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.

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

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

Peter Senge

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

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

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

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

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

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

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

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

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

Leaders in learning Organizations are responsible for Learning

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

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

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

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

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”

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?

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

New Skills Building Shared Vision Surfacing and Testing Mental Models

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

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

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

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

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

“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

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

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”

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

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