senge nonoka

The Fifth DisciplinePeter M. Senge

4-Stage SpiralNonaka & Takeuchi

Realizado por:André Contente - 38774Pedro Figueira - 39298

Peter Michael Senge (born 1947)

PhD - MIT Sloan School of Management (1978)

Senior lecturer at MIT Sloan School of Management

Ikujiro Nonaka (born 1935)

MBA(1968) and PhD (1972) in Business Administration - University of California, Berkeley

Professor Emeritus at Hitotsubashi University

Hirotaka Takeuchi (born 1946)

MBA and PhD - University of California, Berkeley

Professor at Harvard Business School


Personal Mastery

Individuals learn to expand their own personal capacity to create results that they most desire. Employees also create an organizational environment that encourages all fellow employees to develop themselves toward the goals and purposes that they desire.


Mental Models

This involves each individual reflecting upon, continually clarifying, and improving his or her internal pictures of the world, and seeing how they shape personal actions and decisions.


Shared Vision

This involves individuals building a sense of commitment within particular workgroups, developing shared images of common and desirable futures, and the principles and guiding practices to support the journey to such futures.


Team Learning This involves relevant thinking skills that enable groups of people to develop intelligence and an ability that is greater than the sum of individual members' talents.


Systems Thinking

- Better appreciation of systems leads to more appropriate action - Long-term goals vs. short-term benefits - Focus on whole not individual parts - Interdependency and change


The Learning Disabilities

1) "I am my position." 2) "The enemy out there." 3) The Illusion of Taking Charge 4) The Fixation of Events 5) The Parable of the Boiling Frog 6) The Delusion of Learning from Experience 7) The Myth of the Management Team


The 11 Laws of the Fifth Discipline

1. Today's problems come from yesterday's "solutions."2. The harder you push, the harder the system pushes back.3. Behavior grows better before it grows worse.4. The easy way out usually leads back in.5. The cure can be worse than the disease.6. Faster is slower.7. Cause and effect are not closely related in time and space.8. Small changes can produce big results...but the areas of highest

leverage are often the least obvious.9. You can have your cake and eat it too---but not all at once.

10. Dividing an elephant in half does not produce two small elephants.11. There is no blame.


A Learning Organization

-Where people continually expand their capacity to create the results they truly desire-Where new patterns of thinking are nurtured-Where collective aspiration is set free-Where people are continually learning to see the whole together

“When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative.” (Senge 1990: 13)

4-stage spiralNonaka & Takeuchi

Tacit knowledge Explicit knowledge

● subjective● experienced based● sepecific context

examples:● beliefs● images● intuiton● mental models● craft● know-how

● objective● rational● context free

examples:● theorical examples● problem solving● manuals● databases


Five enablers for knowledge creation

Intentiondirection for the future, vision, long term plans

Fluctuation and Creativy Chaosknowledge creation thrives in times of crisis

Autonomyindividuals have freedom to act within the organization

Redundancythere are no secrets, learning by intrusion

Requesite Varietydiversity enhaces knowledge creation

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