For Student

1. (A perspective explained by the 5 disciplines)
LEARNING ORGANIZATIONS

2. PETER SANGE
THE FIFTH
DISCIPLINE

3. Building the learning organization
THE CORE DISCIPLINES

4. GROUP MEMBERS
• Saad Iqbal Ch
• Salman Mazhar
• Shariq Ejaz
• Junaid Qaiser
• Zia Rao

5. CONTENTS
 Peter Senge
 Introduction : Learning Organizations
 The 5 Core Disciplines
 Examples
 Personal Remarks
 Conclusion
 Question/Answer session

6. PETER MICHAEL SENGE
• An American systems scientist (who is a senior lecturer at the MIT), is the founder of the
Society for Organizational Learning.
• He is known as the author of the book The Fifth Discipline: The Art and Practice of the
Learning Organization.
• B.S. in Aerospace engineering from Stanford University.
• Senge also studied philosophy.
• M.S. in social systems modeling from MIT.
• PhD in Management.
• He has had a regular meditation practice.

7. INTRODUCTION : LEARNING ORGANIZATIONS
• Organizational learning is the process of creating, retaining, and transferring knowledge
within an organization.
• According to Senge 'learning organizations' are those organizations where people
continually expand their capacity to create the results they truly desire.
 New and expansive patterns of thinking are nurtured.
 Collective aspiration is set free.
 “Only those organizations that are able to adapt quickly and effectively will be able to excel
in their field or market.”
 The ability to design the organization to match the intended or desired outcomes
 The ability to recognize when the initial direction of the organization is different from the
desired outcome and follow the necessary steps to correct this mismatch.

8. LEARNING ORGANIZATION

9. 5 CORE DISCIPLINES

10. SYSTEMS THINKING
 Systems thinking has been referred to as the 'Cornerstone' of
the learning organization.
 Systems thinking focuses on how the individual that is being
studied interacts with the other constituents of the system.
 Rather than focusing on the individuals within an organization it
prefers to look at a larger number of interactions within the
organization and in between organizations as a whole.

11. SYSTEMS THINKING
• Systems Thinking integrates all other disciplines.
• It focuses on how a system works as a whole.
• To observe that whole system instead of observing a limited area or time.
• The biggest error is that we ignore the bigger picture; rather focus on the individual
actions.
• One has to be curious enough in understanding relations between companies and
interactions between different departments in an organization.
• In simple words, it’s a correlation between action and consequences.

12. MENTAL MODELS
• Questions :
• How do we think ?
• What is the result of perception ?
• What triggers thinking and reasoning ?
• Answer :
• The answer is simple we rely on MENTAL MODEL

13. MENTAL MODELS
• What are mental models ?
• “To identify the values of the companies and the perception of
basically what is the business about”
• A persons thought process of understanding the world .It allows
people to make assumption about how things work and
influence our behaviour and decision making.

14. MENTAL MODELS
• Beliefs, ideas, images, and verbal descriptions that we consciously or
unconsciously form from our experiences and which (when formed)
guide our thoughts and actions within narrow channels.
• These representations of perceived reality lead us to expect certain
results, give meaning to events, and forced us to behave in certain way.
• Everyone has different models (that differ in detail from everyone
else's) of the same concept or subject, no matter how common or
simple

15. PERSONAL MASTERY
• An individual should have a clear dedication to the truth.
• It means that he/she shouldn’t consider himself/herself less
from anybody. Nobody can stop anyone if he is determined and
motivated.
• Internal motivation is necessary to adopt this skill.
• The biggest enemy of a man is lack of belief in self-worth
because when we believe that we are powerless, then nobody
can help us (not even ourselves).
• So, train and utilize the powers of subconscious for achieving
personal mastery and dedication.

16. PERSONAL MASTERY (THE SPIRIT OF L-O)
The spirit of learning organizations
Mastery and proficiency
Why we want it?
Resistance.

17. THE DISCIPLINE OF PERSONAL MASTERY
 Personal vision
 Holding creative tension
 “Structural conflict”
 Commitment to the truth.

18. PERSONAL MASTERY & THE FIFTH DISCIPLINE
• Integrating reason & intuition.
• Seeing our connectedness to the world.
• Compassion.
• Commitment to the whole.
• Fostering Personal Mastery in an organiziation.

19. SHARED VISION
Sharing.
Vision.
Shared Vision.
General concept of Shared vision.
Shared Vision in an organization.

20. SHARED VISION
• Shared Vision is a simple concept that an employee considers the vision of
the firm as his own personal vision.
• It’s a challenge of capturing real commitment among employees.
• The vision shouldn’t be restricted only to the top hierarchy but it should be
focusing at all levels.
• So that, the whole organization remains in the same direction having mutual
goals, values and missions.

21. SHARED VISION
• In simple words, there should be a specified vision of a firm and
that should be same for each employee working in that
particular firm.

22. TEAM LEARNING
• Team Learning is to have a good team dynamics.
• One should focus on employees to work in teams. In this way they can
interact and learn together with collaboration.
• Personal mastery and shared vision are brought together by Team Learning.
• Communication can be made more effective by working in groups instead of
individuals. In this way, each person dares to be less strong and admits the
mistake.
• Thus, Effective team learning enables diversification of ideas among
employees.

23. TEAM LEARNING
 Alignment and empowerment.

24. TEAM LEARNING
• The process of aligning and developing the capacity of a team to create the results its
members truly desire
• It builds on the capacity of shared vision
• It also builds on personal mastery
• Knowing how to play together
• Teams are the key learning unit in organizations

25. TEAM LEARNING
3 Critical Dimensions:
 First, there is a need to think insightfully about complex issues teams must
learn how to tap the potential for many minds to be more intelligent than one
mind.
 Second, there is a need for innovative, coordinated action.
 Third, there is the role of team members on other teams
A learning team fosters other learning teams through inculcating the practices and skills of
team learning

26. TEAM LEARNING
• Dialogue & Discussion.
• Performance & Practice.
• Great Teams v.s Mediocre Teams.

27. CONCLUSIVE
REMARKS