...La Quinta Disciplina de Peter Senge - Primer parte Capítulo 1. Dadme una palanca y moveré el mundo. Desde temprana edad nos enseñaron a fragmentar el mundo, pensando que esto facilitaría la resolución de las tareas más complejas. Pero cuando queremos ver la imagen general tratamos de ensamblar los fragmentos lo cual resulta tan difícil como armar un espejo roto. Hay que romper con el paradigma de la fragmentación. Abandonando esta idea podemos empezar a pensar en Organizaciones Inteligentes, donde la gente expande su aptitud de crear los resultados que desea, donde la gente aprende a aprender en conjunto. La capacidad de aprender con mayor rapidez que los competidores quizás sea la única ventaja competitiva. Se dice que una idea se ha inventado cuando se prueba en el laboratorio. Se dice que la idea es innovadora cuando puede reproducirse en escala y a costos accesibles. Si es de tamaña importancia como para crear una nueva industria o cambiar la existente (por ejemplo: el teléfono, el avión) se habla de innovación básica. En la actualidad se dice que hay 5 disciplinas que convergen para innovar las organizaciones inteligentes. Las 5 disciplinas del aprendizaje difieren de las disciplinas más tradicionales por ser “personales”, se relacionan con nuestro modo de pensar, de querer y nuestra forma de aprender. Estas 5 disciplinas se reconocen como: 1. Dominio Personal: Es la disciplina que permite aclarar y ahondar nuestra visión personal, concentrar energía, desarrollar paciencia...
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...Issue of Vermont Business Magazine When Peter Senge’s book, The Fifth Discipline was first published in 1990, the term “learning organization” joined the business lexicon. Senge was able to distill years of research and practice in the field of organization development into a clear and concise theory for creating profound organizational change. So, are learning organizations the wave of the future or will the theory fall by the wayside like so many other business and management fads (management by objectives, reengineering, etc.)? The answer to that question is a resounding, “It depends.” It depends on an organization’s willingness to commit the time and energy to changing its behavior. Before delving into the area of changing organizational behavior, however, let’s first define a learning organization. Learning organizations are those that are able to integrate the following five disciplines: • • Personal mastery: Personal mastery is the ability to continually clarify and deepen personal vision, focus energies, develop patience, and see reality objectively. Mental models: Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action. Working with mental models involves surfacing and examining organizational assumptions, in order to understand organizational systems better and to develop more effective solutions. Building shared vision: This discipline entails building and holding a shared picture of the future...
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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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...The assigned chapter for the week in the Northouse text proved a timely resource in the topic of introducing and maintaining leadership development in the organization. According to Northouse (2010), the psychodynamic approach to leadership emphasizes the importance of the leader, and follower I might add, becoming aware of their personality types and their implications on work and relationships. One cannot improve what one does not work on. This takes intentional effort. Especially as the landscape of the organization and subsequently, leadership has changed in recent times. Macoby (2007) argues for the notion of social character as a way of looking at leadership in terms of the psychology of followers. He defines social character as "macro personality based on the emotional attitudes and values shared by people in a certain context." Maccoby (2007) contends that there has been a shift in the social character of our times which has resulted in movement away from an industrial economy to a knowledge-based one. Here, formal hierarchical organizations are giving way to networks, collaborations and more of a horizontal structure. Persons in organizations today no longer want to be mere followers but collaborators in a joint effort between leaders and "what were once followers" (Northouse). They favor continual improvement and creativity as opposed to stability. Given the mindset change and expectation as regards leadership and the organization, the only logical conclusion is to...
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...to adapt is often to be found in the limited cognitive skills and capabilities of individuals compared to the complexities of the systems they are called upon to manage. A vast body of experimental work demonstrates that individuals make significant, systematic errors in diverse problems of judgment and choice. Training and repeated experience often do not help. Market mechanisms and financial incentives do not eliminate the errors.” They go on to say “Regardless of the tools employed the most important result of the mapping stage is to uncover critical assumptions and set the stage for challenging them”. This and subsequent statements emphasize success lies in emerging the Reality or Truth as stated by Senge later in his book “The Fifth Discipline”. York & Nicolaides echo this argumet in their paper in Human Resource Development & Review (May, 2012)...
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...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 or individual’s mental model is at odds with what the new insights need to be, the new structure will often fail Senge 1992. The discipline of mental models encourages individuals...
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...Many organizations past and present are introducing workplace learning into their daily operations to support and accommodate changes faced during economic, social, and political change. Organizations that are able to learn from the environment, adapt to changes that arise, and maintain the overall competitiveness within the market are considered learning organizations. When exploring the question “the concept of learning organizations is based on firm foundations”, it is essential to analyze the circumstances in which it primarily exists. According to Bratton, Helms-Mills, Pyrch and Sawchuk (2004), continuous learning is “a key element of the learning organization” (p. 85). With continuous learning, employers and employees are able to maintain a competitive advantage by keeping up with the trends and changes within the environment. In order to remain invested and involved with markets and competition, a level of ongoing development must occur, leading to the introduction of the learning organization as a remedy to change. To adapt to changes, organizational learning is the process in which the learning principles are applied to the learning organization. “Organizational learning is focused on learning in the organization” whereas a learning organization “centers on learning for the organization” (Bratton et al., 2004, p. 83). In brief, organizational learning contributes to the establishment of a learning organization. Among literature discussing the principles of learning...
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...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 focus on the arguments in his (1990) book The Fifth Discipline as it is here we find the most complete exposition of his thinking. Peter Senge Born in 1947, Peter Senge graduated in engineering...
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...A Response to Senge's 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...
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...Article Review MGT/426 March 18, 2015 Article Review Committing yourself to those that you do not know requires an open mind, heart and willingness to delve into emotions and feelings not typically found in a work environment. This trait is becoming more common within the workplace as it is a necessity to make the effort in order to understand and reciprocate typical thought processes, feelings and actions within a business institution. Article Summary Corey Jamison suggests a pattern of guidelines that shows how to make efforts efficiently for adjustment within a client based business. She stresses the importance of the assessment of organizational needs, and recognizes the identification of organization pattern; as well as the concept of living in a client system. She also points out the importance of understanding and appreciating the distinctive qualities and specific needs of working effective change within a client-organization. She refers to this process of coming to know an organization or business as “living in”. She suggests that "living in" a client system informs the change agents what they must be aware of in order to understand the target organization or business and their relevance to it. It also enables them the ability to discern the nuances of the system itself. (2001) Corey Jamison’s recommendations Mrs. Jamison poses several questions that are instrumental to the message of her article. Such as: How one is able to...
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...Running Header: Achieving and Maintaining Individual Excellence 1 Achieving and Maintaining Individual Excellence Paper James O. Greenup BSHS 462 January 11, 2009 Kevin L. Benbow, MA, LPC University of Phoenix Achieving and Maintaining Individual Excellence Paper 2 In this paper, I have formulated a framework for achieving and maintaining individual excellence for my life. I will discuss how I have achieve and maintain my individual excellence for my life by listing what skills I have or need to develop further. I will express how each of Peter Senge's Five Disciplines have meaning to me, based on my self-assessment of my skills for growth in each of the five disciplines of personal mastery, mental models, teaming learning, and system thinking. I have an establish firm foundation. That foundation is "me." I know who I am, what I want and what I am are capable of. I have determined what is my values, goals and principles that allow me to my guide my actions because I know and understand who I am better on an ongoing basis, live life more consciously and deliberately, and continuing to attain personal satisfaction and fulfillment. So I am very capable in document use, numeracy, writing, oral communication, working with others, oral communication, continual learning and working with others, and thinking skills. I believe that my weaknesses are a snowball effect that I have experienced over the last several years. I have allowed myself...
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...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 for the betterment of the whole (Rheem 1995,10). Peter Senge is a leading writer in the area of learning organizations, whose seminal works The Fifth Discipline: The Art and Practice of the Learning Organization, and The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization explain that there are five disciplines, which must be mastered when introducing such...
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... | | | |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...
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...Assignment One 1. ‘Why is consideration of the social and economic context necessary for understanding work and learning in Canada?’ Education, learning, work and training do not occur in a vacuum at a distance from the rest of the world; they are all influenced by variables including the social and economic context through which they occur. For example, in order to work effectively in a diverse community such as in Canada, it is necessary to first understand the variety of cultures and ethnicities that exist. It would be unrealistic to place a group of people with different ethnic backgrounds, perspectives and values in a work team and expect no conflict. This means that considering the surroundings where work and learning take place is all the more important. Work and learning, along with even the most well planned HRM policies are affected by both internal (such as corporate objectives and financial strategies) and external (such as the economic and social context discussed) change. Therefore, forecasting, being flexible and adapting to the changes is necessary. In order to do this, HR managers need to be aware of what is going on within the organization, the industry that they operate within, as well as the wider market in relation to the factors that influence change. For example, government regulations are updated and change regularly and can influence many processes of the HR department including hiring and training. Moreover, work and learning is influenced...
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...Google Case Peter Senge’s five disciplines are: shared vision, mental models, personal mastery, team learning and systems thinking. As a Google employee, I would use these disciplines to understand the entry into the Chinese market. Google released a public letter stating, “…We aspire to make Google an institution that makes the world a better place” (Argenti, Page 19). Peter Senge’s first discipline, Shared Vision can be used to understand the changing environment at Google during the timeframe of the article. The majority of Google employees are doers, not decision makers, so they have to go along with any changes in the company’s direction or move to another company. The executives made the decision that it would be better to do business in China since the service would be better than anything currently available even if it was not as open as the US version. I’m not sure how many employees knew that “Do no evil” was followed by “Do nothing illegal” but the executives and corporate attorneys understood this and made the decision. At this point it is up to employees to determine for themselves if this supports their values and beliefs or if it’s time for them to look elsewhere for work. Team Learning and Systems Thinking can be used to assess the major events influencing the changes. Teams can be formed at and below the executive level to analyze internal and external events and predict what effects these will have on the corporate culture, business model and profits...
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