Learning Organization

A Knowledge Management Presentation

Presented By: Mansi Kothari PG12031

Over the long run, superior performance depends on superior learning.

- Peter M. Senge, leader of the

learning organization movement

Peter M. Senge

PhD graduate from Massachusetts Institute of Technology in Systems Management

The Fifth Discipline 1990

Harvard Business Review identified it as one of the seminal management books 1997
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Learning Organizations
Learning Organizations are Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. - Peter M. Senge

Learning Organizations
Provide continuous learning opportunities Use learning to reach their goals Link individual performance with organizational performance Foster inquiry and dialogue, making it safe for people to share openly and take risks Embrace creative tension as a source of energy and renewal Are continuously aware of and interact with their environment

The Building Blocks

Systems thinking Personal mastery Mental models Building shared vision Team learning

Systems Thinking
Is the fifth discipline A body of work Study businesses as bounded objects Focus is on whole, not individual parts Understanding dynamic complexity, not detail complexity Interrelationships and change virtuous cycles in reinforcing processes

Personal Mastery
Commitment by an individual to the process of learning Mastery means a special level of proficiency Competitive advantage for an organization Should be practiced in daily life Individual learning transferred into organizational learning Long term self-development

Mental Models
Assumptions held by individuals and organizations Deeply ingrained and influence how we take action Institutional learning is the process whereby people change their shared mental models Create open culture Unwanted values need to be discarded

Building Shared Vision

Creates a common identity People excel and learn, not because they are told to, but because they want to Is picture of the future Translate personal/individual visions into shared visions Vision is not shared unless it has staying power and evolving life-force that lasts for years

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Team Learning
Accumulation of individual learning Starts with dialogue and then ends in a genuine thinking together Group, not individual, discovers insights If patterns of defensiveness unrecognized, they undermine learning If patterns of defensiveness recognized, they can actually

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The Building Blocks

Systems Thinking Team Learning Shared Vision
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Personal Mastery Mental Models

Conclusion

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Bibliography
http://www.4grantwriters.com/Peter_S enge_The_Fifth_Discipline_1_1_.pdf http://www.vedpuriswar.org/book_revie w/the_fifth_discipline.PDF http://infed.org/mobi/peter-senge-andthe-learning-organization/ http://en.wikipedia.org/wiki/Learning_o rganization http://www.businessdictionary.com/defi nition/learning-organization.html

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Thank You
Submitted By: Mansi Kothari PG12031

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