- Audio CD
- Publisher: Random House Audio (5 January 1999)
- Language: English
- ISBN-10: 0553456342
- ISBN-13: 978-0553456349
- Product Dimensions: 12.9 x 2.8 x 15.1 cm
- Average Customer Review: 13 customer reviews
- Amazon Bestsellers Rank: #9,00,216 in Books (See Top 100 in Books)
The Fifth Discipline: The Art & Practice Of The Learning Organization Audio CD – Abridged, Audiobook, Import
Audio CD, Abridged, Audiobook, Import
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"Forget your old, tired ideas about leadership. The most successful corporation of the 1990s will be something called a learning organization." -- Fortune Magazine.
From the Trade Paperback edition.
From the Inside Flap
Peter Senge's groundbreaking ideas on building organizations have made him a household name amongst corporate managers. His theories help businesses to clarify their goals, to defy the odds, to more clearly understand threats, and to recognize new opportunities. He introduces managers to a new source of competitive advantage, and offers a marvelously empowering approach to work.
Mastery of Senge's five disciplines enables managers to overcome their obstacles to growth and creates brave new futures for them and their companies. The five disciplines are drawn from science, spiritual wisdom, psychology, the cutting edge of management thought, and Senge's own work with top corporations that employ his methods. Listening to I> The Fifth Discipline provides a searching personal experience and a dramatic professional shift of mind.
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Getting Started: Peter Senge is Director of the Centre for Organizational Learning at MIT. The fifth discipline emerged from the extensive research by Senge and his team, but Senge said that the "vision that became the fifth discipline" came one morning during his meditation, when he realized that the learning organization would likely become a new management fad. The fifth discipline of the title is systems thinking. Of the five building blocks of a learning organization, systems thinking connect the other four and enable them to work together for the benefit of business.
1. Learning is Vital: As the world becomes more interconnected and business becomes more complex and dynamic work must become more learning full. It is no longer sufficient to have one person learning for the whole organization, a Ford, say, or a Sloan or a Watson. It is no longer possible to figure it out from the top, and have everybody else followed the orders of the grand strategist. The organizations that will excel in the future will be those that can tap the commitment and capacity to learn of people at all levels within them. Managers should therefore encourage employees to:
1. Be open to new ideas,
2. Communicate frankly with each other,
3. Understand thoroughly how their companies operate,
4. Form a collective vision,
5. Work together to achieve their goal.
2. The 5 disciplines: There are five components to a learning organization:
1. Systems thinking,
2. Personal mastery,
3. Mental models,
4. Shared vision, and
5. Team learning.
Systems Thinking: Systems’ thinking is a conceptual framework to make patterns clearer. It requires a shift of mind to see interrelationships rather than linear cause and effect. It can help managers’ spot repetitive patterns, such as the way certain kinds of problems persist, or the way systems have their own inbuilt limits to growth.
Personal Mastery: This idea is based the familiar competencies and skills associated with management. But it also includes spiritual growth -- opening oneself up to a progressively deeper reality and living life from a creative rather than reactive viewpoint. As part of this discipline, one must continually learn to see current reality more clearly; the ensuing gap between vision and reality produces the creative tension from which learning arises.
Mental Models: These are the organizations driving and fundamental values and principles. Senge alerts managers to the power of patterns of thinking at the non-defensive enquiry into the nature of patterns.
Shared Vision: Senge stresses the importance of co-creation and argues that shared vision can only be built on personal vision. He claims that shared vision is present when the task that follows from division is no longer seen by the team members as separate from the self.
Team Learning: The discipline of team learning involves two practices: dialogue and discussions. Dialogue is characterized by its exploratory nature, discussion by the opposite process of narrowing down the field to the best alternative for the decisions that need to be made. The two are mutually complimentary, but the benefits of combining them only come from having previously separated them.
3. Creating learning organizations: Transforming companies into learning organizations as low highly problematical, principally because it involves managers surrendering their traditional spheres of power and control to the people who are learning
If people are to learn, they must be allowed to experiment and fail. In blame oriented culture, this requires a major change in attitude. The learning organization demands trust and involvement. Again, this is usually notable by its absence. Real commitment is rare in today's organizations.
Experience indicates that 90% of the time what passes for commitment is compliance. One man reported to Senge that by adopting the learning organization model, he made what he called job limiting choices. What he meant was that he could have climbed the corporate ladder faster by rejecting the theories and toeing the company line.
Context: Although the learning organization sounds like a product, it is actually a process. Phil Hodgson of Ashridge Management College commented: processes are not suddenly unwieldy for all to see. Academic definitions, no matter how precise, cannot be instantly applied in the real world. Managers need to promote learning so that gradually emerges as a key part of the organization’s culture.
The fifth discipline has proved highly influential. Though the learning organization has rarely been converted into reality, the idea has fuelled the debate on self-managed development and employability and has affected the rewards and remuneration strategies of many organizations.
Gary Hamel observed that while professors or organizational learning on the management agenda, Peter Senge married it with system thinking and created a language and approves that makes the whole set of ideas accessible to managers. Peter is no mere theorist, is organizational learning center at MIT has helped launch thousands of in company learning experiments.
This book will un bundle many of the beliefs about System which we use it very loosely. One of the statement from the book is very inspiring "Temporary Solutions for Permanent Problems". Author wanted to emphasize that we do not look into System related problem with an eye for providing Permanent Solution.
The book takes time of the reader, but keeps giving him the better understanding of the System.
Also the book has given the example of Beer (i believe) where artificial demand arises due to System problem and not because of true increase in Demand.
Any person who have to improve his System related thinking this is a must book.
Also this book introduced me to the wonderful poem Children By Khalil Gibran which i often use.
Book worth reading.
MUST BUY if you do not have an older version copy
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