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The Fifth Discipline


The Fifth Discipline describes what a learning organization is and why it is vital in today’s world. It combines 5 core disciplines to help any organization gain a competitive advantage

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  1. The Fifth Discipline describes what a learning organization is and why it is vital in today’s world. It combines 5 core disciplines to help any organization gain a competitive advantage
Key Takeaways
  1. Communities survive and prosper because people work together
  2. A learning organization creates a community where the team learns together and shares the same vision. It creates interconnected thinking so everyone is on the same wavelength – ingenuity, flexibility, ability to think forward and innovate and adapt to new systems
  3. Team learning creates greater and more productive combined knowledge than individual, disparate insight
  4. Nature of constant change in business and in life makes constant learning imperative. Those who emphasize this get ahead and succeed in their fields
  5. Knowledge and experience is the foundation of intuition and the more you gain the stronger your intuition will be
  6. The 5 Core Disciplines
    1. Personal mastery – mastering one’s focus, energy and patience can go some way to creating a well rounded individual of great worth to any organization
      1. Promotes intellectual and problem-solving growth
      2. Promotes new skills
      3. Drives the individual to better themselves and those around them
      4. Form a clearer vision
      5. As we accumulate knowledge, we can form better intuitions – the more we learn the better our intuition becomes
    2. Mental models – understanding the role our ingrained mentality and prejudiced perceptions play in our decision making
      1. Altering mindsets has to come before altering reality
      2. Mental models exist solely in the mind, are never perfect, are resistant to change and affect actions
      3. To alter mental models must create alternatives, encourage new ways of thinking, become more self-aware of biases inherent in all mental models, get people to ask questions
    3. Building shared visions – a team-shared vision for the future is more beneficial to a company than a few disparate visions promoted by self-obsessed employees
      1. Many people have vision but pooling that passion into a shared vision can bring outstanding results
      2. Build shared vision by: suppressing egos, encourage people to share in the vision, allow the vision to grow over time but don’t avoid directing it when needed
      3. The shared vision is the centerpiece, the final expression of each individual
      4. “When you are immersed in a vision, you know what needs to be done. But you often don’t know how to do it.”
    4. Team learning – team work that brings together combined knowledge and expertise creates a fulfilling, powerful collective
      1. Team learning is all about collaborating and combining in order to point the organization, with all its acquired and assembled skills, in one clear direction, reaching all goals
      2. Foster team learning by: creating platform for open debates, encourage conflict, create learning platforms (come together in a fun, stimulating environment outside the office)
    5. Systems thinking – encourages businesses to look at the bigger picture, thereby providing sustainable long-term, rather than short-term, solutions to problem
      1. Systems thinking is the fulcrum, it is the driving force upon which the performance of the other disciplines hinge
      2. Encourages us to spot patterns that are affecting our performance and subsequently analyze them for any possible improvement. It does not simply look at the consequences of an event and seek to eradicate the problem ‘for now’
      3. All about preventing long-term problems
      4. The system is often the problem with a company’s poor performance so you should carefully examine the underlying issues plaguing poor business performance
      5. Systems thinking discourages quick fixes and says no to short-cut solutions
      6. Must focus on cause and effect – solve the root of the problem rather than always fighting fires
      7. Can often find small changes that lead to huge improvements in results – leverage points are key to find
        1. Leverage becomes possible when you consider the structure behind the results
  7. Crucial to overcome common problems – internal politics, exclusive power, lack of time for learning, difficulty in maintaining a good work / life balance, repeated mistakes, difficulty in leading a learning organization
    1. Learning organizations encourages its people to admit these problems exist so that solutions can be found
    2. Failure to acknowledge own mistakes leads to bad habits
    3. Businesses tend to react to the consequence of an event, rather than root out the cause of it
    4. Non-learning organizations are reactive rather than proactive and therefore repeat mistakes
    5. If everyone is given responsibilities and the chance to make decisions, your organization will reap the rewards as everyone will be inspired and motivated to come up with solutions and work harder
    6. It is imperative that businesses create time for learning – more effective in every sense in the long run than working in ignorance and creating bad habits
    7. Fostering a healthy work / life balance is paramount as it will lead to huge benefits in the long run for both individuals and the organization
    8. Leaders tend to be hard working and very ambitious but must blend in softer traits such as openness, foresight, open communication, creativity and patience
  8. Learning organizations are
    1. Active
    2. Forward thinking – continual learning irons out mistakes
    3. Dynamic – emphasis placed on team-work and shared learning
    4. Productive – because the whole team is learning, each member can feed off another’s strengths, leading to greater production
    5. Communal – shared knowledge and production is the key. Constant communication and sharing talents takes teams forward
    6. Innovative – they lead the way in genuinely effective improvements
  9. “Building learning organizations involves developing people who learn to see as systems thinkers see, who develop their personal mastery and who learn how to surface and restructure mental models collaboratively. Given the influence of organizations in today’s world, this may be one of the most powerful steps towards helping us ‘rewrite the code’, altering not just what we think, but our predominant ways of thinking. In this sense, organizations may be a tool not just for the evolution of organizations, but for the evolution of intelligence.”
  10. Learning organizations are a trial and error base in the sense that problems are confronted and attempts made to resolve them. They act almost as solutions providers
What I got out of it
  1. Continuously learning on an individual and organizational level is key to adapting to change and staying ahead of competitors. Important to schedule time to think deeply, learn, understand your mental models and its biases and prejudices and constantly think in systems

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