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THE FIFTH DISCIPLIN

Senge, P. M. (1990). The fifth discipli


ne: The art and practice of the learni
ng organization.

Prateek Saini
Jkps-imt
It is vital that the five disciplines
develop as an ensemble.

This is challenging because it is


much harder to integrate new tool
s than simply apply them separate
ly.
THE FIVE DISCIPLINES
INCLUDE:-

 personal mastery ,
 mental models ,
 shared vision ,
 team learning and
 systems thinking
PERSONAL MASTERY

 The Spirit of the Learning Organization


 Organizations learn only through individuals who learn
 Individual learning does not guarantee organizational
learning, but without it no organizational learning can
occur
 Personal Vision
Personal Vision

Holding Creative Tension

Personal
Structural Conflict: The
Power of your Powerlessness Mastery

Commitment to the truth

Using the
Subconscious
CREATIVE TENSION
STRUCTURAL CONFLICT
MENTAL MODELS

 Why Best Ideas Fail


 Conflict with deeply held internal images of how the world
works
 Mental models determine how we take action

 Mental models are so powerful - because they affect what we


see
Leaps of Abstraction

Left-Hand Column
Mental
Models
Balancing Inquiry
and Advocacy

Espoused Theory
versus Theory-in-Use
SHARED VISION

 A Common Caring
 A shared vision is a vision that many people are truly committed
to and it reflects their own personal vision
 Helps establish overarching goals
 Provides a rudder to keep the learning process on course when
stresses develop
Encouraging Positive versus
Personal Vision Negative Vision

From Personal
Visions
To Shared Visions

Spreading Visions Shared Vision


Guidelines for
Enrollment and
Commitment

Anchoring Vision
In a set of Creative Tension and
Governing Ideas Commitment to the Truth
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.
Dialogue and
Discussion

Team Lea
rning

Conflict and
Defensive
routines
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.
Reinforcing
Feedback

Balancing Process
Systems
Thinking

Delays
Personal
Mastery

Shared Vision Systems Mental


Thinking Models

Team Learning

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