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Peter M Senge, (1997),"THE FIFTH DISCIPLINE", Measuring Business Excellence, Vol. 1 Iss 3 pp. 46 - 51
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Peter M. Senge, (1992),"Mental models", Planning Review, Vol. 20 Iss 2 pp. 4-44 http://dx.doi.org/10.1108/eb054349
Anders rtenblad, (2001),"On differences between organizational learning and learning organization", The Learning
Organization, Vol. 8 Iss 3 pp. 125-133 http://dx.doi.org/10.1108/09696470110391211
Catherine L. Wang, Pervaiz K. Ahmed, (2003),"Organisational learning: a critical review", The Learning Organization, Vol. 10
Iss 1 pp. 8-17 http://dx.doi.org/10.1108/09696470310457469
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MILESTONES
THE
FIFTH
DISCIPLINE
T h e root of the problem was the traditional internal structure - the 'chain of
command'. Self-reinforcing and stifling
creativity at source, it discourages unauthorized invention in favour of clearly
defined individual responsibility.
Senge's own learning curve began to
rise after he entered the Massachusetts
Institute of Technology (MIT) in 1970.
There, he was drawn to the work of Jay
Forrester, a computer pioneer who had
changed fields to develop what he called
'system dynamics'. Forrester argued that
underlying many public issues, from
urban decay to the global ecological
threat, is policy makers' inability to distinguish between individual events and
the systems of which they are components. Consequently, leaders are lured
of
Technology.
Measuring
Business
Institute
tive criteria."
LEARNING D I S A B I L I T I E S
Research
conducted
at
MILESTONES
or 'fickle consumers'.
generally
'proactive'
is
Being
greater risk.
tional state."
best
them.
component'.
The
American
design
to
predict
and
avoid
product quality.
REFERENCE POINTS
organization is a prerequisite of
MILESTONES
structures
encourage
the
becomes taboo.
A S H I F T OF M I N D
also means that most managers find collective enquiry inherently threatening.
Reward structures are designed to pro-
Systems thinking
Personal mastery
Mental models
Shared vision
Team learning
MILESTONES
self-reinforcing
to
which
of arms stockpiles.
extreme countermeasures,
system
that
initially
agement
an obstacle to be overcome, as in a
theory,
mastering
systems
complex structures.
EXPERIMENTATION
transferring knowledge.
PROBLEM SOLVING
MILESTONES
PAST E X P E R I E N C E
another organization, or
BEST PRACTICES
before. As a learning
MILESTONES
tions
their
individual views."
but
they
communicate
achieve it.
TEAM LEARNING
By Peter M Senge
organization,
ISBN 0-7126-56871
team
learning
is
the
TRANSFERRING
KNOWLEDGE
business administration at
hundreds of others.
51