Peter Senge is an #4. Organizational Learning and the Learning Organization, London: Sage. It also involves seeking to distribute business responsibly far more widely while retaining coordination and control. Accepting this responsibility is the antidote to one of the most common downfalls of otherwise gifted teachers – losing their commitment to the truth. At its centre the traditional view of leadership, ‘is based on assumptions of people’s powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can be remedied only by a few great leaders’ (op. Organizations that are continually expanding their capacity to create their future require a fundamental shift of mind among their members. Systems thinking – useful introductory article by Daniel Aronson on thinking.net. London: Abacus. : 71). In the present competitive world, change is inevitable, and change happens way to fast. : 90). Therefore, personal Mastery should be encouraged in the employees. Living with global capitalism, London: Vintage. SoL is part of a ‘global community of corporations, researchers, and consultants’ dedicated to discovering, integrating, and implementing ‘theories and practices for the interdependent development of people and their institutions’. The discipline of team learning starts with ‘dialogue’, the capacity of members of a team to suspend assumptions and enter into a genuine ‘thinking together’. Differences Between Centralized And Decentralized Organization, The Importance Of Mentors To The Organization. This is an especially pertinent question as Peter Senge looks to promote a more holistic vision of organizations and the lives of people within them. What people think and assume is known as their mental model. This process is not that easy: Knowledge that is visible tends to be explicit, teachable, independent, detachable, it also easy for competitors to imitate. To the Greeks dia-logos meant a free-flowing if meaning through a group, allowing the group to discover insights not attainable individually…. (Senge 1990: 340). In other words it means fostering openness (Senge 1990: 273-286). On the other hand, failure to understand system dynamics can lead us into ‘cycles of blaming and self-defense: the enemy is always out there, and problems are always caused by someone else’ Bolam and Deal 1997: 27; see, also, Senge 1990: 231). Therefore, rather than organizing a training program let your desired employees take a course on a relevant technology from outside and finance their expenses. Building shared vision. A Primer on Systems Thinking & Organizational Learning – useful set of pages put together by John Shibley @ The Portland Learning Organization Group. There are ‘limits to growth’ in this respect, but developing the sorts of mental models outlined above can significantly improve matters. Detailed in The Fifth Discipline by Peter Senge (1994). Sometimes an employee will come up with 2-3 innovative ideas in a day and sometimes he can’t even think of one good idea for months. Leaders not only should encourage the employees to learn new skills but also give recognition to them when they do the same. : 203). Peter M. Senge defines the concept of a learning organization as an effort of a group of people to learns and to improve their capabilities to create that they want to create. It is the discipline that integrates the others, fusing them into a coherent body of theory and practice (ibid. Taking this stand is the first leadership act, the start of inspiring (literally ‘to breathe life into’) the vision of the learning organization. The Seven Learning Disabilities It is no accident that most organizations learn poorly. Bolman, L. G. and Deal, T. E. (1997) Reframing Organizations. 450 pages. cit.). To make sense of the sorts of experiences generated and explored in a fully functioning ‘learning organization’ there needs to be ‘spiritual growth’ and the ability to locate these within some sort of framework of commitment.