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Peter M. Senge – THE FIFTH DISCIPLINE : The Art & Practice Of The Learning Organization
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THE FIFTH DISCIPLINE : The Art & Practice Of The Learning Organization

Peter M. Senge
WELL USED, PAPERBACK

RM20.00

A Pathbreaking Book On How To Building “Learning Organizations”

Remarks Free Cover-Pages Wrapping
ISBN 9780385469883
Book Condition WELL USED
Format PAPERBACK
Publisher Currency Doubleday
Publication Date August 1990
Pages 424
Weight 0.80 kg
Dimension 23.5 × 15.5 × 3.3 cm
Availability: Out of stock

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★★ MORE THAN ONE MILLION COPIES IN PRINT ★★
 
★★ “One of the seminal management books of the past seventy-five years.” – Harvard Business Review ★★
 
This bestselling management classic is based on fifteen years of experience in putting Peter Senge’s ideas into practice. 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.
 
An MIT Professor’s pathbreaking book on building “learning organizations” — corporations that overcome inherent obstacles to learning and develop dynamic ways to pinpoint the threats that face them and to recognize new opportunities.
 
Not only is the learning organization a new source of competitive advantage, it also offers a marvelously empowering approach to work, one which promises that, as Archimedes put it, “with a lever long enough… single-handed I can move the world.”


The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition.
 
The leadership stories demonstrate the many ways that the core ideas of the Fifth Discipline, many of which seemed radical when first published, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
 
Senge describes how companies can rid themselves of the learning blocks that threaten their productivity and success by adopting the strategies of learning organizations, in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create the results they truly desire.
 
Mastering the disciplines Senge outlines in the book will:
• Reignite the spark of genuine learning driven by people focused on what truly matters to them
• Bridge teamwork into macrocreativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
 
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.”

◆ “Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.”

◆ “Building shared vision – a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance.”

◆ “Team learning starts with ‘dialogue’, the capacity of members of a team to suspend assumptions and enter into genuine ‘thinking together’.”

◆ “Systems thinking – The Fifth Discipline that integrates the other four.”
 
Senge describes extensively the role of what he refers to as “mental models,” which he says are integral in order to “focus on the openness needed to unearth shortcomings” in perceptions. The book also focuses on “team learning” with the goal of developing “the skills of groups of people to look for the larger picture beyond individual perspectives.” In addition to these principles, the author stresses the importance of “personal mastery” to foster “the personal motivation to continually learn how […] actions affect [the] world.”
 
The Learning Disabilities – In addition to “disciplines,” which Senge suggests are beneficial to what he describes as a “learning organization,” Senge also posits several perceived deleterious habits or mindsets, which he refers to as “learning disabilities.”

● “I am my position.”

● “The enemy is out there.”

● The Illusion of Taking Charge

● The Fixation on Events

● The Parable of the Boiling frog

● The Delusion of Learning from Experience

● The Myth of the Management Team
 
The 11 Laws of the Fifth Discipline :

1. Today’s problems come from yesterday’s “solutions.”

2. The harder you push, the harder the system pushes back.

3. Behavior grows better before it grows worse.

4. The easy way out usually leads back in.

5. The cure can be worse than the disease.

6. Faster is slower.

7. Cause and effect are not closely related in time and space.

8. Small changes can produce big results…but the areas of highest leverage are often the least obvious.

9. You can have your cake and eat it too —but not all at once.

10. Dividing an elephant in half does not produce two small elephants.

11. There is no blame.
 
Throughout the book, Professor Senge demonstrates the value of the learning organization as the most sustainable means for achieving superior financial performance. He also shows how to build the components of such an organization.
 
But the linkages between those components, which are arguably as important as the components themselves, are sometimes left for the reader to discern.
 
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About the Author
 
Peter M. Senge is the founding chairperson of the Society for Organizational Learning and a senior lecturer at MIT. He is the co-author of The Fifth Discipline Fieldbook, The Dance of Change, and Schools That Learn (part of the Fifth Discipline Fieldbook series) and has lectured extensively throughout the world. He lives in Cambridge, Massachusetts.

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