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CH1

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beadcpagar
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CHAPTER 1

Introduction Team Learning


- Break apart problems to make complex tasks and - is vital because teams are the fundamental learning
subjects more manageable. unit modern organizations; it is where "the rubber
- We no longer see the consequences of our actions; meets the road" (Senge, 2006).
we lose our intrinsic sense of connection to a larger 1. Effective teamwork leads to result which individuals
whole. could not have achieved on their own.
2. Individuals within a team learn more and faster than
Our Goal they would have without the team.

Learning Organization • Dialogue (Greek, dia-logos) - the capacity of members


- organizations where people continually expand their of a team to suspend assumptions and enter into a
capacity to create the results, they truly desire, where genuine "thinking together"
new and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and where DIALOGUE CONVERSATION DISCUSSION DEBATE
People, inquire
people are continually learning how to learn together ideas, rather Convivial, casual, A talk that has a
Extreme
from of
(Senge, 2006). than advocate friendly, talk about purpose – often
discussion;
for their own personal and social to make a
- an organization skilled at creating, acquiring, and or other’s matters decision
structured
and formal
transferring knowledge, and at modifying its ideas
behavior to reflect new knowledge and insights
The Fifth Discipline

- It is the discipline that integrates the disciplines,


fusing them into a coherent body of theory and
Disciplines of the Learning Organization practice.
- System thinking makes the subtlest aspect of the
learning organization understandable.
Systems Thinking
- a conceptual framework, a body of knowledge and Metanoia - A Shift of Mind
tools that has been developed over the past fifty
years, to make the full patterns clearer, and to help  Greeks: fundamental shift or change, transcendence
us see how to change them effectively (Senge, of mind;
2006).
- used to analyze patterns in an organization by meta - above or beyond; noia (nous) – mind
looking at it from a holistic viewpoint rather than
small unrelated manageable parts.  Early Gnostic Christian Tradition: awakening shared
intuition and direct knowing of the highest, of God.
Personal Mastery
- the discipline of continually clarifying and Catholic: repent
deepening our personal vision, of focusing our
energies, of developing patience, and of seeing Metanoia = Learning
reality objectively (Senge, 2006). Learning = taking in information
- describes the strength of people to be proactive and Real Learning = gets to the heart of what it means to be
keep on learning to continuously achieve results human.
which are important for them.
1. Defining what is important to us Through learning we re-create ourselves.
2. Being able to see the current reality
Through learning we reperceive the world and our
Mental Models relationship to it. Through learning we extend our
- deeply ingrained assumptions, generalizations, or capacity to create, to be part of the generative process of
even pictures or images that influence how we life.
understand the world and how we take action
(Senge, 2006). Don't just learn how to SURVIVE, you must also learn
- describes the presumptions and generalizations how to ENHANCE YOUR CAPACITY TO CREATE
people have which influence their actions.

Building Shared Vision


- involves the skills of unearthing shared "pictures of
the future" that foster commitment and enrolment
rather than compliance (Senge, 2006).
- all employees in a company share the same vision of
where the organization needs to go.
People are not playing according to the rules of the
game, but feed responsible for the game.

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