Introduction
Based on my research and experience, organizational culture represents the largest barrier to effective implementation of e-learning and knowledge management initiatives. The learning need assessments should specifically address organizational culture and the organizations' readiness to embrace e-learning. Learning Organizations (LO) are inherently more poised to reap the benefit of a substantial e-learning investment. Cultural readiness can often be ignored in the process to initiate e-learning.

Organizational Culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of an organization's members and their behaviors. Edgar H Schein defines culture as: "A pattern of shared basic assumptions the group learned as it solved its problems of external adaptation and internal integration, that is considered valid, is taught to new members as the correct way you perceive, think and feel in relation to those problems".*

Learning Organizations and Readiness
There are parallels that can be drawn between the characteristics of the learning organization and an organization capable of embracing e-learning. A learning organization is one that:

- Seeks to create its' own future.
- Assumes learning is an ongoing and creative process for its members.
- Develops, adapts and transforms itself in response to the needs and aspirations of people, both inside and outside itself.
- Allows people at all levels, individually and collectively, to continually increase their capacity to produce results they really care about.

It is my theory that corporate e-learning initiatives have a higher probability for success if the organization is also striving to become an (LO). For example, a common trait of LOs is that they create knowledge. E-learning products, embedded performance support systems and simulations are clearly all examples of created knowledge. In learning organizations, cultural elements that are indicative of a learning organization include: sharing of knowledge, adaptation of existing knowledge and the practical application of knowledge. According to the North Central Regional Education Laboratory (NCREL),** the list below depicts what learning organizations encourage:

- Ongoing/sustained learning opportunities
- System support and expectation for continuous learning
- Interdependent tasks
- Well-established, open and accessible communication infrastructures
- Information rich ecosystems
- Accountability mechanisms that monitor performance and provide useful, ongoing feedback to system members
- Permeable boundaries
- Flatter organizational structures
- Flexible internal structures
- Methods for introducing the newcomer into the organization
- Methods for reinforcing cultural norms for existing members

Indicators: How Do You Know?
How do you know if the culture of your organization enhances or inhibits learning? Is the organization ready to accept e-learning. How will you know? Consider the following possible indicators:

- Is HRD aligned with the organizations strategic goals?
- Does the organization recognize the importance of learning?
- How does the organization motivate employees to learn?
- Do top-level managers support the vision of a learning organization?
- Are employees trained and coached in learning how to learn?
- Are there systems and processes to ensure knowledge is coded, stored and made available to those who need it?
- Are leaders, managers and employees already comfortably incorporating technology-based tools into their daily routines?
- Is continuing education and training valued and supported by leaders and managers?
- Do existing HR systems help employees determine what training is desirable?
- Are employees encouraged to develop learning goals, learning plans and encouraged to seek avenues to obtain the training included in their plans?
- How do performance reviews and incentive systems support individual learning achievement?
- To what extent is development planned for all employees?
- To what extent is individual development nurtured and encouraged by the organization?
- Does the organization provide time for employee learning?
- Are corporate "water-coolers" accepted and encouraged?
- Is the company aware of the importance of communities of practice supporting shared dialogue and collaboration?
- Do managers promote open communication and collaboration among employees?
- Are people allowed to fail and are failures used as examples for learning moments?
- Is learning a regular part of daily work?
- Is learning practiced at personal, work unit and organizational levels?

Conclusion
The organizational culture readiness assessment is of pivotal importance during the beginning of an e-learning initiative. It is highly advisable to deal with the systematic aspects of organizational culture concurrently with any significant e-learning initiative.

* Schein, Edgar H. (undated). Organizational Culture & Leadership at: http://www.tnellen.com/ted/tc/schein.html

(Edgar H. Schein is professor of management at the Sloan School of Management, Massachusetts Institute of Technology. One of the founders of the field of organizational development, Schein has authored numerous books and consults with organizations worldwide.)

** NCREL: "Indicator: Culture of Learning and Innovation," enGauge web site at: http://www.ncrel.org/engauge/framewk/sys/culture/sysculra.htm

(EnGauge is a tool that helps schools and school districts use technology more effectively. While the primary audience is schools and school districts, a number of other individuals and groups will find enGauge a valuable resource. The authors encourage use by teachers and other educators, policy makers, community members, parents, and students.)