent software to create a table in an equivalent format for this supporting document. Your assignment must follow these formatting requirements: •Be typed, using Times New Roman font (size 12), with oneinch margins on all sides. Check with your professor for any additional instructions. •Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required assignment page length. Scenario from Assignment 1 The enormous shifts in the economic, technological, and social fronts over the years demands that for an organization to do well and adapt to the changes. All organizations are faced with the need to increase its productivity, and this is done by increasing employees’ knowledge. Learning is defined as the process of acquiring new information and skill to help improve individual’s knowledge. Thus an organization must advance with its learning culture. Companies must acclimate the book learning culture as a strategic business tool as a currency for the competitive success (Argote, 2012). Therefore, learning is a must for individuals and an organization in general. In an organization, learning is a culture that is considered as part and parcel of the organizations set of values and convections (Shami & Noumiar, 2016). This paper assesses the organizational culture as it relates to the organization leaning methods in place, provides opinion on the organizations learning mechanism that hinders the learning process. Moreover, this paper determines the suitable organization learning mechanism. Finally, it evaluates the learning culture in the organization by determining the learning materials that are less effective thus the cause of unproductive learning in the firm. The paper discusses the organization learning culture referring an imaginary law firm known as Oleg. A learning mechanism is considered to be effective if it supports the objectives and missions of the organization. Understanding factors that contribute to the organization leaning and transfer of knowledge lead to the workplace environment are vital to the human resource development. The learning mechanism in an organization influences the employee job satisfaction and motivation to transmit the newly acquired knowledge to the organization context (Shami & Noumiar, 2016). Hence, while assessing the organization learning mechanisms, the primary focus is on the impact of the learning mechanism on employees and the organizations turnover. In Oleg, the dominant learning mechanism employed is elearning. The firm provides employees with notes on the organizational structure and changes through emails. The workers are expected to read and understand the notes. Afterwards, the firm sets a date for a timed elearning exams. A precise examination of this learning method used by the company brings the following organizations learning mystifications, conceptual diversity, active mystification, and skeptics. Conceptual diversity, the learning culture in this organization is disconnected due to the lack of explicit agreement between the way the worker’s employee interpret and translate the concept for the benefit of improving their knowledge and that of the organization. Thus it should be noted that the more the learning is done in the organization it seems to be more obscure (Shami & Noumiar, 2016). The learning mechanism, in this case, is irrelevant. The employees end up printing the notes and using them to copy the exams thus the elearning method has become less effective. The second mystification is on the visionaries and skeptics. The learning mechanism involved in Oleg, the approach employed is doubtful on whether the employees can grasp the concept well (Sessa & Manuel, 2015). This learning mechanism is faced with the barriers of superstitious learning. The employees can guess the exams since at the end of the day their job doesn’t depend on the performance in the reviews. Exams and elearning is not the best strategy for organizational learning. Elearning hinders teamwork and training programs. The firms learning mechanism is tailored towards increasing individual’s knowledge and not the whole team. Sharing knowledge has been the most effective. When it was applied, the employees were able to grasp and understand the objectives and acquire new knowledge (Sessa & Manuel, 2015). Sharing knowledge is effective since workers are free to ask questions where necessary. When applied, sharing knowledge has proven to have most benefits to the organizational culture. Team learning culture is the most suitable replacement to replace the individual learning mechanism hindering the organizational learning culture (Thanosorus, 2015). It encompasses sharing of knowledge, continuous learning (Sessa & Manuel, 2015), inquiry and dialogue, empowerment and also provide leadership within an organization. Team learning culture is useful in the workplace as it motivates to transfer learning and job satisfaction. Organizational behavior is also part of the corporate learning culture. The current learning norm in the firm does not have room for inquiry and does not orient the employee. To add on, elearning encourages employees to cheat in the set examinations and one colleague and do the exam for the others (Schein, 2016). Thus, it employs no integrity required by the organizations learning the culture. In conclusion, an active learning culture is necessary for any organization. Learning is essential for the growth of knowledge for an individual and a manifestation of information for a team. An organizational learning culture is part of the business strategy tool. Nowadays, most firms employ reading and learning cultures that are less effective thus achieving mediocre results. Team learning culture is known to be the best organizational learning mechanisms as it encourages sharing of knowledge, the learning process is continuous and also provides empowerment to the employees. This arrangement is important for staff motivation to transfer and share information and even job satisfaction since they understand all the necessary information about their workplace