How to Build High-Performing, Ambidextrous Teams in Learning Organisations

Teams are the agents through which organisations learn. They are where insights are generated, knowledge is shared, and action is taken. That is why building high-performing teams is essential in learning organisations, as they serve as the engines driving continuous improvement and innovation from the ground up.

Yet in today’s fast-changing business environment, teams often face a persistent challenge: Should they focus on doing things better or on doing better things?

This question reflects the tension between two critical learning orientations: exploitation and exploration.

1. Exploitation focuses on using existing knowledge to drive incremental innovation. It involves improving efficiency, optimising processes, and executing known tasks with greater precision. However, focusing solely on exploitation may lead to obsolescence over time.

   
   

2. Exploration focuses on discovering new knowledge to drive radical innovation. It involves experimentation, risk-taking, and venturing into uncharted territory. Yet, focusing entirely on exploration is risky and may result in wasted efforts and possible failures.

While both exploitation and exploration are vital, their conflicting demands often pull teams in opposite directions. When this tension is left unmanaged, teams either burn out chasing too many new ideas or become stuck doing the same things better without moving forward.

What learning organisations need are ambidextrous teams: teams that are capable of striking a dynamic balance between optimising short-term performance and innovating for longer-term success and survival.

So how can teams learn in ways that support this high-performing, ambidextrous capability?

Amy Edmondson and Jean-François Harvey have identified four distinct types of team learning processes based on the source of knowledge (inside or outside the team) and the orientation of learning behaviour (exploitation or exploration):

This article explores each of these and how they can help you build high-performing, ambidextrous teams that are needed in any learning organisation.

1. Reflexive Learning: Improve What You Already Do

Reflexive learning occurs when teams pause to reflect on their actions, review results, and refine how they work. It is about learning from shared experience to make continuous, incremental improvements.

Example: After receiving several guest complaints about slow check-in during peak hours, the front desk team conducted a weekly debrief to review their shift operations. They decided to adjust staff rosters and pre-prepare keycards in advance. This small change reduced queue time significantly and improved guest satisfaction.

This learning process strengthens operational effectiveness by reducing errors, increasing alignment, and reinforcing team cohesion. Over time, it builds a habit of continuous improvement.

2. Experimental Learning: Explore the Unknown

Experimental learning allows teams to push boundaries, generate ideas, and learn quickly through action. It thrives in environments that reward creativity, encourage failure, and test assumptions.

Example: A food and beverage team wanted to attract more locals to the hotel restaurant. They brainstormed, tested, and rotated three weekend brunch concepts over six weeks. By analysing customer feedback and revenue data, they identified one concept that resonates strongly and rolled it out permanently.

This learning process fosters innovation, improves adaptability, and strengthens the team’s ability to apply diverse expertise to solve unfamiliar problems.

3. Vicarious Learning: Learn from Others’ Experience

Vicarious learning happens when teams learn from the successes and failures of others outside the team. It allows them to flatten the learning curve, avoid repeating mistakes, and adopt proven practices.

Example: A housekeeping team learns that a sister property in another city recently implemented a new linen inventory system that cut waste and improved turnaround time. They invite the team to share their process and adapt the same system locally, achieving similar efficiency gains.

This learning process is especially valuable in high-stakes environments, where small missteps can lead to serious consequences.

4. Contextual Learning: Stay Ahead of the Curve

Contextual learning equips teams to respond to external shifts by continuously scanning the horizon. It helps teams understand customers, competitors, technologies and market trends to make better strategic choices.

Example: The guest experience team noticed a trend of solo travellers looking for social experiences. They conducted online research, attended an industry webinar, and spoke with travel influencers. Based on insights, they launched a “Solo Stay” programme with curated events and shared dining tables, driving new bookings from an emerging segment.

This outward-looking learning process helps organisations anticipate change, identify new opportunities, and remain strategically relevant.

Final Thoughts

Teams are the agents through which organisations learn. Teams that can toggle between exploring the new and exploiting the known are the ones that drive extraordinary performance and fuel real transformation.

When reflexive, experimental, vicarious, and contextual learning become regular team behaviours, they contribute significantly towards an adaptive, resilient, and innovation-driven learning organisation. In essence, high-performing, ambidextrous teams are the foundation of a true learning organisation.

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