Question

The core of a learning organizations is based upon five "learning disciplines" - lifelong programs of study and practice. Define and describe each of the 5 disciplines? BASED ON PETER SENGE's FIVE LEARNING DISCIPLINES

Answer 1

The 5 Leadership Learning Disciplines in brief are:

• Building a Shared vision: In learning organizations, the vision should be created through interaction with the employees in the enterprise. Many leaders have personal visions that lack transferring them to a shared vision. The only way to create a shared vision is by compromising the organization’s and individual’s visions. People who do not share the same vision might not contribute as much to the organization. The effect of sharing the same vision is that employees do tasks because they want to do so instead of they are told to do so. It changes the relationship with the company, and it turns its performances in a learning mechanism.
• Systems Thinking: Instead of focusing on individual issues, systems thinking reflects the observational process of an entire system. Managers have to understand that every action and consequence is correlated with another. Many times it happens that managers focus on individual actions, and therefore, forget about seeing the big picture. When the correlation is understood, it enables us to see interrelationships and patterns of change in particular situations. Managers will be able to determine cause and effect.
• Mental Models: According to Peter Senge, the employees must identify the values of the company and what the business is all about. A correct understanding of who we are will enable us to visualize where to go and how to develop further. The organization has to be flexible in accepting changes to new mental models and a new image of the company. The most successful companies are those who can learn and adapt to new models to become faster than itscompetitors.
• Team Learning: To accomplish excellent functional team dynamics, team-learning isprimary importance. It is the discipline by which personal mastery and shared vision are brought together. It is crucial for the workforce to consider its colleagues as team members instead of rivals. It is the first step to set up dialogues wherein people dare to be vulnerable and express their real personality. The working environment should be safe where honest mistakes are forgiven. Otherwise, no learning can be experienced.
• Personal Mastery: Personal mastery occurs when an individual has a clear vision of a goal, combined with an accurate perception of reality. The gap between the vision and reality drives the employee to practice all necessary related activities to realize the vision. This creative tension depends on a clear understanding of the current reality. For this reason, for personal mastery and the related discipline of a shared vision, looking at, and sharing the truth is a crucial fundamental. However, employees could believe they lack the competencies to achieve their goals. A vicious circle might have established and could be difficult to remove. According to Peter Senge, we should train our subconscious mind because it can handle more complex problems quicker than what our consciousness can. When people believe in their own powerlessness, it will hold them back from realizing their vision. For this reason, we should train the subconscious mind to tackle the stress and problems in reality.