The document discusses Peter Senge's concept of learning organizations based on the 5 core disciplines: 1. Systems thinking focuses on how individuals interact as a whole system rather than individually. 2. Mental models represent a person's thought processes and influence behavior and decisions. 3. Personal mastery is an individual's commitment to truth and continuous self-improvement. 4. Shared vision is when an organization's vision is embraced by all employees as their own. 5. Team learning occurs when teams collaborate, learn from mistakes, and foster learning across other teams. When these 5 disciplines are practiced, an organization can adapt quickly and excel.

1. (A perspective explained by the 5 disciplines)
LEARNING ORGANIZATIONS

2. PETER SANGE
THE FIFTH
DISCIPLINE

3. Building the learning organization
THE CORE DISCIPLINES

4. GROUP MEMBERS
• Saad Iqbal Ch
• Salman Mazhar
• Shariq Ejaz
• Junaid Qaiser
• Zia Rao

5. CONTENTS
 Peter Senge
 Introduction : Learning Organizations
 The 5 Core Disciplines
 Examples
 Personal Remarks
 Conclusion
 Question/Answer session

6. PETER MICHAEL SENGE
• An American systems scientist (who is a senior lecturer at the MIT), is the founder of the
Society for Organizational Learning.
• He is known as the author of the book The Fifth Discipline: The Art and Practice of the
Learning Organization.
• B.S. in Aerospace engineering from Stanford University.
• Senge also studied philosophy.
• M.S. in social systems modeling from MIT.
• PhD in Management.
• He has had a regular meditation practice.

7. INTRODUCTION : LEARNING ORGANIZATIONS
• Organizational learning is the process of creating, retaining, and transferring knowledge
within an organization.
• According to Senge 'learning organizations' are those organizations where people
continually expand their capacity to create the results they truly desire.
 New and expansive patterns of thinking are nurtured.
 Collective aspiration is set free.
 “Only those organizations that are able to adapt quickly and effectively will be able to excel
in their field or market.”
 The ability to design the organization to match the intended or desired outcomes
 The ability to recognize when the initial direction of the organization is different from the
desired outcome and follow the necessary steps to correct this mismatch.

8. LEARNING ORGANIZATION

9. 5 CORE DISCIPLINES

10. SYSTEMS THINKING
 Systems thinking has been referred to as the 'Cornerstone' of
the learning organization.
 Systems thinking focuses on how the individual that is being
studied interacts with the other constituents of the system.
 Rather than focusing on the individuals within an organization it
prefers to look at a larger number of interactions within the
organization and in between organizations as a whole.

11. SYSTEMS THINKING
• Systems Thinking integrates all other disciplines.
• It focuses on how a system works as a whole.
• To observe that whole system instead of observing a limited area or time.
• The biggest error is that we ignore the bigger picture; rather focus on the individual
actions.
• One has to be curious enough in understanding relations between companies and
interactions between different departments in an organization.
• In simple words, it’s a correlation between action and consequences.

12. MENTAL MODELS
• Questions :
• How do we think ?
• What is the result of perception ?
• What triggers thinking and reasoning ?
• Answer :
• The answer is simple we rely on MENTAL MODEL

13. MENTAL MODELS
• What are mental models ?
• “To identify the values of the companies and the perception of
basically what is the business about”
• A persons thought process of understanding the world .It allows
people to make assumption about how things work and
influence our behaviour and decision making.

14. MENTAL MODELS
• Beliefs, ideas, images, and verbal descriptions that we consciously or
unconsciously form from our experiences and which (when formed)
guide our thoughts and actions within narrow channels.
• These representations of perceived reality lead us to expect certain
results, give meaning to events, and forced us to behave in certain way.
• Everyone has different models (that differ in detail from everyone
else's) of the same concept or subject, no matter how common or
simple

15. PERSONAL MASTERY
• An individual should have a clear dedication to the truth.
• It means that he/she shouldn’t consider himself/herself less
from anybody. Nobody can stop anyone if he is determined and
motivated.
• Internal motivation is necessary to adopt this skill.
• The biggest enemy of a man is lack of belief in self-worth
because when we believe that we are powerless, then nobody
can help us (not even ourselves).
• So, train and utilize the powers of subconscious for achieving
personal mastery and dedication.

16. PERSONAL MASTERY (THE SPIRIT OF L-O)
The spirit of learning organizations
Mastery and proficiency
Why we want it?
Resistance.

17. THE DISCIPLINE OF PERSONAL MASTERY
 Personal vision
 Holding creative tension
 “Structural conflict”
 Commitment to the truth.

18. PERSONAL MASTERY & THE FIFTH DISCIPLINE
• Integrating reason & intuition.
• Seeing our connectedness to the world.
• Compassion.
• Commitment to the whole.
• Fostering Personal Mastery in an organiziation.

19. SHARED VISION
Sharing.
Vision.
Shared Vision.
General concept of Shared vision.
Shared Vision in an organization.

20. SHARED VISION
• Shared Vision is a simple concept that an employee considers the vision of
the firm as his own personal vision.
• It’s a challenge of capturing real commitment among employees.
• The vision shouldn’t be restricted only to the top hierarchy but it should be
focusing at all levels.
• So that, the whole organization remains in the same direction having mutual
goals, values and missions.

21. SHARED VISION
• In simple words, there should be a specified vision of a firm and
that should be same for each employee working in that
particular firm.

22. TEAM LEARNING
• Team Learning is to have a good team dynamics.
• One should focus on employees to work in teams. In this way they can
interact and learn together with collaboration.
• Personal mastery and shared vision are brought together by Team Learning.
• Communication can be made more effective by working in groups instead of
individuals. In this way, each person dares to be less strong and admits the
mistake.
• Thus, Effective team learning enables diversification of ideas among
employees.

23. TEAM LEARNING
 Alignment and empowerment.

24. TEAM LEARNING
• The process of aligning and developing the capacity of a team to create the results its
members truly desire
• It builds on the capacity of shared vision
• It also builds on personal mastery
• Knowing how to play together
• Teams are the key learning unit in organizations

25. TEAM LEARNING
3 Critical Dimensions:
 First, there is a need to think insightfully about complex issues teams must
learn how to tap the potential for many minds to be more intelligent than one
mind.
 Second, there is a need for innovative, coordinated action.
 Third, there is the role of team members on other teams
A learning team fosters other learning teams through inculcating the practices and skills of
team learning

26. TEAM LEARNING
• Dialogue & Discussion.
• Performance & Practice.
• Great Teams v.s Mediocre Teams.

27. CONCLUSIVE
REMARKS