5th discipline final

5th discipline final

• 1.
  9th Aug, 2013
• 2.
   The Art& Practice of The Learning Organisation The Fifth Discipline - Peter Senge - Part 1
• 3.
  Systems Thinking Personal Mastery MentalModels Building Shared Vision Team Learning The 5 Disciplines
• 4.
  It’s a conceptualframework, a body of knowledge and tools that has been developed over the past 50 years To make the full patterns clearer and to help us see how to change them effectively. Eg. Cloud masses, sky darken, leaves twist upwards. Systems Thinking
• 5.
  Discipline of continuallyclarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. An organisations commitment to and capacity for learning can be no greater than that of its members. Personal Mastery
• 6.
   Deeply ingrainedassumptions, generalisations or even pictures or images that influences how we understand the world and how we take action.  Discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny.  It also includes “Learningful” conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others. Mental Models
• 7.
   The practiceof shared vision involves the skills of unearthing shared “pictures of the future” that foster genuine commitment and enrollment rather than compliance.  In mastering this discipline, leaders learn the counter productiveness of trying to dictate a vision, no matter how heartfelt  IBM – “ Service”  Polaroid – “ Instant Photography”  Ford – “ Public Transport for the masses”  Apple – “ Computers for the rest of us” Building Shared Vision
• 8.
   When teamsare truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could have occurred otherwise.  Team Learning is vital because team, not individuals, are the fundamental learning unit in modern organisations. Unless Teams Learn, Organisation cannot Learn Team Learning
• 9.
   Real Learninggets to the heart of what it means to be human.  Through Learning we RE-CREATE ourseleves.  Through Learning we become able to do something we never were able to do.  Through Learning we reperceive the world and our relationship to it.  Through Learning we extend our capacity to create, to be part of the generative process of Life  Shift from “Survival/Adaptive Learning” to “ Generative Learning” Metanoia – Shift of Mind
• 10.
  10 Learning Disabilities 1) Iam my position 2) The enemy is out there 3) The Illusion of Taking Charge 4) The Fixation on Events –(eg. Qtr results) 5) The Parable of the Boiled Frog 6) The delusion of Learning from Experience (We learn best from experience but we never directly experience the consequences of many of our most important decisions.) 7) The Myth of the Management Team – Skilled
• 11.
  Todays problems comefrom yesterdays “solutions” The harder you push, the harder the system pushes back. Behaviour grows better before it grows worse The easy way out usually leads back in The cure can be worse than the disease Laws of the fifth Discipline
• 12.
   Faster isslower  Cause and Effect are not clearly related in time and space  Small changes can produce big results – but the areas of highest leverage are often the least obvious  You can have your cake and eat it too but not all at once  Dividing an elephant in two does not give you two elephants  There is no blame