y What is the book about?

Learning-Organization (LO) In short: the an organization that is uses a management philosophy based on knowledge and understanding (not fear) for the COMPLEXITY of the real world. opposes the dominant western management philosophy, which rewards short term decisions (reacting to events) based on preconceived ideas with little respect for past experience, that eventually lead to failure, understands that ALL elements within the organization are connected and hence decisions impact different elements in a counter-intuitive fashion. a status only achieved through the continuous study of 5 different disciplines( Personal Mastery, Mental Models, Team Learning, Shared Vision and Systems Thinking) y Part I (Chapters 1 3) Senge lays down his arguments for the necessity of the Learning Organization: The Lever - inability to understand complexity and thus the ability to target specific points within the system to that would render tremendous efficiencies. Learning disability - the seven learning disabilities (I am my position, The enemy is out there, The illusion of taking charge, The fixation on events, The parable of the boiled frog, The delusion of learning from experience, The myth of the management team Prisoners of our Thinking - we are prisoners of our own thinking which is fueled by our lack of knowledge y Part 2 (Chapters 4-7) Senge introduces core concepts necessary for the understanding of the Learning Organization: Complexity Laws - the 11 Laws of the Fifth Discipline. Feedback Loops in the real world, every influence is both a cause and an effect, and how not understanding it, leads to an impossibility of understanding dynamic complexity systems. Templates most organization scenarios follow partners and Senge identifies the leverage points.. Seeing the forest and the trees the case for People Express Airlines, the succumbed for not being able to see the forest. y Part 3 (Chapters 8-11) The author describes how to put in practice the Learning Organization Personal Mastery organizations learn through individuals. Personal mastery is ones drive towards continuously improvement by learning. Mental Models the reason why systems thinking projects fail and the author explains by the ladder of inference. Shared Vision people have added commitment in a group by sharing images of the future they seek to create in common. Team Learning how dialogue and skillful discussion transforms teams to swarm and combine their energies and ability greater than the sum of individual members talents. y com Part 4 (Chapters 12-17) Senge shares best practices from lessons learned from Learning Organizations building. Foundations good organizations, good people, and trends of collaboration, machine-learning and biologic systems. Evolving from transformers to growers Impetuous pursuing what matters to us, with people we care is reason behind those who advocate the learning organization. Strategies how to allow change to flourish The Leaders New Work The work of the leader in the Learning Organization System Citizens connectivity is allowing people to. Frontiers its impossible to change overnight. y Part 5 (Chapters 18) The Indivisible Whole (and that Nature include us) is not made of parts within wholes. Its made of wholes within wholes, pag. 382 y Why is this a MUST read @ M2MSys? At M2MSys we are experts on Complex Adaptive Systems which are a sub-class of systems which are able adapt and learn. This book is a great introduction to Complexity Theory and it does an exceptional work mapping engineering to business concepts