1. Peter M. senge , MIT Sloan School of Management
The Leaders New Work: Building Learning Organization
Peter M. senge , MIT Sloan School of Management
این مقاله بر پایه کتاب معروف ”پنجمین فرمان“، نوشته پیتر سنگه است که در اواخر دهه 1990 منتشر شده است.
نام لاتین کتاب:
The Fifth Discipline: The Art and Practice of the Learning Organization.

2. Panacea Group Group Members:
Zahra Kamal Homa Koohi Naeimeh Mohmmadi Yousef Nasehzadeh

3. Outline: Introduction Adaptive/Generative Learning
The Leaders New Work
The Leaders New Role
The Leaders New Skills
The Leaders New Tools

4. Peter Senge

5. Introduction
“The rate at which organizational learn may Become the only sustainable source of competitive advantage”
Ray Sata
How can we build organizations in wich continues learning occurs?
What kind of person can best lead the learning organizations?
Transforming Organizations
MIT-sponsered conference
May, 1990

6. HUMAN BEINGS are designed for learning.
Children come fully equipped with an insatiable drive to explore and experiment.
People are born with:
intrinsic motivation
self- esteem
dignity
curiosity to learn
joy in learning

7. Weak Learning Systems
The primary institutions of our society are oriented toward controlling rather than learning.
“ Our prevailing system of management has destroyed our people. ”
W. Edwards Deming

8. Reward for the one at the top, punishment at the bottom
The forces of destruction begin with toddlers:
Grades in school and university.
Ranking people, teams, divisions on the job.
Reward for the one at the top, punishment at the bottom

9. Learning Organization Importance
One-third of the fortune ‘500’ in 1970
Had vanished by 1983
Dynamic, Interdependent and unpredictable World
Learning is vital for organizations

10. Adaptive learning and Generative learning
Fitness to standard
Fitness to need
Latent need

11. Adaptive learning and Generative learning
Generative learning requires:
New ways of looking at the world

12. New sort of management development
This sort focuses on:
New Work
New Roles
New Skills
New Tools

13. The leaders new work
If this type of organization is so widely preferred why don’t people create such organizations?
The answer is leadership William O’Brien
Traditional Leader:
Focus on short-term event, charismatic heroes rather than on systemic forces and collective learning

14. Leaders in learning Organizations are responsible for Learning

15. Creative Tension : The integrating principle
Where we want to be
Vision
Where we are currently
Reality
The gap between the two
Tension

16. Creative Tension Accurate picture of current reality
Obvious picture of a desired future

17. The boss calling the shots.
New Roles
The traditional authoritarian image of the leader :
The boss calling the shots.
“Leadership is intertwined with culture formation.” Edgar Schein
The critical roles of leadership in a learning organization :
Designer
Teacher
Steward

18. New Roles : Leaders as Designer
Designing the governing ideas of Purpose, Vision, Purpose
Translate guiding ideas into business decisions
Preparing effective learning processes

19. New Roles: Leader as Teacher
The Role of Leader as Teacher starts with :
bringing to the surface peoples Mental Models
General Motors example :
“cars are status symbols. Styling is therefore more important than quality”

20. Where do Leaders Focus their own and their organization Attention?
Doesn’t mean teach people the correct view of reality
But help people to restructure their views of reality
Systematic structure (Generative)
patterns of behavior (Responsive)
Events (Reactive)
Where do Leaders Focus their own and their organization Attention?

21. New Roles : Leaders as Steward
Servant Leader:
Sense of responsibility for the people they lead
Sense of commitment to the organizations larger
purpose and mission

22. New Skills
Building Shared Vision
Surfacing and Testing Mental Models

23. New Skills : Building Shared Vision
Encouraging personal vision
Hologram metaphor
Communicating and asking for support
Visioning as an ongoing process
Blending extrinsic and intrinsic visions
Distinguishing positive from negative visions
Fear and aspiration

24. New skills : Surfacing and testing Mental Models
Seeing Leaps of Abstraction
Balancing Inquiry and Advocacy
Distinguishing Espoused Theory from Theory in Use
Recognizing and Defusing Defensive Routines

25. System Thinking
Seeing interrelationships ,Not things and process, Not snapshots
Moving beyond Blame
Distinguishing detail complexity from dynamic complexity
Focusing on areas of high leverage
Avoiding symptomatic solutions

26. New Tools Charting Strategic Dilemmas
“the Left Hand Column”: Surfacing Mental Models
Learning Laboratories :Practice Fields for Management Teams

27. New tools : Charting Strategic Dilemmas
U.S manufacture example
Charles Hampden-Turner’s Seven steps :
(for helping management teams confront strategic dilemmas creatively)
Eliciting the Dilemmas
Mapping
Processing
Framing/Contextualizing
Sequencing
Waving/
Cycling
synergizing
for helping management teams confront strategic dilemmas creatively

28. “the Left Hand Column”: Surfacing Mental Models
New tools : The Left Hand Column
“the Left Hand Column”: Surfacing Mental Models
A tool to help managers to discover for themselves how their mental models operate to undermine their own intentions?
What I am thinking
What is said
Person A thinks …
Person A says …
Person B thinks …
Person B says…
Not only brings hidden assumptions to surface it shows how they influence behavior

29. Leaders and Learning Organizations
Developing Culture
Focus on Roles, Skills, and Tools For Leadership

30. The wicked leader is he who the people despise, The good leader is he who the people revere, The great leader is he who the people say, “We did it ourselves”

31. References
Peter Senge, The Leader’s new work: building learning organizations
Peter Senge, The Fifth decipline
Barry Richmond, Systems thinking: critical thinking skills for the 1990s and beyond

33. Thanks for your attention