Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
Peter Senge "Fifth Discipline" Book Review - Learning Organization BibleFilipe Pinto
This is the review of Peter Senge's "Fifth Discipline".
Peter Senge's "Fifth Discipline" is a road map for any organization trying to find the passage from the industrial age to the information age.
It is also an amazing introduction to some of the concept of new science such as complexity theory and system's theory in general.
Organizations will only survive in the 21st century if they pair up the perpetual state of change of business, with the perpetual state of learning.
If you prefer the video version, please check the following video on YouTube - http://www.youtube.com/watch?v=oBEWrlsl58Q
M2MSys® is an expert on applying new science (chaos, quantum mechanics, evolution, complexity) to business process management.
P.S. - If you use the material, please make sure that you reference the source. Thanks!
A top reason employees quit their jobs is a negative relationship with their direct manager. Effective managers drive the growth and success of a company. But how do you develop your managers into effective coaches?
During this webcast, Britt Andreatta covers top strategies for teaching your managers how to successfully coach and develop their people to reach their potential.
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
Teamwork is essential for business today. This presentation focuses on techniques that will enhance corporate team building. The team building training program conducted by MMM Training Solutions develops team building skills.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
A top reason employees quit their jobs is a negative relationship with their direct manager. Effective managers drive the growth and success of a company. But how do you develop your managers into effective coaches?
During this webcast, Britt Andreatta covers top strategies for teaching your managers how to successfully coach and develop their people to reach their potential.
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
Teamwork is essential for business today. This presentation focuses on techniques that will enhance corporate team building. The team building training program conducted by MMM Training Solutions develops team building skills.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
The rapid development of the Internet, in particular, the dissemination of Web is showing that the phrase “knowledge is power” is real and possible. We live in the exciting time when the world is changing with the growth of the global knowledge, and artificial intelligence, in particular, Semantic Web is taking the important role in the change.
In this talk, I will tell how knowledge in computers is now standing its ground by Linked Data and Social Media data. Formal knowledge representation has been discussed in Artificial Intelligence for a long time and it was applied to the real world problems as expert systems in 1980s. But the knowledge in the expert systems is articulated by knowledge engineers so that it was isolated from the information and data in the world. It results that the knowledge could neither bear the complexity of the real world nor adapt the change of the environment in the real world. Linked Data and Social Media Data are now filling the gap between knowledge and the real world. Linked Data is less formalized and consistent than the formal knowledge but its structure and content are reflected by those in the real world. Formal knowledge can give the structure to Linked Data as well as knowledge can be generated as abstraction of Linked Data. Social Media Data is even less formalized and consistent than Linked Data but it represents the dynamics of human activities in the real world. The implicit structure in Social Media Data can be also the source of knowledge. I will discuss the value and potential of Linked Data and Social Media Data through our experimental projects such as those for LOD in culture and natural science and those for Nico Nico Douga as Social Media.
Knowledge is power - why is knowledge management critical to any companyYves-Alain Schwaar
Knowledge is power.
in our information age, knowledge caption and spreading within organization is a critical competitive advantage. Proper knowledge management allows a company to better understand its market, products, competition and own company through the eyes of its employees.
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
Collaborative learning by a team can produce remarkable results. The challenge is to move from the realm of the possible to the realm of practice. It helps to understand learning behavior in teams, assess individual learning styles and use this knowledge to enhance team learning, transform teams into learning communities, avoid groupthink, and use tools for surfacing and sharing learning in teams.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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The Art of Managing the Team Learning and Peter Senge's Fifth Discipline
1.
2. Organization skilled at Creating, Acquiring, and
Transferring KNOWLEDGE and Modifying its
BEHAVIOUR to reflect new insights
Without accompanying changes in the way that work
gets done, only the potential for improvement exists
Translate new knowledge into new ways of behaving
Learning Organization
4. In a Learning Organization
•Flexibility - core value of organization
•People - appreciated for skills, values and work
•Staff Opinions - sought and treated with respect.
•Exchanging information - sharing ideas and experiences is
encouraged.
•Learn new skills - apply to jobs to enhance services and
improvement.
•Opportunities exist - creative, learn from mistakes, take risks and
reach new levels of expertise.
•Learning Occur – at individual, group and organization
5. 1. Employees seem unmotivated
or uninterested in their work
2. Workforce lack the skill and
knowledge to adjust to new
jobs
3. Workforce simply follow orders
4. Teams argue constantly and
lack real productivity
5. Lack communication between
each other
A company that needs to learn…
6. Why they fail?
In 1983, a Royal Dutch survey found that one third of the firms
in the Fortune "500" in 1970 had vanished.
Most organizations learn poorly and create fundamental
learning disabilities
The seven learning Disabilities
I AM MY
POSITION
THE ILLUSION OF TAKING
CHARGE
THE PARABLE OF
THE BOILED FROG
THE DELUSION OF
LEARNING FROM
EXPERIENCE
THE
FIXATION OF
EVENTS
THE MYTH OF THE
MANAGEMENT
TEAM
THE ENEMY IS
OUT THERE
7. Trained to be loyal to our job and confuse them with our
own identities.
Tendency to see responsibilities as limited to the boundaries
of position.
Eg: American steel company-closing plants-train the
displaced steelworkers-training never happened-acute
identity crises-describe the tasks they perform every day,
not the purpose of the greater enterprise.
Eg: Detroit auto maker
When people in organizations focus only on their position,
they have little sense of responsibility for the results
produced when all positions interact.
I am my Position
8. The propensity to find someone or something outside
ourselves to blame when things go wrong.
Thou shall always find an external agent to blame.
Marketing blames manufacturing blames engineering
blames marketing
This syndrome is a by-product of "I am my position”.
THE ENEMY IS OUT THERE
9. Proactiveness is reactiveness in disguise.
Aggressive fighting the ‘enemy out there’ means we are reacting-
True proactiveness comes from seeing how we contribute to our own
problem.
THE ILLUSION OF TAKING CHARGE
THE FIXATION ON EVENTS
•Focusing on events distract from seeing the longer-term patterns of change
•Distracts from understanding the cause of those patterns
•Cave men needed to react to events quickly for survival-ability.to
contemplate
• the cosmos is not required - ability to see the tiger over your left shoulder
is only required.
•Generative learning cannot be sustained in an organization if people's
thinking is dominated by short-term events.
10. THE PARABLE OF THE BOILED FROG:
We are adept at responding to sudden changes in
our environment.
We are terrible at assessing slow, gradual changes,
even when they threaten our survival.
The Delusion of Learning from Experience
Practice makes permanent, rather than perfect
11. Team learning starts with ‘dialogue’= the capacity of members of
a team to suspend assumptions and enter genuine ‘thinking
together’
Allows the group to discover insights not attainable individually
Is a shared vision only when it connects with the personal vision
of people throughout the organization.
Shows group how to recognize the patterns of interaction that
undermine learning
SHARED VISION
12. Vision creates the spark; the excitement that lifts an
organization out of the mundane.
Fosters risk taking and experimentation
Encourages building personal vision-personal mastery-the
bedrock.
Compliance:
An organization made up of genuinely compliant people
will be very productive and cost effective contrary to
grudging compliance
Commitment:
Brings along energy, passion, and excitement.
Does not play by the “rules of the game” but is responsible
for the game
13. •“What?” – the
picture of the
future we seek
to create.
Vision
•“Why?” the
organization’s
answer to the
question, “Why
do we exist?”
Mission
•“How do we want
to act? A company’s
values describe how
the company wants
life to be on a day-
to-day basis while
pursuing the vision
Core
values
Governing ideas answer three critical
questions:
“What?” “Why?” and “How?”
14. Political environment-importance who>what.
Two different aspects of openness – participative and
reflective
Participative openness - the freedom to speak one’s
mind-focuses purely on the “means” or process of
interacting, not on the “results” of that interaction.
Reflective openness - leads to people looking inward-
involves not just examining our own ideas but examining
each other’s thinking.
An attitude which may accept that “I may be wrong and the
other person may be right”
Openness
15. -“Personal mastery” is the phrase we use for the
discipline of personal growth and learning. People with
high levels of personal mastery are continually expanding
their ability to create the results in life that they truly seek.
16.
17. Personal vision comes from within
Focuses on the means rather than result.
Real vision cannot be understood in isolation from the idea
of purpose.
But vision is different from purpose
Vision is multifaced.
Personal Vision
18. Personal Mastery
•Creative Tension is
measured by the
difference between
our goals and our
current reality.
•Relieve the tension by
reducing your goals to
match your current
reality, or change your
perception of your
current reality to be
closer to your goal
When setting goals for your team, follow this game plan:
•Set goals without worrying how you will get there.
•Make an honest assessment of the current reality.
•Relieve some tension by modifying the goals without changing the
honest assessment of the current reality.
19. Structural Conflict
“Most of us hold one or more opposing
beliefs that limits our ability to create
what we really want”
Overcoming
Structural Conflicts
Letting our vision erode
Conflict
manipulation/Negative
Vision
Will power
20. Commitment to Truth
• People always want formula, a
technique, something tangible that
can apply to solve problem of
Structural conflict
• But Commitment to Truth is far
more powerful than any technique
• Here truth is relentless willingness
to root out the ways we limit or
deceive ourselves from seeing what
is continually broadening our
awareness
21. Using The Subconscious
-you don’t Really Need to Figure it all out
High personal
Mastery
High level of Rapport
Normal
Awareness
Sub consciousness
develops
Meditation
Practice
In working more productively with the
subconscious mind
helpful
• Implicit in the practice of personal mastery is another
dimension of the mind.(subconscious)
• Through subconscious that “all of us” deal with complexity.
• We have all mastered a vast repetitive of skills through
“training” the sub conscious.
• Effective way to focus on subconscious is through imagery
and visualization
22. It is an explanation of someone's thought process
about how something works in the real world.
MENTAL MODEL
24. Learning eventually results in changes in action, not just
taking in new information and forming new “ideas.”
That is why recognizing the gap between our adopted
theories (what we say) and our “theories-in-use” (the
theories that lay behind our actions) is vital.
Most of our mental models are systematically flawed.
27. Team learning is the process of working collectively to
achieve common objectives in a group.
In the Learning Organization context, team members
tend to share knowledge and complement each other's
skills.
TEAM LEARNING
Team
Shared
Vision
Personal
Mastery
29. DisciplineofTeamLearning
Dialogue
Discussion
There is the free and creative exploration
of complex and subtle issues, a deep
“listening” to one another and suspension
of one’s own views
Different views are presented and
defended. There is a search for the best
view to support decisions that must be
made at this time.
30. Thought denies that it is participative
Thought stops tracking reality
Thought establishes its own standard
of reference for fixing problems,
which it contributed to creating in
the first place.
Purpose of Dialogues – reveal
incoherence in our thought
31. The difference between great teams and mediocre teams lies
in how they face conflict and deal with the defensiveness
that invariably surrounds conflict.
Defensive routines form a sort of protective shell around our
deepest assumptions.
It is not the absence of defensiveness that characterizes
learning teams but the way defensiveness is faced.
38. Detail Complexity
arises when we use advanced procedures to analyze a set of
procedures or data
Too much of analysis leads to various complexities in arriving at
an improper conclusion.
Dynamic Complexity
Cause and effect are subtle
Obvious interventions produce non-obvious consequences
39. REINFORCING FEEDBACK
Small change builds on itself
It leads to large consequences – better or worse
BALANCED FEEDBACK
System that seeks stability
Decision based on balancing end up as errors
DELAYED FEEDBACK
Creates instability in the system
FEEDBACK
40. Solutions attending symptoms give short term
benefits
Root cause has to be found and eliminated for long
term benefits
Identifying small changes that lead to large benefits is
a challenge
“Too Much information is the cause for ‘information’
problem”
PROPER ACTIONS
1.Lady-spoke about harmony n peace ,living in balance with nature I want to live in a green planetBetter job-rid of boring jobMother in law-go bak to own house(negative vision)- not called as grown ups but given ups2.High market share-for high profit3.Genuine caring-werppl feel uncomfortable to talk about purpose,feel easy to talk about genuine caring.They talk abtwat they really want to do-energy n enthusiasm4.purpose-general heading v-specificdestination p-abstract v-concrete p-best that I can b v-breaking the 4 min mile5.Material facets-wer v want to live,how much money v want in bankPersonal facets-health,freedom,being true to ourselves
Name belief centersPowerlessness—inability to bring into being all the things we really care about Unworthiness– that we do not deserve to have what we truly desire.Structure conflicting forces: pulling us simultaneously towards and away from what we want.
1.Inadequate strategy.ppl ask-y should I change my behaviour,yshud I change underlyin beliefs2.Broadening awareness,deepenin our understandin3.Power of truth-Seeing reality more n more as it is.
.-world class swimmers hav found that by imagining hands to b twice its size n legs to b webbed-they swim fasterDeveloping subconscious rapport about genuine caring about desired outcome-right goal to inspire
It is a representation of the surrounding world, the relationships between its various parts and a person's intuitive perception about his or her own acts and their consequences. Mental models can help shape behavior and set an approach to solving problems (akin to a personal algorithm) and doing tasks.
Discipline of managing mental models – surfacing, testing, and improving our internal pictures of how the world works holds the key to building learning organizations.Learning skills fall into two broad classes: skills of reflection and skills of inquiry. Most managers are trained to be advocates. In fact, in many companies, what it means to be a competent manager is to figure out what needs to be done, and enlist whatever support is needed to get it done.
It is not possible to wave a magic wand and create a high-performing, self-managed team overnight. A self-managed team needs to develop a culture of lifelong, individual and team learning.
It builds on the discipline of developing a shared vision.Builds on personal mastery, for talented teams are made up of talented individuals.
Dialogue and discussion are potentially complementary, but most teams lack the ability to distinguish between the two and tend to move consciously between them.In dialogue, a group explores complex difficult issues from many points of view. Individuals communicate their assumptions freely. The result is a free exploration that brings to the surface the full depth of people’s experience and thought, and yet can move beyond their individual views.
In dialogue, people become observers of their own thinking. Through dialogue, people can help each other to become aware of the incoherence in each other’s thoughts. In this way, the collective thought becomes more and more coherent.The difference between great teams and mediocre teams lies in how they face conflict and deal with the defensiveness that invariably surrounds conflict. Defensive routines form a sort of protective shell around our deepest assumptions. These routines defend us against pain, but alsokeep us from learning about the causes of the pain.A team committed to learning must be committed not only to telling the truth about what’s going on “out there,” in their business reality, but also about what’s going on “in here,” within the team itself.
The source of defensive routines, is not belief in our views or desire to preserve social relations, as we might tell ourselves, but fear of exposingthe thinking that lies behind our views. The more effective defensive routines are, the moreeffectively they cover up underlying problems, the less effectively these problems are faced, andthe worse the problems tend to become.It is not the absence of defensiveness that characterizes learning teams but the way defensiveness is faced. A team committed to learning must be committed not only to telling the truth about what’s going on “out there,” in their business reality, but also about what’s going on “in here,” within the team itself. To see reality more clearly, we must also see our strategies for obscuring reality.
Questioning: When faced with a problem, a new project or an opportunity, it is a good idea to focus on the nine key success factors which make the difference between a high-performing team and a low-performing team.Valuing Diversity: Diversity of thinking is one of the hallmarks of learning teams. Problems need to be viewed from different angles if the best solutions are to be generated. If everyone looks at problems in the same way then group think can occur. If diversity is allowed and encouraged, then better solutions will result.Communicating: Communication is the essential process that links a team together. Communicating within the team learning discipline is a dynamic process which constantly moves through all seven skills.Pacing is the technique of varying your communication style to match that of other people. Inquiry is listening carefully to what people are saying and asking questions to fill in the gaps. Learning Review: Learning is an iterative process that takes place through feedback.
Conceptual cornerstone that underlies all the learning disciplines
This systems view shows a perpetual cycle of aggression. US responds to perceived threat to Americans by increasing US military activities which increases perceived aggressiveness of the US. This leads to more terrorist recruits and so on. This leads to both sides focusing on the short term goals. But they end up creating danger for everyone.
There is a fundamental mismatch between the nature of reality in complex systems and our predominant ways of thinking about that reality. The first step in correcting that mismatch is to let go of the notion that cause and effect are close in time and space.
Detail complexity: Example: US has a primary intelligence agency CIA, and a NSA. In addition, they have FBI and homeland security. Each of these agencies gather their own intelligence and perceive various level of threats to the nation which force the Government to react militarily. Dynamic Complexity: Example: A king planning to attack warring states in order to conquer them will get flaked when he is actually attacked by the combined forces of the warring states. Understanding dynamic complexity is important while considering Systems thinking. In Systems thinking, we should shed individuality and involve as a group. Everyone shares responsibility.
Reinforcing Feedback: Example – Pygmalion effect – A student does not perform well in the first semester at a new school as she has not adapted to the new environment. The teacher on the contrary, thinks she in not motivated and so the next semester, the teacher pays less attention. Again the student performs poorly. Now she’s caught in her own spirals and pulled down because of being labeled as a non-performer. Small change, large consequence.Balanced Feedback: Example – Managers cutting down on labor to cut costs are end up with an overworked workforce and increased costs as they have to outsource their works to consultants.