Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team learning
He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69). It is to the disciplines that we will now turn.
Systems thinking – the cornerstone of the learning organization
A great virtue of Peter Senge’s work is the way in which he puts systems theory to work. The Fifth Discipline provides a good introduction to the basics and uses of such theory – and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. Systemic thinking is the conceptual cornerstone (‘The Fifth Discipline’) of his approach.
Indian models of leadership presentation by Prof. Neeraj AgrawalNeeraj Agrawal
These days ‘leadership’ is the in thing– everybody wants to be a leader.
Interestingly, a few years ago, ‘manager’ was the role people aspired to and the top team was called the ‘management team’ of the organisation.
Before that, ‘administrator’was the aspired role – think about it – MBA is the short form for Masters in Business Administration; IAS is an acronym for Indian Administrative Service.
‘Leader’ is a role that an individual plays.
Leading is what people do when they are in the leader’s role.
Leadership includes the context that make any organisation –
Relationships
Culture,
Systems,
Structures,
Processes
It means that leader development is not the same as leadership development,
but most programmes deal with leader development without a focus on developing systems, structures, culture, and processes in the organisation.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
Organizational learning - English
The main Resource:
Integrated Series in Information Systems, Volume 29, Information Systems Theory Explaining and Predicting Our Digital Society, Vol. 2, Springer; 2012 edition
What is the Difference Between Leadership and Management?Jim Tybur
Slide presentation authored and presented by Stanford Business School professor, Charles O'Reilly at a dinner sponsored by Trinity Ventures for its portfolio company CEOs and Founders. Professor O'Reilly graciously allowed me to post this and link to it off of my blog, IronGiving.com.
Using Loop Learning in developing Innovative Literature ReviewsCybernos, LLC
The literature review is a basic element of most research, including doctoral research. But most reviews are standardized, narrow interpretations of the literature, and rarely go "outside the box" of conventional thinking. In this paper and presentation, we consider the ways in which using a loop learning approach in literature reviews can generate new insights and generative directions for advancing understanding and new scholarship in a field of research.
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team learning
He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69). It is to the disciplines that we will now turn.
Systems thinking – the cornerstone of the learning organization
A great virtue of Peter Senge’s work is the way in which he puts systems theory to work. The Fifth Discipline provides a good introduction to the basics and uses of such theory – and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. Systemic thinking is the conceptual cornerstone (‘The Fifth Discipline’) of his approach.
Indian models of leadership presentation by Prof. Neeraj AgrawalNeeraj Agrawal
These days ‘leadership’ is the in thing– everybody wants to be a leader.
Interestingly, a few years ago, ‘manager’ was the role people aspired to and the top team was called the ‘management team’ of the organisation.
Before that, ‘administrator’was the aspired role – think about it – MBA is the short form for Masters in Business Administration; IAS is an acronym for Indian Administrative Service.
‘Leader’ is a role that an individual plays.
Leading is what people do when they are in the leader’s role.
Leadership includes the context that make any organisation –
Relationships
Culture,
Systems,
Structures,
Processes
It means that leader development is not the same as leadership development,
but most programmes deal with leader development without a focus on developing systems, structures, culture, and processes in the organisation.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
Organizational learning - English
The main Resource:
Integrated Series in Information Systems, Volume 29, Information Systems Theory Explaining and Predicting Our Digital Society, Vol. 2, Springer; 2012 edition
What is the Difference Between Leadership and Management?Jim Tybur
Slide presentation authored and presented by Stanford Business School professor, Charles O'Reilly at a dinner sponsored by Trinity Ventures for its portfolio company CEOs and Founders. Professor O'Reilly graciously allowed me to post this and link to it off of my blog, IronGiving.com.
Using Loop Learning in developing Innovative Literature ReviewsCybernos, LLC
The literature review is a basic element of most research, including doctoral research. But most reviews are standardized, narrow interpretations of the literature, and rarely go "outside the box" of conventional thinking. In this paper and presentation, we consider the ways in which using a loop learning approach in literature reviews can generate new insights and generative directions for advancing understanding and new scholarship in a field of research.
Leading questions: Leading Answers: Sue Leather & Andy Hockley IATEFL 2013Sue Leather
What qualities and skills do educational leaders need? How can these skills best be developed online? This interactive presentation looks at the development of an online course in leadership and teamwork for project managers and other leaders. It analyses the decisions we took in identifying the key competences, in devising a teaching/learning approach, and in combining the two.
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23. Viewpoints summary Theory and practice are two sides of the same coin – that coin is experience itself Spending experience wisely means examining / understanding your ‘theories-in-use’
24. Viewpoints summary Leadership is a social, practice of the self How you lead, and the success of this enterprise, is dependent on others and says something deeper about you than your job title…
25. Viewpoints summary Develop leaders together, beyond merely a shared curriculum Go for development which focuses on shared experiences and make collective reflection a key method
26. Viewpoints summary Actualise leadership for organisation development by providing for spaces and processes in your organisation by which it can be enacted , not just known about or discussed Creating rules about something demonstrates that we care for that thing HR leadership is the first step. If we doesn’t care, arguably no one will
27. For more on the references used in this presentation contact me on http:// www.linkedin.com/in/richardcotter