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The Fifth Discipline

The Fifth Discipline. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday .

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The Fifth Discipline

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  1. The Fifth Discipline Senge, P. M. (1990).The fifth discipline: The art and practice of the learning organization. New York: Doubleday.

  2. It is vital that the five disciplines develop as an ensemble. This is challenging because it is much harder to integrate new tools than simply apply them separately. But the payoffs are immense.

  3. The five disciplines include personal mastery , mental models , shared vision , team learning and systems thinking

  4. Personal Mastery Mastery can also mean a special level of proficiency. People with a high level of personal mastery are able to consistently realize the results that matter most deeply to them in effect, they approach their life as an artist would approach a work of art. They do that by becoming committed to their own lifelong learning.

  5. Personal Vision Holding Creative Tension Personal Mastery Structural Conflict: The Power of your Powerlessness Commitment to the truth Usingthe Subconscious

  6. Holding Creative Tension

  7. Structural Conflict: The Power of your Powerlessness

  8. Personal Vision Holding Creative Tension Personal Mastery Structural Conflict: The Power of your Powerlessness Commitment to the truth Usingthe Subconscious

  9. Mental Models Mental models are deeply ingrained assumptions, generalizations, or even pictures orimages that influence how we understand the world and how we take action. Very often, we are not consciously aware of our mental models or the effects they have on our behavior.

  10. LeapsofAbstraction Left-Hand Column Mental Models Balancing Inquiry and Advocacy Espoused Theory versusTheory-in-Use

  11. Shared Vision The practice of shared vision involves the skills of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance . In mastering this discipline, leaders learn the counter productiveness of trying to dictate a vision, no matter how heartfelt.

  12. Encouraging Personal Vision Positive versus Negative Vision From Personal Visions To Shared Visions Shared Vision Spreading Visions Guidelines for Enrollment and Commitment Anchoring Vision In a set of Governing Ideas Creative Tension and Commitment to the Truth

  13. Team learning Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations. This where “the rubber meets the road"; unless teams can learn, the organization cannot learn.

  14. Dialogue and Discussion Team Learning Conflictand Defensive routines

  15. Systems Thinking • Systems thinking is a conceptual framework, a body of knowledge and tools that has been developed over the past fifty years, to make the full patterns clearer, and to help us see how to change them effectively.

  16. Reinforcing Feedback Systems Thinking BalancingProcess Delays

  17. Personal Mastery Mental Models Shared Vision Systems Thinking Team Learning

  18. Thank You For Attention

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