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The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge
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Completely Updated and Revised
This revised edition of Peter Senge’s bestselling classic, The Fifth Discipline, is based on fifteen years of experience in putting the book’s ideas into practice. 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 in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire.
The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi Aramco, and organizations like Roca, Oxfam, and The World Bank. It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception, as well as new chapters on Impetus (getting started), Strategies, Leaders’ New Work, Systems Citizens, and Frontiers for the Future.
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 macro-creativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
- Sales Rank: #5541 in Books
- Brand: Senge, Peter M.
- Published on: 2006-03-21
- Released on: 2006-03-21
- Format: Deckle Edge
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 1.00" w x 6.30" l, 1.40 pounds
- Binding: Paperback
- 445 pages
Review
"Forget your old, tired ideas about leadership. The��most successful corporation of the 1990s will be��something called a learning organization." --��Fortune Magazine.
From the Inside Flap
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."
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.
Most helpful customer reviews
155 of 159 people found the following review helpful.
Where can I find a learning organization?
By Graham Lawes
Since I read this book 15 years ago, the idea of the learning organization has embedded itself in my brain and not let go. I've been on a search to find or create the learning organization ever since. I've never been sure that it really exists in practice, so it's good to see that the revised edition adds the reflections of some successful practitioners, demonstrating that learning organizations have emerged, even if they are almost as rare as they were before the first edition of Senge's book was published.
But learning may be about to become less rare in our organizations. The 21st century brings a networked world of business -- and in this era only living, learning organizations will be able to adapt and survive. All companies will be linked in a global ecosystem. No company will know when and where the next competitor will emerge. To sustain themselves, all organizations will need to constantly innovate and learn.
Senge's book is worth having and keeping on your bookshelf because it gets to the essence of what's needed to create a learning organization. Senge describes five disciplines that must be mastered at all levels of the organization:
1. Personal mastery -- clarifying personal vision, focusing energy, and seeing reality
2. Shared vision -- transforming individual vision into shared vision
3. Mental models -- unearthing internal pictures and understanding how they shape actions
4. Team learning -- suspending judgments and creating dialogue
5. Systems thinking -- fusing the four learning disciplines; from seeing the parts to seeing wholes
As Senge explains, the fifth discipline is particularly important because it ties the others together and helps explain the complex behavior and outcomes that happen in organizations. It illuminates the feedback loops -- the growth cycles, control cycles, and delays that drive our organizational systems. Senge's book gives us a language for understanding these systems and explaining their dramatic successes and failures.-- the virtuous cycles and death spirals that are weekly reported in the news -- and shows us a way of thinking that can help us copy patterns of victory and avoid patterns of defeat.
Learning organizations are rare because the five disciplines are hard. It's self-evident that personal mastery, shared vision, self awareness, and team learning are essential components of a great company, but to master these disciplines in a large organization requires a level of communication, relationship-building, conflict resolution, and the attendant time and commitment, than most people have the capability or willingness to invest. Even in a small team this is hard: the changes we need are at odds with conventional wisdom and conventional management. Currently, it is only the exceptional leader who is able to defy conventional wisdoms and have the personal vision to build a learning organization.
This may be about to change. Business and society are experiencing a dramatic shift. Global business and global development are transforming everything. Organizations will have to adapt or they will not survive. Only vital, living organizations will manage to sustain themselves -- and the vitality they need will not be created by accident, it will have to come from mastery of the five disciplines of the learning organization.
Senge's work is essential reading for anyone wanting to understand how to design, build, and sustain -- or even work in -- a learning organization. It may not be the only answer, and the ideas are certainly hard to put into practice, but the experiments are encouraging. There is a better way of working, and the ideas in this book will help us find it.
Graham Lawes
1 of 1 people found the following review helpful.
It is an easy read, at least the language is simple and ...
By Daniel
A book that borders on Zen practice for organizations, and one that I intend to return to regularly in my work and with my teams. It is an easy read, at least the language is simple and digestible, but it took me about halfway through before I understood what Senge was driving at––how things are far more connected and cyclical than linear, and how much of the modern world has educated "natural thinking"––that is, systemic thinking––out of us. This book is a great primer for reconnecting with our more natural state of being and how it can be connected to learning and working better in our organizations and communities.
0 of 0 people found the following review helpful.
Seeing An Organization From A Systems Thinking Perspective
By Josh Gaines
When looking at an organization from a systems thinking approach, it is vital to look holistically of how each discipline - personal mastery, mental models, shared vision, and team learning - integrates into a working framework. Senge (1990), while discussing the integrated relationships of each discipline, stated,
Building shared vision fosters a commitment to the long term. Mental models focus on the openness needed to unearth shortcomings in our
present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture beyond individual
perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world (p. 12)
If we understand how these integrated relationships are connected to one another, systems thinking will help broaden our perspectives “… where people are continually discovering how they create their reality” and how it can be changed (Senge, 1990, p. 12).
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