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]
Coevolving Innovations | Systems Thinking and Futures Studies (Systems Thinking Ontario, 2013-02-21) The pre-reading of Emery (1967), “The Next Thirty Years: Concepts, Methods and Anticipations” was introduced as a challenging article for the second meeting of Systems Thinking Ontario on Feb. 21, 2013. The theme for the evening was “Systems Thinking and Future Studies”, so there was some irony in looking backwards to 1967 to have a discussion on looking forward. In my role as reviewer in Systems Thinking Ontario sessions, I would prefer to try to stick to the text rather than adding editorializing. However, since this Emery (1967) article is particular rich, I tried to provide some additional context to make the reading easier. Fred Emery is especially known for his work with the Tavistock Institute for Human Relations, as one of the pioneers of the field we know today as organization science, including organization development and organization design. In I. Essentially, the challenge is that human beings can shape their futures, and not just be passive participants in the changes. 1.
Peter Senge Peter Michael Senge (born 1947) is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization (1990, rev. 2006). Life and career[edit] Peter Senge was born in Stanford, California. He received a B.S. in Aerospace engineering from Stanford University. While at Stanford, Senge also studied philosophy. He is the founding chair of the Society for Organizational Learning (SoL). He has had a regular meditation practice since 1996 and began meditating with a trip to Tassajara, a Zen Buddhist monastery, before attending Stanford.[3] He recommends meditation or similar forms of contemplative practice.[3][4][5] Work[edit] An engineer by training, Peter was a protégé of John H. Organization development[edit] Publications[edit] See also[edit]
"Situational Futuring" and 44 Mind-Stretching Scenarios to Learn How to Use It Last week I got into a discussion with a friend about the concept of self-contained water. If you think in terms of picking up a bottle of water, only without the bottle, you get the picture. Rocks are self-contained, baseballs are self-contained, so why can’t we devise some way to make water self-contained? As an example, if water itself could be used to form a somewhat hardened skin around a small quantity of water, we could create 100% consumable water with zero waste. An industrial design team in London has come the closest with something called “Ooho,” a blob-like water container made out of an edible algae membrane. As we imagine our way through this design problem, many more questions come to light. Even a container made of water will get dirty, so how do we clean the dirt from the side of a solid water container? More importantly, what is the optimal size for a self-contained water container? Maybe we don’t actually eat or drink the container. Situational Futuring 2. 3. 4. 5. 6.
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). While he has studied how firms and organizations develop adaptive capabilities for many years at MIT (Massachusetts Institute of Technology), it was Peter Senge’s 1990 book The Fifth Discipline that brought him firmly into the limelight and popularized the concept of the ‘learning organization’. Since its publication, more than a million copies have been sold and in 1997, Harvard Business Review identified it as one of the seminal management books of the past 75 years. Peter Senge The core disciplines
Form, Patterns, Emptiness and Stuckness This post first appeared on my companion site Transformational Tools for Body Energy and Mind This one isn’t a pot-boiler. However it’s utterly profound and utterly a meta-pattern about life and next to every tool in TTEM. We live in a world of form – ie persistent patterns. However excess form is rigidity, stuckness. About twenty years ago I was interested in the work of the Santa Fe institute on complexity. this great idea of life existing at the edge of chaos (mine often feels that way (ha ha)). The criterion of whether you age or whether you grow is whether you become more fixed or more flowing. Your body will inevitably get more rigid – but even then that can be hugely minimised. Before we get too excited, enamoured of charts and commit the errors of derivative pricing (taking nice simple mathematical models and equating them to reality) we need to back up a bit. To take an example TTEM was stuck for many years by outdated website software. Anyway what does this all mean to you?