The document discusses concepts from systems thinking and leadership. It explores ideas like mental models, shared vision, team learning, and personal mastery. It emphasizes seeing interconnections rather than isolated parts, and adapting to continuous change. The overall message is that organizations and individuals need awareness, flexibility and a deep understanding of complex relationships to thrive in today's world.

1. 2010 ENTREPRENEURSHIP DEVELOPMENT
PROGRAM

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4. Vision, Shared Team Learning
Mental Models
Personal Mastery
Systems Thinking
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5.  "Real vision cannot be understood in
isolation from the idea of purpose".
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6.  “Moving Towards & Moving Away.”
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8.  “Albert Einstein once
wrote, 'our theories
determine what we
measure.”
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9. 1. I AM my POSITION
2. 'The enemy is out there'.
3. 'The illusion of taking charge'.
4. 'The fixation on events'.
5. 'The parable of the dead frog'
6. 'The delusion of learning from experience„
7. "The myth of the management team'
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10.  They feel part of a larger creative process,
which they can influence but cannot unilaterally
control".
 They have a special sense of purpose
 They see 'current reality' as an
ally, not an enemy.
 They learn to work with forces
of change
 They are deeply inquisitive...
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11.  Why am I saying what I am saying?
 What‟s my agenda? The real one?
 What will this create for the team?
 What will be the long terms
repercussions?
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12.  “Average, Trainer.”
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13.  "Organisations learn only
through individuals who
learn. Individual learning
does not guarantee
organisational learning,
but without it no
organisational learning
occurs".
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14.  Shifting the Burden
 Problems of Production to R&D
 Eroding Goals
 Scale down to Internal Perceptions
 Success to the Successful
 Lower performances, lower
allocation of resources
• Escalation
• Tragedy of the Commons
• Fixes that Fail
• Growth and Underinvestment
• Accidental Adversaries
• Attractiveness Principle
. Limits to Growth (aka Limits to Success)
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16. Soviet Threat to Need to Build
Arms Americans US Arms
US Threat to Need to Build
Arms Soviets USSR Arms
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17.  Captures complex relationships
 Makes 1+1=3…Emergence!
 Facilitates understanding of these
emergent properties.
 Provides a basis for decision-making.
 Equips with unseen leverage
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19.  What environmental/economic
conditions gave birth to Toyota in 70s?
 What caused its “Tipping Point?”
 During its peak, what was its strategy?
 What created their crisis in 2008/09?
 How does its future look today?
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20.  Highly aware individuals, organisations
 Extremely fluid and adaptive to the
realities of economy, environment,
society, values, trends and human-
systemic relationships
 Nature, centre out and constructively
assembled for the long haul.
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21. by Raju Mandhyan www.mandhyan.com

22.  are deeply held
internal images of
how the worlds works
and how we act in it
 “Albert Einstein once
wrote, 'our theories
determine what we
measure.”
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23.  being deeply inquisitive
 seeing current reality as an
ally
 learning to work with
change
 feeling and influencing a
larger portion of the world
without wanting control
 having a enhanced sense
of purpose
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24.  having a personal vision in alignment
with organization vision
 that which lives more in the hearts of
multitudes rather than on the surface
 a rudder to guide our lives by
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25.  the most fundamental
learning unit
 which that can come
about on its own
 about alignment and
empowering those who
will empower others
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26.  understanding inter-
relationships rather than
linear cause and effects
 seeing structures and
connections of
complex situations
 adapting to an ever-
changing process
rather than
single-view snapshots
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27. by Raju Mandhyan www.mandhyan.com