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Peter Senge and the learning organization

Peter Senge and the learning organization
contents: introduction · peter senge · the learning organization · systems thinking – the cornerstone of the learning organization · the core disciplines · leading the learning organization · issues and problems · conclusion · further reading and references · links Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999). On this page we explore Peter Senge’s vision of the learning organization. Peter Senge Born in 1947, Peter Senge graduated in engineering from Stanford and then went on to undertake a masters on social systems modeling at MIT (Massachusetts Institute of Technology) before completing his PhD on Management. Peter Senge describes himself as an ‘idealistic pragmatist’. The learning organization According to Peter Senge (1990: 3) learning organizations are: The core disciplines Personal mastery. Mental models.

Learning - Global Development Learning Network Initiated by the World Bank in June 2000, the Global Development Learning Network (GDLN) is a global partnership of more than 100 learning centers (GDLN Affiliates) that offer the use of advanced information and communication technologies to people working in development around the world. Through videoconferencing, high-speed internet resources, and interactive facilitation and learning techniques, GDLN Affiliates enable their clients to hold coordination, consultation, and training events in a timely and cost-effective manner. The Network’s "anchor unit", GDLN Services, is housed in WBI, and consists of the GDLN Secretariat and the GDLN Activity Services team. GDLN coordination teams in the Bank’s regional departments work with Affiliates and partners in their respective regions. Furthermore, the Bank provides the Network’s technology backbone through its global communications group. For more information, visit

Building a Learning Organization The Idea in Brief As we all know, to stay ahead of competitors, companies must constantly enhance the way they do business. But more performance-improvement programs fail than succeed. That’s because many managers don’t realize that sustainable improvement requires a commitment to learning. After all, how can organizations respond creatively to new challenges (shifts in customer preferences, market downturns) without first discovering something new—then altering the way they operate to reflect new insights? Without learning, companies repeat old practices, make cosmetic changes, and produce short-lived improvements. To transform your company into a learning organization, Garvin recommends mastering five activities: Solving problems systematically Experimenting with new approaches to work Learning from past experience Learning from other companies and from customers Transferring knowledge throughout your organization The Idea in Practice Solving Problems Systematically Experimenting

Introducing Organizational Learning These views should be seen as complementary rather than contradictory. The next two sub-sections will examine organizational learning theory from these two perspectives. Two of the most noteworthy contributors to the field of organizational learning theory have been Chris Argrys and Donald Schon.Organizational learning (OL), according to Argrys & Schon is a product of organizational inquiry. This means that whenever expected outcome differs from actual outcome, an individual (or group) will engage in inquiry to understand and, if necessary, solve this inconsistency. In the process of organizational inquiry, the individual will interact with other members of the organization and learning will take place. Learning is therefore a direct product of this interaction. Argrys and Schon emphasize that this interaction often goes well beyond defined organizational rules and procedures. Espoused theory: This refers to the formalized part of the organization. Conclusion The Implications to KM

A summary of Senge's famous book- The Fifth Discipline - decision making Prof.Lakshman Started The Discussion: Peter Senge's The Fifth Discipline is divided into five parts. Part I is devoted to laying out the argument that we are the creators of our own reality, i.e., that the solutions to the problems that we face are at our reach, that we have the power to control our destinies. Chapter 1 discusses the concept of "a Lever," or leverage points in a system --where the smallest efforts can make the biggest differences. It also introduces the five disciplines of the learning organization (systems thinking, personal mastery, mental models, building shared vision and team learning). Chapter 2 contains a description of seven learning disabilities which are often responsible for organizational failure: 1 - I am my position 2 - the enemy is out there 3 - the illusion of taking charge 4 - the fixation on events 5 - the parable of the boiled frog 6 - the delusion of learning from experience 7 - the myth of the management team LEARNING ORGANIZATIONS. SYSTEMS THINKING.

Make Learning Matter: Become a Learning Organization Organizations with the best chance to succeed and thrive in the future are learning organizations. In his landmark book, The Fifth Discipline: The Art and Practice of the Learning Organization (Compare Prices) , Peter Senge defined the learning organization. He said they were “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.” Senge frames our understanding of the learning organization with an ensemble of disciplines which he believes must converge to form a learning organization. I will briefly describe each of these dimensions so that we share a basic understanding of the components that create a learning organization. My main focus, however, is to suggest some ways in which you can promote a learning organization environment in your organization.

Is Yours a Learning Organization? Leaders may think that getting their organizations to learn is only a matter of articulating a clear vision, giving employees the right incentives, and providing lots of training. This assumption is not merely flawed—it’s risky in the face of intensifying competition, advances in technology, and shifts in customer preferences. Organizations need to learn more than ever as they confront these mounting forces. Unpredictability is very much still with us. In this article, we address these deficiencies by presenting a comprehensive, concrete survey instrument for assessing learning within an organization. Building Blocks of the Learning Organization Organizational research over the past two decades has revealed three broad factors that are essential for organizational learning and adaptability: a supportive learning environment, concrete learning processes and practices, and leadership behavior that provides reinforcement. Building Block 1: A supportive learning environment.

The Fifth Discipline The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity. The Five Disciplines[edit] The five disciplines of what the book refers to as a "learning organization" discussed in the book are: "Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively Senge describes extensively the role of what it refers to as "mental models," which he says are integral in order to "focus on the openness needed to unearth shortcomings" in perceptions. The Learning Disabilities[edit]

Dan Pink: How Teachers Can Sell Love of Learning to Students By Jennie Rose In his new book To Sell is Human, author Daniel Pink reports that education is one of the fastest growing job categories in the country. And with this growth comes the opportunity to change the way educators envision their roles and their classrooms. Guided by findings in educational research and neuroscience, the emphasis on cognitive skills like computation and memorization is evolving to include less tangible, non-cognitive skills, like collaboration and improvisation. Jobs in education, Pink said in a recent interview, are all about moving other people, changing their behavior, like getting kids to pay attention in class; getting teens to understand they need to look at their future and to therefore study harder. At the center of all this persuasion is selling: educators are sellers of ideas. “We have a lot of learned behavior of compliance, and hunger for external rewards and no real engagement.” Why is it moving this way? “Here’s the thing,” he said. Related

Tools for building a learning organization Building A Learning Organization - PDF Version (1.08 MB)* Table of Contents Foreword As Champion of the National Managers' Community, I am proud to present the third edition of Tools for Leadership and Learning. This publication represents various tools and practices that are being used by managers and practitioners throughout the public service. To me, the most exciting thing about this publication is how it illustrates that the public service is an organization in which we learn from each other, sharing tools and techniques to build a work environment that values personal initiative, innovation, team playing, learning and trust. The fact that we are printing a third edition, demonstrates that it has been a really valuable resource for public service renewal over the past few years. Michael G. Author’s Acknowledgements This toolkit was originally inspired by DIAND Deputy Minister Scott Serson's early and continued vision to build a leadership and learning culture. Introduction What Is It?

5 Learning Disciplines In 1990, Peter Senge published "The Fifth Discipline" (later followed by "The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization" in 1994). His books pulled together his extensive research into what different organisations do to build learning capacity – and why some organisations use learning better than others. Senge codified these practices into what he called 'The 5 Learning Disciplines' as well as coming up with the concept-label of 'learning organisations'. The 5 Learning Disciplines – Shared Vision, Mental Models, Personal Mastery, Team Learning and Systems Thinking – are each made up of a set of tools and practices for building and sustaining learning leadership capability in organisations. Each Discipline consists of: According to Senge, leaders in learning organisations learn to thrive on change and constantly innovate by methodically cultivating these 5 Disciplines. The 5 Leadership Learning Disciplines in brief are: Back to top

State of corporate learning and development Whatever we might like to think, our corporations are not isolated from the surrounding society. In the developed world the brand names, web sites, and tools shown as examples here are playing a major part in how our society operates, consumes, communicates and learns. Key trends in society In the past few years, the following seem have been some of the major trends: Internet use, and particularly broadband (2Mb/s or above) has grown phenomenally. Key trends in learning Alongside the above trends in society, things are also changing in the world of learning and development: We're rethinking the established practice of providing training as a panacea for every performance problem."... it's those who consider training as the last resort rather than the first resort who are the engineers of high performance." So where is L&D heading? Based on the trends that are happening, I believe that we will see some significant changes in the way Learning & Development operates within our organisations:

What are learning organizations? For years we've been hearing the term "learning organization" used to describe a company or other entity. It is usually used as a compliment: being such an organization is a good thing. Yet even as we use the term, we might not be sure what it means exactly. Learning organizations and the people in them learn constantly from everything they do. In a true learning organization, communication is open and widespread, people at all levels are included in most communications and it's assumed everyone "needs to know." Further, senior leaders demonstrate they are learning constantly by communicating what they are learning as they learn; people are rewarded for learning with recognition, growth jobs, promotions and even financial compensation, and people who don't learn are managed out of the organization. With all these advantages, one would think that most organizations would strive to be learning organizations. But to become one is not so easy.

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