" (1990: p.3) the learning organization in the view of Senge is an organization that has the capacity to adapt in an environment of rapid change and because of their flexibility will grow and excel. These types of organizations have learned how to connect to the commitment of the individuals in the organization and have the capacity to experience growth through learning at all levels. The learning organization is one that is perpetually and intentionally seeking to expand its creative capacity. According to Senge the organization must do more than merely survive and while survival type learning, which Senge terms 'adaptive-learning' is necessary and important it is not enough because the organization requires the additional dimension of "generative learning" or the type of learning that highlights the ability for creativity. (Senge, 1990; p.14)
III. Senge: Five Basic Disciplines
According to Senge, the organization must attain mastery in five basic disciplines, which include:
1) Systems thinking;
2) Personal mastery;
3) Mental models;
4) Building shared vision; and 5) Team learning. (Senge, 1990)
Personal mastery is related by Senge to be the discipline of "continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objective." (1990: p. 139) Personal mastery is more than skills and competence, although these are part of personal mastery however, personal mastery further involves growth of a spiritual nature and is a unique proficiency that is not a trait of domination but of having been 'called' toward a 'vision' which is goal-oriented and personally owned and not simply a good idea. Senge relates that those with a high level of personal mastery are continually in a mode of learning and seeking to know more. In other words "they never 'arrive'. (Senge, 1990; p. 142) Personal mastery is never complete and cannot be possessed "it is a process. It is a lifelong discipline. People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, and their growth areas. And they are deeply self-confident." (Senge, 1990; p. 142) Senge asks if this is "Paradoxical?" that the individual is aware of their shortcomings and simultaneously self-confident and states that it is a paradox but "only for those who do not see the 'journey is the reward." (Senge, 1990; p. 142) in the work of Senge 'mental models' are described as "deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action." (Senge, 1990; p. 8) Senge writes that the discipline of mental models begins 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. In also includes the ability to carry on 'learningful' conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others." (Senge, 1990: p.9) in order to build a shared vision Senge states that leadership capable of inspiring the organization can be described as:."..the capacity to hold a shared picture of the future we seek to create." (1990; p.9) This type of vision is encouraging, uplifting and sparks innovation and creativity. The vision is communicated well and then reinforced through an increase in the vision's clarity which generates enthusiasm and ultimately commitment which becomes contagious to others in the organizations. Senge states that "As people talk [dialogue], the vision grows clearer. As it gets clearer, enthusiasm for its benefits grow." (Senge, 1990; p. 227) Team learning is described by Senge as "the process of aligning and developing the capacities of a team to create the results its members truly desire." (1990; p.236)
IV. Senge: Practices, Principles, and Essences
Senge relates what he refers to as three core disciplines which are stated to be inclusive of the following: (1) Practices; (2) Principles; and (3) Essences (Senge, 1990; p.373) Practices, according to Senge are "what you do."(1990) Senge defines 'Principles' as: "guiding ideas and insights" and 'Essences' as: "the state of being those with high levels of mastery in the discipline." (Senge, 1990; p. 373) Senge views people in the organization as agents who have the ability to act within the structures and systems to which they belong or act as a part of the whole within. In this view, each of the five disciplines are "concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future."(Senge,...
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