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  • Peter Senge's Learning Organizations: by Michelle Meyer Ngai & Katherine Davis

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    Senge wrote The Fifth Discipline in 1990 about learning organizations. He discussed five disciplines of learning organizations: systems thinking, personal mastery, mental models, shared vision, and team learning. Systems thinking involves seeing interdependencies rather than individual parts and focusing on long-term goals. Personal mastery involves continual learning and growth. Mental models involve critically examining assumptions. Shared vision involves leaders translating visions into shared commitments. Team learning involves suspending assumptions and discovering insights as a team. A learning organization continually expands capacity, nurtures new thinking, unleashes collective aspirations, and connects people to something larger than themselves.

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    kuliah bu nastiti

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    Kuliah Bu Nastiti 130214

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    Senge wrote The Fifth Discipline in 1990 about learning organizations. He discussed five disciplines of learning organizations: systems thinking, personal mastery, mental models, shared vision, and team learning. Systems thinking involves seeing interdependencies rather than individual parts and focusing on long-term goals. Personal mastery involves continual learning and growth. Mental models involve critically examining assumptions. Shared vision involves leaders translating visions into shared commitments. Team learning involves suspending assumptions and discovering insights as a team. A learning organization continually expands capacity, nurtures new thinking, unleashes collective aspirations, and connects people to something larger than themselves.

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    17 views5 pages

    Peter Senge's Learning Organizations: by Michelle Meyer Ngai & Katherine Davis

    Uploaded by

    farda_eka
    Senge wrote The Fifth Discipline in 1990 about learning organizations. He discussed five disciplines of learning organizations: systems thinking, personal mastery, mental models, shared vision, and team learning. Systems thinking involves seeing interdependencies rather than individual parts and focusing on long-term goals. Personal mastery involves continual learning and growth. Mental models involve critically examining assumptions. Shared vision involves leaders translating visions into shared commitments. Team learning involves suspending assumptions and discovering insights as a team. A learning organization continually expands capacity, nurtures new thinking, unleashes collective aspirations, and connects people to something larger than themselves.

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    Senge's Peter Learning Organizations

    Davis Ngai& Katherine Meyer By Michelle

    from o PhDgraduate MITin Systems Management chairof o Founding for SoL(Society Organizational Learning) o 1990wroteThe Fifth Discipline

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    (Senge) Discipline Fifth

    Organizaiion Learning

    Thinking SVstems I |,off**'*'


    andchange > interdependencY parts > focuson wholenotindividual benefits goals vs. short-term > long-term leadsto of systems appreciation > better action moreappropriate

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    Personal Mastery

    > organizations learnonly who through individuals learn "arrive"; > never in continual learning mode > striveto clarify and deepen personal vision > deeply awareof growth areasandtension between visionand reality

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    Mental Models
    > deeply ingrained assumptions andgeneralizations > honest and critical scrutiny of entrenched mental models > transcend mental models in orderfor change to takeplace

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    > A genuine visionleadsto people wanting to exceland learn personal > Leaders musttranslate visionsintoshared visions > Unearthing shared'pictures of the future' thatfostergenuine rather commitment thancompliance > Leaderslearnthe counter-productiveness of tryingto dictatea vision, no matterhow heartfelt. (S enge 1990:9)

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    TeamLearning

    > Teamlearning starts with'dialogue'= thecapacity of members of a genuine 'thinking teamto suspend assumptions andenter together' > Allows insights thegroup to discover notattainable individually grouphowto recognize > Shows the patterns interaction of that undermine learning (Senge 1990: 10)

    A LearninO r anization |s...


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    o Wherepeoplecontinually expandtheircapacity to createthe resultsthey trulydesire o Wherenew patterns of thinkingare nurtured o Wherecollective is set free aspiration o Wherepeople are continually learning to seethe wholetogether you ask people o "When aboutwhatit is likebeingpartof a greatteam, whatis moststriking is the meaningfulness of thie'experiente. People talk aboutbeingpartof-something larg6rthan themselve's, of being connected, of beinggenerative." (Senge 1990: 13)

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    VideoClip Senge

    Interview Senge Clip

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