|
For Peter Senge (1990), change
is teaming and learning is change. Thus, it is possible for
organizations to learn to change because "deep down, we are all
learners". In his book "The Fifth Discipline", Senge wants to destroy the illusion that the world is created out of
separate, unrelated forces. When we give up this illusion, we can then
build 'learning organizations', organizations where people
continually expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are nurtured, where
collective aspiration is set free, and where people are continually
learning how to learn together. Managers must learn to detect seven
organizational 'learning disabilities' and use the "Five
Disciplines" as antidotes to them.
The five component technologies in the
Five Disciplines model from Senge are:
-
Systems
Thinking (the integrative [fifth] discipline that fuses the
other 4 into a coherent body of theory and practice)
-
Personal
Mastery (people should approach life and work "as an artist
would approach a work of art")
-
Mental
Models (deeply ingrained assumptions or mental images "that
influence how we understand the world and how we take action")
-
Building
Shared Vision (when there is a genuine vision "people excel and
learn, not because they are told to, but because they want to")
-
Team
Learning (team members engaging in true dialogue with their
assumptions suspended)
All these 5 disciplines must be employed
in a never-ending quest to expand the capacity of the organization to
create its future. Learning Organizations are those that are able
to move past mere survival learning to engage in generative learning
- "learning that enhances are capacity to create".
Compare with Senge's Five Disciplines:
Organizational Learning
| System Dynamics
|
Mechanistic and Organic Systems |
Fourteen Points of
Management |
Eight Attributes of Management Excellence |
Ten Principles
of Reinvention |
Theory XYZ |
BPR
More management models
|
