MindMap-BookSummary-FifthDiscipline

MindMap-BookSummary-FifthDiscipline

• About The Fifth Discipline
  • Author: Peter M. Senge
  • Released: August 1990
  • ISBN: 0-385-26094-6
• Introduction:
  • Fifth Discipline’s central idea is drawn for the argument that we are the creators of our own destiny and we have the power to influence our destiny. Senge’s explanation about seven learning disabilities and why an organization fails:
• The Five Discipline:
  • 1. Personal mastery
    • establishing personal vision,
    • focusing energy
    • seeing reality objectively
    • developing patience
    • clarifying things that really matters to us
    • living our lives in the service of our highest aspiration.
  • 2. Shared vision
    • transforming individual vision into shared vision
  • 3. Mental models
    • unearthing internal pictures and understanding how they shape actions
  • 4. Team learning
    • suspending judgments and creating dialogue
  • 5. Systems thinking
    • combining the four learning disciplines; from seeing the parts to seeing wholes
• Give Me a Lever Long Enough
  • Give me a lever long enough … and single-handed I can move the worldFragmentation of the whole-makes complex tasks manageable but lost connection to a larger whole

    We fail to see the larger picture

    Fifth Discipline Tools and Ideas-to destroy the illusion that the world is created of separate unrelated forces

    Learning Organization-Organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to lean together.

    Learning Organization-the ability  to learn faster than your competitors

    Learning Organization-an organization that discover how to tap people’s commitment and capacity to learn at all levels in an organization

    The team that became great did not start off great-it learned how to produce extraordinary results

    Why can’t we do good works at work?

    Idea to Innovation-the idea becomes an innovation only when it can be replicated on a meaning scale at practical cost.

    Systems Thinking-Whole Thinking, each part has an influence on the rest, an influence that is usually hidden from view

    Business and human endeavors are also systems. Understand the systemthen we can understand the problem.

    Personal Mastery-special level of proficiency

    Personal mastery-able to consistently realize the results that matter most deeplyapproach life as work of artcommitted to own lifelong learning

• Personal Mastery:
  • Essential cornerstone of the learning organizationthe spiritual foundation
  • 1. Discipline of continually clarifying and deepening personal vision
  • 2. Focusing on Energy
  • 3. Developing Patience
  • 4. Seeing reality objectively
• Steps to Personal Mastery
  • 1. Clarify the things that really matters to us
  • 2. Live a life in service in our highest aspiration
  • 2 Does Your Organization Has Learning Disability
  • 3 Prisoners of the System or Own Thinking
  • 4 The Laws of Fifth Discipline
  • 5 A Shift of Mind
  • 6 Natures Template
  • 7 Principle of Leverage
  • 8 The Art of Seeing the Forest and the Trees
  • 9 Personal Mastery
  • 10 Mental Models
  • 11 Shared Vision
  • 12 Team Learning
  • 13 Openness
  • 14 Localness
  • 15 A Manager’s Time
  • 16 Ending the War between Work and Family
  • 17 Microworlds- The Technology of the Learning Organization
  • 18 The Leader’s New Work
  • 19 A Sixth Discipline
  • 20 Rewriting the Code
• The Invisible Whole
  • 5th Discipline
  • Personal Mastery
  • Mental Models
  • Shared Vision
  • Team Learning
  • Systems Thinking
• Personal Mastery
  • 1. Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.” (p. 7)2. Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.”

    3. Building shared vision a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance.” (p. 9)

    4. Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together.” (p. 10)

    5. Systems thinking – The Fifth Discipline that integrates the other 4.

• Systems Thinking:
  • “Systems thinking also needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building shared vision fosters a commitment to the long term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world.” (p. 12)
• The Learning Disabilities
  • 1) “I am my position.”
    • People fail to recognize their purpose as a part of the enterprise. Instead, they see themselves as an inconsequential part of a system over which they have little influence, leading them to limit themselves to the jobs they must perform at their own positions. This makes it hard to pinpoint the reason an enterprise is failing, with so many hidden ‘loose screws’ around.
  • 2) “The enemy out there.”
  • 3) The Illusion of Taking Charge
  • 4) The Fixation of Events
    • The tendency to see things as results of short-term events undermines our ability to see things on a grander scale. Cave men needed to react to events quickly for survival. However, the biggest threats we face nowadays are rarely sudden events, but slow, gradual processes, such as environmental changes.
  • 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 will grow better before it grows worse.

    5) The cure can be worse than the disease.

    4) The easy way out usually leads back in.

    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.

• Compiled By:
  • Rigel Arcayan
  • blindcaveman.wordpress.com