DEFINITION
PETER SENGE (1990) where people continually expand their capacity to create the results they truly desirewhere people are continually learning how to learn togetherwhere people are continually discovering how they create reality. And how they can change it.
an organization that facilitates the learning of all its members and continually transforms itself.
SYSTEMS THINKING
Seeing interrelationships rather than linear cause-effect chains and seeing process of change rather than snapshots.
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BALANCING FEEDBACK: DISCOVERING THE SOURCES OF STABILITY AND RESISTANCE
IN A STABILIZING SYSTEM THERE IS A SELF CORRECTION THAT ATTEMPTS TO MAINTAIN SOME GOAL OR TARGET HOMEOSTASIS IN AN ORGANIZATIONAL CONTEXT : DEMAND & SUPPLY PLANNING CREATES LONGER TERM BALANCING PROCESSES.
NATURESS TEMPLATES:
IDENTIFYNG THE PATTERNS THAT CONTROL EVENTS
PERSONAL MASTERY
It involves taking a creative rather than a reactive stance to issues, problems and life itself. It is the discipline of personal growth and learning. Kazuo Inamori, Founder & President of Kyocera (Ceramics Technology) says:
If employees are not sufficiently motivated to challenge the goals of growth and technological developmentthere will simply be no growth, no gain in productivity, and no technological development . Inamori believes, tapping the potential of people will require new understanding of the subconscious mind, will power and action of heart etc.
Bill OBrien, President of Hanover Insurance strives for, Organizational models that are more congruent with human nature. When the industrial age began people worked for 6 days a week to earn enough for food and shelter. Today most of us have these handled by Tuesday afternoon. Our traditional hierarchical organizations are not designed to provide for peoples higher order needs, self respect and self actualization. The ferment in management will continue until organizations begin to address these needs, for all employees.
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Same principle has been expressed in some organizations as genuine caring. In places where people felt uncomfortable about talking personal purpose, they felt perfectly at ease talking about genuine caring. When people genuinely care they are naturally committed. They are full of energy and ethusiasm.
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COMPASSION: It is not always just the concern for others. But it is also grounded in a level of awareness. More the people see the systems within which they operate, and as they understand more clearly the pressures influencing one another, they naturally develop more compassion and empathy. COMMITMENT TO THE WHOLE: Individuals committed to a vision beyond their self interest find they have energy not available when pursuing narrower goals, as will organizations that tap this level of commitment.
MENTAL MODELS
SURFACING, TESTING AND IMPROVING OUR INTERNAL PICTURES OF HOW THE WORLD WORKS IS AN IMPORTANT ASPECT OF LEARNING AND CHANGE.