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The Fifth Discipline: The Art and Practice of the Learning Organization is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations that learn to create results that matter as an organization. The five disciplines represent ...
A learning organization needs to fully accept the removal of traditional hierarchical structures. [3] Resistance to learning can occur within a learning organization if there is not sufficient buy-in at an individual level. This is often encountered with people who feel threatened by change or believe that they have the most to lose. [3]
Peter Senge was born in Stanford, California.He received a B.S. in Aerospace engineering from Stanford University.While at Stanford, Senge also studied philosophy. He later earned an M.S. in social systems modeling from MIT in 1972, as well as a PhD in Management from the MIT Sloan School of Management in 1978.
Senge identified five disciplines of a learning organization. They are: Personal responsibility, self-reliance, and mastery – We accept that we are the masters of our own destiny. We make decisions and live with the consequences of them.
The phrase professional learning community began to be used in the 1990s after Peter Senge's book The Fifth Discipline (1990) had popularized the idea of learning organizations, [1] [2]: 2 related to the idea of reflective practice espoused by Donald Schön in books such as The Reflective Turn: Case Studies in and on Educational Practice (1991).
In 1990, The Fifth Discipline: The Art and Practice of the Learning Organization by Peter Senge is published. In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years. For this work, he was named "Strategist of the Century" by the Journal of Business Strategy, which said ...
Organizational learning happens as a function of experience within an organization and allows the organization to stay competitive in an ever-changing environment. . Organizational learning is a process improvement that can increase efficiency, accuracy, a
Self-organization is the "black belt" of TBLO: it supposes an advanced understanding of management and the ability to let go as far as questions of power and prestige are concerned. The way towards self-organization usually takes organizations through a learning process which lasts usually 2 to 4 years. The conditions for success are