The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.

1. The Fifth DisciplinePeter Senge
SrinathRamakrishnan

2. Learning OrganizationPeople continually expand their capacity to createthe results they truly desire
Newand expansive patterns of thinking arenurturedCollectiveaspiration isset free
Peopleare continually learning to see the whole together

3. Learning organizations
In times of rapid change, only organizations that are flexible, adaptive and productive will excel
For this to happen, organizations need to discover how to tap people’s commitment and capacity to learn at all levels
Besides having the structures, tools and practices in place, it requires a fundamental shift of mind among the members to embrace a learning organization

4. Learning organizations
For a learning organization, it is not enough to survive.
Survival learning or adaptive learning is necessary
For learning organizations, adaptive learning must be joined by generative learning –that enhances our capacity to create.

5. Learning Culture
A learning culture is one with organizational values, systems and practices that support and encourage both individuals, and the organization, to increase knowledge, competence and performance levels on an ongoing basis. This, in turn, promotes continuous improvement and supports the achievement of business goals, innovation and the ability to deal with change.

6. 5 disciplines of Learning Organizations
Personal Mastery
Mental ModelsTeam learning
Building Shared VisionSystems Thinking

7. Personal mastery
Discipline of
continually clarifying and deepening our personal vision
Of focusing our energies
Of developing patience
Of seeing reality objectively
People with high level of personal mastery
Live in continual learning mode
Are acutely aware of their ignorance, their incompetence and growth areas
Deeply self confident

8. Personal mastery
When we experience personal mastery, there is a sense of effortless “flow” done with little conscious effort
Involves a dual process of
Clarifying what is important and envisioning it vividly
Continually learning how to assess current reality in relation to progressing towards that vision

9. Personal mastery
How do you do it?
Compare people’s individual’s visions with the vision of the company
Identify and discuss behaviors that are personally and professionally important to the success of the team
Educate the members on how the financials/ budgets are determined and how they relate to meeting the organization’s mission

10. Mental Models
Discipline of Mental Models
starts 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.
Includes
the ability to carry on “learningful” conversations that balance inquiry and advocacy
Where people expose their own thinking effectively
Make that thinking open to the influence of others

11. Mental Models
Involves discerning the actual data that supports (or doesn’t) the generalizations that we hold about the world
Working on mental models requires openness and honesty with ourselves and with others
Requires art of listening and inquiring
Walk the talk –learn about others and ourselves through how well we integrate what we say with what we do

12. Mental Models
If organizations are to develop capacity to work with mental models then it will be necessary for
People to learn new skills and develop new orientations
Fostering openness
Seeking to distribute business responsibly while retaining coordination and control

13. Team Learning
When teams learn together, not only there will be good results for the organization, members will grow more rapidly than could have occurred otherwise
Discipline of team learning starts with a “dialogue”, the capacity of the members of a team to suspend assumptions and enter into a genuine “thinking together”.
On a qualitatively deeper level than simple team work or work in teams
it is getting to know how to create a space where people are able to relax, work hard, have fun, and creatively produce

14. Team Learning
When team learning exists, there is
A flow of information
Feedback freely given, eagerly accepted and valued
Generative thinking
Innovative problem solving
People learn to ask questions that help learning, not to make expert points
People learn how to inquire genuinely, with care, and advocate clearly with balance and data
Becoming comfortable with feedback builds trust, care, listening skills and integrity in how people talk with one another

15. Building a shared vision
Discipline for bringing into alignment the vision and efforts of people organization wide
The practice of shared vision involves the skills of unearthing shared “pictures of the future” that foster genuine commitment and enrollment rather than compliance.
Where there is a genuine vision, people excel and learn, not because they are toldto, but because they want to.

16. Creating a shared vision
Telling : “this is the vision of what the orgznis going to look like 2 years from now”
Selling: “the leader attempts to enroll people in the vision, enlisting as much as commitment as possible”
Testing: “the leader needs to find out how enthusiastically members support and accept the vision”
Consulting: “enlisting the support of the members to make the vision stronger –the boss as a consultant
Co-Creating: “members begin to work for what they want to build … creating a future that we individually and collectively want”

17. Systems thinking
Discipline that integrates the others, fusing them into a coherent body of theory and practice
Way of seeing the connections, links or relationships between things
Process for understanding the interrelationships among key components of a system such as hierarchical relations, process flow, attitudes and perceptions, product quality, sales, production, cash flow, customer service, delivery, R&D etc

18. Systems thinking
Comprehend and address the whole and examine the interrelationships between the parts , which were previously thought to be unrelated variables
Use feedback loops, reinforcing loops and balancing mechanisms to maps the desired systems and the outcomes
Mapping and analyzing at the systems level allow a careful tracking of factors affecting inputs, processes, output and outcomes that might otherwise have remained invisible or misunderstood

19. Systems Thinking
Systems view point generally oriented towards long term view –hence delays and feedback loops are important
Can be ignored in the short run, they come back to haunt you in the long term
Egcut in advertising budgets cost savings
Little impact in the short run, in the long term decline in visibility will impact sales

20. Thank you