This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.

1. The Fifth Discipline
Based on The book
“The Art and Practice of a Learning Organization”
by Dr.Peter Senge
Brought to you by: V a s u d e v a n
Vestechno Group consisting of
Elixosoft Technologies
(Making Student to Professional)
Vestechno Solutions
(Making employees to Productive employees)

2. Learning Organisation
• Where People continually expand their capacity to create the results
they truly desire.------------------------------------- THEY DO MORE
• Where new and expansive patterns of thinking are nurtured. ------
--------------------------------------------THEY THINK NEW
• Where collective aspiration is set free, -----THEY ARE HELPFUL
• Where people are continually learning how to learn together.--------
---------------------------------------------------- THEY ARE HONEST
• As the world becomes more interconnected and business becomes
more complex and dynamic, work must become more “learningful.”
----------------------ORGANIZATION PLANS SYSTEM APPROACH
• The organizations that will truly excel in the future will be
organizations that discover how to tap peoples commitment and
capacity to learn at all levels in the organization.---------------------
IT IS SYSTEMS THINKING

3. Disciplines of the Learning Organisation
What fundamentally will distinguish learning
organizations from traditional authoritarian “controlling
Organisation” will be the mastery of certain basic
disciplines……………………….There are Five of them.
.
Personal
Mastery
Mental
Models
Building a
Shared
Vision
Team
Learning
Systems
Thinking
These five disciplines differ from more familiar
management disciplines in that they are personal
disciplines.

4. Personal Mastery
• Mastery means a certain level of proficiency
• People with high level of personal mastery are able to consistently
realise the results that matter most deeply to them – they do that
by becoming committed to their own life long learning.
• As such it is the essential cornerstone of the learning organization –
the learning organizations spiritual foundation
• An organizations commitment to and capacity for learning can be no
greater than that of its members.
• Yet few people encourage the growth of their people in this manner
“We get damn little of their Energy(momentum or force) and almost
none of their Spirit(attitude or character)”.
• The learning organisation is concerned with the connection between
personal learning and organizational learning and the reciprocal
commitments between individual and organisation

5. Mental Models
• Mental Models are deeply ingrained assumptions,
generalizations, or even pictures or images that
influence how we understand the world and how we
take action
• The discipline of working with turning the mirror
inward; learning to unearth our internal pictures of
the world, to bring them to the surface and hold them
rigorously to scrutiny.
• It includes the ability to carry on learningful
conversations that balance inquiry and advocacy,
where people expose their own thinking effectively
and make that open to the influence of others.

6. The Ladder of Inference

7. The Ladder of Inference
How perceptions impact our beliefs ?

8. Using the Ladder of Inference
• Becoming more aware of your own thinking and
reasoning (reflection);
• Making your thinking and reasoning more visible to
others (support);
• Inquiring into others' thinking and reasoning (inquiry).

9. Building Shared Vision
• What is generally lacking in organisations is a
discipline ( set of principles and guiding practices) for
translating individual vision into shared vision
• The practice of shared vision involves the skills of
unearthing shared “pictures of the future” that foster
genuine commitment and enrollment rather than
compliance.
• In learning this discipline, leaders learn the counter
productiveness of trying to dictate a vision, no matter
how heart felt.

10. Together Everyone Achieves More-------Learning
Together Everyone Achieves More - ----------- Together Everyone Achieves More
• Teams can learn where the collective intelligence of the team
exceeds the intelligence of the individuals in the team and where the
team develops extraordinary capacities for coordinated action.
• Where teams are truly learning, not only are they producing
extraordinary results, but the individual members are growing more
rapidly than could have occurred otherwise.
• Team learning is vital because teams not individuals, are the
fundamental learning unit in modern organisations. This is where the
rubber meets the road; unless teams cannot learn, the organisation
cannot learn.
• The discipline of team learning starts with dialogue, the capacity of
team members to suspend assumptions and enter into genuine
“thinking together”.
• The discipline of dialogue also involves learning how to recognize the
patterns of interaction in teams that undermine learning. Patterns of
defensiveness, if unrecognized, undermine learning. If recognized
and surfaced creatively, they can accelerate learning

11. Systems Thinking
• Systems Thinking is the process of understanding how things influence
one another within a whole.
• Systems Thinking has been defined as an approach to problem solving, by
viewing "problems" as parts of an overall system, rather than reacting to
specific part, outcomes or events and potentially contributing to further
development of unintended consequences.
• Systems Thinking is not one thing but a set of habits or practices within a
framework that is based on the belief that the compoent parts of a system
can best be understood in the context of relationships with each other and
with other systems, rather than in isolation.
• Systems Thinking focuses on cyclical rather than linear cause and effect.
• Systems Thinking is the fifth discipline because it integrates the other
disciplines into a coherent body or theory and practice. Without a systems
orientation, there is no motivation to look at how the other disciplines
interrelate.

12. Iceberg Theory
Systemic
Structures
Patterns of
behaviour
BOTTEM OF ICE BERG
The deeper u
go, the greater
the leverage
to change
Deeper u
go, the greater
the leverage
to change
Events
The more u
Focus on the
events, the
less leverage
to change
Tip of
Ice Berg
Water Level

13. Implications for Vescotech group .
2015 (Second Year) is the year for implementing learning systems for
individuals and teams leading to maximizing output and involves:
(a) Employee development including:
❖ Establish a simulated Learning Skills. (Handling Projects, Projecting product
U.S.P.’s)
❖ Establish Multi-media /Full fledged Learning Centre.
❖ Practicing/Testing of skills of all Employees before entering the field to meet
customer.
❖ Reorientation Training ( Products and Skills)for Employees from time to
time.
❖ Annual competence testing. And Career coaching.
(b) Leadership Development proposal for Staff / Managers :
❖ Based around the Five Disciplines as enumerated by Dr.Peter Senge
❖ Course and Project work.
❖ Dialogue, Role plays with Videos and Feedback, Group discussion,
Coaching
(c) Review of existing systems from the perspective of the five
disciplines
❖ Management of all operations
❖ MDP for all in Vestechno Group