Presentation on theme: "Does Your Organization Have a Learning Disability?"— Presentation transcript:
1 Does Your Organization Have a Learning Disability? Senge: Chapter 2THE FIFTH DISCIPLINE
2 Extraordinary Organizations… Are those that engage people’s commitment and capacity to learn at all levels in the organizationWill recognize that the only truly sustainable competitive advantage is the rate at which organizations learnNothing compares to the exhilaration that comes from working within learning orgs.
3 Ordinary Organizations…. Learn slowly if at allCharacterize an organization that you are aware of…..
4 Disciplines of the Learning Organization Systems ThinkingPersonal MasteryMental ModelsShared VisionTeam Learning
8 Shared Vision Where there is genuine vision, people excel “Where there is no vision the people perish”
9 Team Learning The synergy of teams is the ultimate exhilaration Some people, having experienced it once, spend the rest of their lives looking for it
10 The Fifth Discipline IS, OF COURSE, SYSTEMS THINKING Subsumes and permeates all of the other disciplinesBy enhancing the other disciplines, it continually reminds us that the whole can exceel the sum of its partsBut ST also needs the other four disciplines to realize its full potential
11 Metanoia--A shift of Mind The recreation of ourselves through learningBecoming able to do something we never were able to doRe-perceiving the world and our relation to itExtending our capacity to createThere is within each one of us a deep hunger for this type of learning
12 Putting the Ideas into Practice SENGE: The greatest societal problem facing us today is the increased complexity of our systemsFORRESTER: Systems are counterintuitive. Consequently, naïve policy makers implement policies that have just the opposite of their intended effect
13 Senge’s MetanoiaOriginally, he was interested only in public sector problemsBut then corporate leaders came to him for helpThese were thoughtful people, deeply aware of the inadequacies of their own organizationsAll shared a commitment and capacity to innovate that was lacking in the public sector
14 Who were these people??? William O’Brien of Hanover Insurance Edward Simon from Herman MillerRay Stata, CEO of Analog DevicesTrammel CrowArie De Geus of Shell Oil CoLeaders from Apple, Ford, Polaroid,4000 Managers who attended the Innovations Associates workshops over eleven years
15 “I am my Position”We are trained to be loyal to our jobs—so much so that we confuse our job with our personal identity.Most people see themselves within a system over which they can exercise little controlThere is a kind of myopia in American organizations that causes individual workers to focus only on they small part rather than on the larger system as a wholeAPICS is trying to address this problemWe need to see ourselves in the context of the larger system
16 “The Enemy is out There” Generally, we tend to see the problem as outside us“no one catch a ball in that darn field…”“Thou shalt always find an external agent to blame”Marketing blames manufacturing—quality is poor, due dates are missed, etc.Manufacturing blames EngineeringEngineering blames Marketing
17 The Enemy is out there is actually… A byproduct of “I am my position…”Because of the nonsystemic ways of looking at the world that it fostersWhen we focus only on our position, we do not see how our actions extend beyond the boundary of that positionWhen those actions have consequences that go beyond our position, they come back to hurt us
18 The Enemy is out there manifests itself with statements like.. the Japanese are killing usThe labor unions are killing usThe government regulators are killing usBut this is always an incomplete story that fails to recognize that “out there” and “in here” are parts of the SAME SYSTEM
19 The Illusion of Taking Charge Being proactive is in vogueJust ask Steven CoveyThis means face up to difficult problems, stop waiting for someone else to do something, solve problems before they grow into crises, etc.We have a hooked on heroics culture—one that always looks for leadership from the top
20 The Illusion of Taking Charge All too often pro-activeness is re-activeness in disguiseTrue proactiveness comes from seeing how we contribute to our own problems
21 The Fixation of EventsWe are conditioned to see life as a sequence of eventsThe situation unfolding in Kashmir is viewed as a sequence of escalating eventsThe situation in Israel/Palestine again is seen as a situation involving events which can be used to justify the position of either side
22 The Fixation of Events The media reinforces the fixation on events That is what they reportIt is part of our programmingDistracts us from seeing the longer term patterns of change that underlie events and from understanding the causes that underlie the patterns
23 Today, the primary threats to our survival…\ Stem not from events but from slow gradual processesThe environmentThe erosion of public educationGenerative thinking cannot be sustained if people are focused on events
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