The Fifth Discipline

Based on The book

“The Art and Practice of a Learning Organization”

by Dr.Peter Senge

Brought to you by: V a s u d e v a n

Vestechno Group consisting of

Elixosoft Technologies

(Making Student to Professional)

Vestechno Solutions

(Making employees to Productive employees)

Learning Organisation• Where People continually expand their capacity to create the results

they truly desire.------------------------------------- THEY DO MORE

• Where new and expansive patterns of thinking are nurtured. --------------------------------------------------THEY THINK NEW

• Where collective aspiration is set free, -----THEY ARE HELPFUL

• Where people are continually learning how to learn together.------------------------------------------------------------ THEY ARE HONEST

• As the world becomes more interconnected and business becomes more complex and dynamic, work must become more “learningful.” ----------------------ORGANIZATION PLANS SYSTEM APPROACH

• The organizations that will truly excel in the future will be organizations that discover how to tap peoples commitment and capacity to learn at all levels in the organization.---------------------

IT IS SYSTEMS THINKING

Disciplines of the Learning Organisation

What fundamentally will distinguish learning

organizations from traditional authoritarian “controlling

Organisation” will be the mastery of certain basic

disciplines……………………….There are Five of them.

.

Personal

Mastery

Mental

Models

Building a

Shared

Vision

Team

LearningSystems

Thinking

These five disciplines differ from more familiar

management disciplines in that they are personal

disciplines.

Personal Mastery

• Mastery means a certain level of proficiency

• People with high level of personal mastery are able to consistently realise the results that matter most deeply to them – they do that by becoming committed to their own life long learning.

• As such it is the essential cornerstone of the learning organization –the learning organizations spiritual foundation

• An organizations commitment to and capacity for learning can be no greater than that of its members.

• Yet few people encourage the growth of their people in this manner “We get damn little of their Energy(momentum or force) and almost none of their Spirit(attitude or character)”.

• The learning organisation is concerned with the connection between personal learning and organizational learning and the reciprocal commitments between individual and organisation

Mental Models

• Mental Models are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action

• The discipline of working with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny.

• It includes the ability to carry on learningful conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that open to the influence of others.

The Ladder of Inference

The Ladder of InferenceHow perceptions impact our beliefs ?

Using the Ladder of Inference

• Becoming more aware of your own thinking and

reasoning (reflection);

• Making your thinking and reasoning more visible to

others (support);

• Inquiring into others' thinking and reasoning (inquiry).

Building Shared Vision

• What is generally lacking in organisations is a discipline ( set of principles and guiding practices) for translating individual vision into 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 learning this discipline, leaders learn the counter productiveness of trying to dictate a vision, no matter how heart felt.

Together Everyone Achieves More-------Learning Together Everyone Achieves More - ----------- Together Everyone Achieves More

• Teams can learn where the collective intelligence of the team exceeds the intelligence of the individuals in the team and where the team develops extraordinary capacities for coordinated action.

• Where teams are truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could have occurred otherwise.

• Team learning is vital because teams not individuals, are the fundamental learning unit in modern organisations. This is where the rubber meets the road; unless teams cannot learn, the organisation cannot learn.

• The discipline of team learning starts with dialogue, the capacity of team members to suspend assumptions and enter into genuine “thinking together”.

• The discipline of dialogue also involves learning how to recognize the patterns of interaction in teams that undermine learning. Patterns of defensiveness, if unrecognized, undermine learning. If recognized and surfaced creatively, they can accelerate learning

Systems Thinking

• Systems Thinking is the process of understanding how things influence one another within a whole.

• Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences.

• Systems Thinking is not one thing but a set of habits or practices within a framework that is based on the belief that the compoent parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation.

• Systems Thinking focuses on cyclical rather than linear cause and effect.

• Systems Thinking is the fifth discipline because it integrates the other disciplines into a coherent body or theory and practice. Without a systems orientation, there is no motivation to look at how the other disciplines interrelate.

Iceberg Theory

Systemic

Structures

Patterns of

behaviour

BOTTEM OF ICE BERG

The deeper u

go, the greater

the leverage

to change

Deeper u

go, the greater

the leverage

to change

Events

The more u

Focus on the

events, the

less leverage

to change

Tip of

Ice Berg

Water Level

Implications for Vescotech group .

2015 (Second Year) is the year for implementing learning systems for

individuals and teams leading to maximizing output and involves:

(a) Employee development including:

❖ Establish a simulated Learning Skills. (Handling Projects, Projecting product U.S.P.’s)

❖ Establish Multi-media /Full fledged Learning Centre. ❖ Practicing/Testing of skills of all Employees before entering the field to meet

customer.❖ Reorientation Training ( Products and Skills)for Employees from time to

time.❖ Annual competence testing. And Career coaching.

(b) Leadership Development proposal for Staff / Managers :

❖ Based around the Five Disciplines as enumerated by Dr.Peter Senge❖ Course and Project work.

❖ Dialogue, Role plays with Videos and Feedback, Group discussion,

Coaching

(c) Review of existing systems from the perspective of the five

disciplines

❖ Management of all operations

❖ MDP for all in Vestechno Group