...Senge's learning organization theory- THEORETICAL FRAMEWORK peter senge and the learning organization Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations. 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. On this page we explore Peter Senge’s vision of the learning organization. We will...
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...Ideas about Learning Organizations and Leadership Extracted from the article "Peter Senge and the Learning Organization" Smith, M. K. (2001) 'Peter Senge and the learning organization', the encyclopedia of informal education, www.infed.org/thinkers/senge.htm Issues and problems When making judgments about Peter Senge's work, and the ideas he promotes, we need to place his contribution in context. His is not meant to be a definitive addition to the 'academic' literature of organizational learning. Peter Senge writes for practicing and aspiring managers and leaders. The concern is to identify how interventions can be made to turn organizations into 'learning organizations'. Much of his, and similar theorists' efforts, have been 'devoted to identifying templates, which real organizations could attempt to emulate' (Easterby-Smith and Araujo 1999: 2). In this field some of the significant contributions have been based around studies of organizational practice, others have 'relied more on theoretical principles, such as systems dynamics or psychological learning theory, from which implications for design and implementation have been derived' (op. cU.). Peter Senge, while making use of individual case studies, tends to the latter orientation. The most appropriate question in respect of this contribution would seem to be whether it fosters praxis - informed, committed action on the part of those it is aimed at? This is an especially pertinent question as Peter Senge looks to promote...
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...Who is Peter Senge ? Peter Senge is a Senior Lecturer in Leadership and Sustainability at the Massachusetts Institute of Technology (MIT) Sloan School of Management Peter Senge 2013. He is the author of the management book The Fifth Discipline (1990). Senge Change Management Model Senge’s theoretical framework focuses on delivering organizational change and development through the establishment of a learning organization (Senge 1999). His book, The Fifth Discipline, outlines the five elements of learning that within an organization are all connected. It is a notably different approach to other change management theories as it focuses on the longer-term issues of sustaining and renewing organizational change Cameron and Green 2012. 1. Personal Mastery – Senge (2006 describes Personal Mastery as the undertaking by all within an organization to use all available resources to seek more of what truly matters to them. This requires an organisation to make it safe for people to create visions, where inquiry and commitment to the truth are the norm, and where challenging the status quo is expected Senge 2006. By continually growing an employee’s capacity to create their own future through Personal Mastery, an organisation’s learning will continue Flood 1998. 2. Mental Models – Our mental models are our internally held views on how the world operates based on key assumptions about the outcome Senge 1992. In seeking to establish a new organizational structure, if an organisation’s...
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...Introduction Learning organizations is not a term familiar to many. The image that may appear in an individual’s mind when the term learning organization is mentioned may be that of a tutor, place of higher education, or even a church. While all of these could technically be defined as learning organizations, that is not the type of learning organization this paper explores. The learning organization literature that this paper explores is defined as the role of an institution in setting up a successful union of individuals to create learning to improve an individual and the institution as a whole (Calvert, Mobley, Marshall, 1994). This, of course, is a basic definition, and as the literature is explored, the reader quickly learns that learning organizations are as varied and diverse as the institutions within which they exist. The literature concerning learning organizations is also varied and diverse; ranging from simple, clear, and concise books and article to very detailed, in-depth, complex, and rigorous academic studies. Although the literature is exhaustive and at times overwhelming, by organizing the literature into common core areas, a reader can efficiently and effectively learn all there is to know about the learning organization, how to create a learning organization, and maintaining a successful learning organization. By thoroughly examining the literature in these three areas, an individual or institution will be able to thoroughly understand the entire...
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...Literature Review of the Learning Organization The concept of the learning organization is something that all organizations today must use to be able to adapt to today’s every changing environment. Learning organizations tend to have a flat, decentralized organizational structure (Argyris, 1999). There are five components that make up the learning organization: personal mastery, systems thinking, mental models, building shared vision and team learning. The key to becoming a learning organization is to expand our capacity to new ways and patterns of thinking and to continue learning and cultivating new ways of thinking and problem solving. To reap the benefits of the learning concept, organizations must be adaptable and flexible. Senge defines the learning organization as “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, 2006, p. 3). Personal Mastery Personal mastery is the first principle and is one of the keys to the learning organization. We must be fully committed to the continual learning process. Personal mastery is something that cannot just be practiced occasionally but has to be practiced daily. Personal mastery defined by Peter M. Senge is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing...
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...Leadership in the 21st Century college course. I have a deep desire for my organization to become a true learning organization. The irony to my desire is that my organization is involved in education of children kindergarten through twelfth grade. I have set up learning environments in my organization, but not based on the art and practice of learning organizations. The trainings were designed to meet an immediate need based on a lack of knowledge or experience. Currently, we have five different levels of training based on time on the job or position. Peter Senge, in an obscure little sentence in his book, says, “ To be a true teacher, you must be a learner first” (Senge, 1990. 2006, p. 332). He adds that the teacher’s passion for learning inspires their students. He further insists that managers, which I will translate to organizational leaders, must commit to be practitioners, not just “advocates” or preachers. My goal therefore is to use the theory from Peter Senge and apply it to my organization. The challenge is to take the theory and put into practice. Senge’s five key disciplines are mental models, shared vision, team learning, personal mastery, and systems thinking. Senge believes that the five disciplines converge to create new waves of experimentation and advancement, and hopefully, “learning organizations.” A learning organization is not one where the members of an organization just takes in information, but where team members continually expand their...
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...What is a Learning Organization? by Moya K. Mason Introduction Learning organizations are not simply the most fashionable or current management trend, they can provide work environments that are open to creative thought, and embrace the concept that solutions to ongoing work-related problems are available inside each and every one of us. All we must do is tap into the knowledge base, which gives us the "ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate with other human beings in the process of inquiry and action (Navran Associates Newsletter 1993). A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself ( Navran Associates Newsletter 1993). What learning organizations do is set us free because employees no longer have to be passive players in the equation; they will learn to express ideas and challenge themselves to contribute to an improved work environment by participating in a paradigm shift from the traditional authoritarian workplace philosophy to one where the hierarchy is broken down, and human potential is heralded. Learning organizations foster an environment wherein people can "create the results they truly desire," and where they can learn to learn together...
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...Study Two It has been six months after the organizational merger and the new administration initiated a significant reduction in force. Organizations are making the tough decision about workforce size and structure because of unstable economic times. Reduction in workforce is a way for the organization to cut costs with employee salaries and benefits. There was a decision made to redesign patient care delivery and the first recommendation was that of a universal worker who would deliver many support services. The manager is faced with the challenge of making the redesign work knowing this model often failed with implemented in other organizations. The purpose of this paper is to discuss the process of job redesign and what work processes and performance expectations must be considered once the design is completed. Discussed is the article by Peter Senge and what steps and structures are put in place to make the organization a true learning organization, encouraging workers and managers to adapt and excel despite of the changes. Described is the plan and control the intra-organizational and inter-organizational communications that must occur to implement the job design changes. Management also must ensure individual job satisfaction. Process of Job Redesign Job redesign is the method used to improve the organizations performance. The job redesign focuses on the enhancement of services with a holistic approach. Job descriptions have an increase number...
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...prevalent in the world of management and organizations today. Organizations in the 21st century have little choice but to adapt to the rapid pace of change or face the risk of extinction (Jamali, Khoury and Sahyoun, 2006). With the continuous changes and advancements in technology, the pervasiveness of globalization and uncertainty and volatility within the global markets; it is essential that organizations create structures that are sustainable and successful. Eloquently put by Peter Senge “the basic meaning of a learning organization is an organization that is continually expanding its capacity to create its future” (1990). From the basic definition of a learning organization one is able to understand the overall positive image and outcomes it provides for organizations, however what reduces the amount of learning organizations within society today, are the numerous obstacles and barriers they face. Specifically barriers, barriers to learning occur as the result of managerial efforts to implement this new ideology, which is not accepted or understood by employees or management itself (Steiner, 1998). This report will delve into the barriers organizations face during the transformation process in becoming a learning organization emphasizing: the five learning disciplines, the inconsistency and shortcomings of learning concepts, the lack of effective leadership and resistance to change management strategies within the organization. Peter Senge is an American systems scientist who...
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...Learning Organization Week V MGT/426 Learning Organization An organization that innovates quickly and acquires knowledge to remain sustainable in a rapidly changing environment is a learning organization (Business Dictionary, 2013). There are many criteria that must be met for an organization to be a successful learning entity in a global environment while remaining sustainable. The organization must learn and change to continue to survive is this ever-changing global arena. Peter Senge describes five learning disciplines that guide organizations toward a learning environment, and he creates the concept label learning organizations (Cropper, 2013). This paper portrays the characteristics or criteria an organization needs to become a learning organization in a global environment. This paper will also display Peter Senge’s Five Learning Disciplines and how they create tools and practices for building and sustaining learning leadership ability in organizations (Cropper, 2013). Characteristics of a Learning Organization Organizations must create a culture that supports and encourages ongoing employee learning (Business Dictionary, 2013). The organization must take risks, encourage critical thinking as well as promote new ideas from every member. Organizations should value employee’s contributions and provides for mistakes while experimenting and learning from experience (Business Dictionary, 2013). A true learning organization will...
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...A Harvard university psychologist Ellen langer argues that we are mostly unaware of the assumptions that underlie our thinking and behaviour.as a result our behaviour for most part is largely automatic. We tend to react to situations unthinkingly; it is as if our behaviour is mindless. She suggests 3 manifestations of mindlessness: 1) we tend to get trapped by the categories we create. When we construct a mental model of the world around us, we create categories and make distinctions b/w them. 2) as the experiment above indicates, automatic behaviour is another reflection of mindlessness. Habit or any repetitive behaviour is more likely to lead to mindlessness. 3) actions from a single perspective is a reflection of mindlessness. What are the roots of mindlessness? 1- whenever we perform any task repeatedly, we become expert at it. In psychological terms we overlearn the task. 2- we tend to form a mindset when we first encounter something. Subsequently we have a tendency to cling to it when we reencounter the same thing. Langer calls this premature cognitive commitment. 3- when we believe that the resources we require are limited, we are more likely to be trapped by the categories that we create. 4- we may think of time as a linear entity when in fact under some conditions it may make more sense to think of it as a cyclical entity. 5- both in education and at work we tend to be outcome oriented. We are focused on results rather than the processfor achieving...
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...The Congruence Model by: Nadler & Tushmans Aligning the Drivers of High Performance [pic] Performance comprises four interlocking elements. © iStockphoto/dt03mbb Is your organization's performance as good as it could be? What could be changed to improve things and why would this help? Does the key lie in the work itself? Or with the people doing it? Should you reorganize the corporate structure? Or try to change the prevailing culture? And why does one organization seem to thrive on a certain corporate structure or type of work, while another struggles to make a profit? The answer lies in understanding the key causes or drivers of performance and the relationship between them. The Congruence Model, first developed by David A Nadler and M L Tushman in the early 1980s, provides a way of doing just this. It's a powerful tool for finding out what's going wrong with a team or organization, and for thinking about how you can fix it. Understanding the Tool The Congruence Model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance. For example, if you have brilliant people working for you, but your organization's culture is not a good fit for the way they work, their brilliance will not shine through. Likewise, you can have the latest technology and superbly streamlined processes to support...
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...According to Peter Senge (1990), the definition of a learning organization is “a place where people continually expand their capacity to create 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”. The main objective of this essay is to focus on the importance of the role of learning organizations and the methods in which they help in enhancing the performance of the organization as a whole. This is because the learning organization concept has been broadened and widely used by modern organizations and modern cultures. To begin with, this essay will start by focusing on the clarification of the idea of the learning organization philosophy, and will extend to critically explaining all of its advantages and disadvantages with the help of organizational examples and how the philosophy has been considered as being able to enhance an organization’s overall performance and will be concluded by providing recommendations for the managers of organizations. The learning organization approach has been popular since the 1990’s, and still stands as being one of the most talked about management theories in the business world nowadays (Marrapodi, 2003). Learning is an essential key to success in organizations and this is because learning aids the workforce of an organization in developing new skills. Without implementing the learning concept in an organization, both businesses...
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...As a manager in the organization that is being acquired, I would give some Price Waterhouse advice to help with the transitional period of the company by building a guiding team. I feel it's fundamental to creating a successful change in any organization. Furthermore, the cohesion of the employees will be more effective overall. During the last two months of the company prior to the change, I would create a team of creditable employees consisting of managers and workers. The goal of this change management team would be to convey a message that is clear to avoid any confusion among the ranks of the employees. Furthermore, the team would help answer questions and give advice for employee's; that will be leaving the company in the near future, as well as employees that might be changing positions, or employees that could be transferring to another division entirely. I feel by building a team to help manage the new changes the next three months following the acquisition will become a smother transition. During the next three months, I would have the team focus giving attention to the retained employees, by reassurance and guidance of the fact that letting go of the old company culture and thinking of the new culture and adapting to it should be done easily. This would ultimately give the employees more productive and efficient work in the future and long run, and will make the employees feel more comfortable about the transition. William Bridges has good thoughts on change called...
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...advantage is an organisation’s ability to learn faster than the competition” (Senge 1990:1) Peter M. Senge is a pioneer in the field of learning organizations and the author of “The Fifth Discipline: The art and practice of the learning organization“ (Senge 1990) which was declared as one of the most powerful books in the past 75 years by Harvard Business Review in 1997 (Smith 2001). The book illustrated that the only way to gain competitive advantage is through making an organisation a learning one. However, is the learning organisation approach really linked to an organisation’s competitive advantage and the one and only approach to enhance an organisation’s performance and, therefore, run a successful company? Or is it more like a brilliant theory but not a viable one in practice? By highlighting the main characteristics of a learning organisation and using organisational examples, this essay will critically discuss and analyse its role in terms of enhancing performance. Learning organisations are companies that aim at improving their performance by providing their employees with on-going learning opportunities. As they are utilising learning to achieve their objectives, learning can be seen as part of an organisation’s strategy. They make their employees learn constantly and, therefore, learning must become an essential component of employees’ work (Bratton and Gold 2007) In order to achieve that, learning organisations invest an enormous amount of money in training activities...
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