MORE THAN ONE MILLION COPIES IN PRINT • “One of the seminal management books of the past seventy-five years.”—Harvard Business Review
This revised edition of the bestselling classic is based on fifteen years of experience in putting Peter Senge’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories demonstrate the many ways that the core ideas of the Fifth Discipline, many of which seemed radical when first published, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
Senge describes how companies can rid themselves of the learning blocks that threaten their productivity and success by adopting the strategies of learning organizations, in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create the results they truly desire.
Mastering the disciplines Senge outlines in the book will:
• Reignite the spark of genuine learning driven by people focused on what truly matters to them
• Bridge teamwork into macrocreativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
This updated edition contains more than one hundred pages of new material based on interviews with dozens of practitioners at companies such as BP, Unilever, Intel, Ford, HP, and Saudi Aramco and organizations such as Roca, Oxfam, and The World Bank.
A director at MIT's Sloan School, Senge here proposes the ``systems thinking'' method to help a corporation to become a ``learning organization,'' one that integrates at all personnel levels indifferently related company functions (sales, product design, etc.) to ``expand the ability to produce.'' He describes requisite disciplines, of which systems-thinking is the fifth. Others include ``personal mastery'' of one's capacities and ``team learning'' through group discussion of individual objectives and problems. Employees and managers are also encouraged to examine together their often negative perceptions or ``mental models'' of company people and procedures. The text is esoteric and flavored with terms like ``recontextualized rationality,'' but the book should help inventory-addled retailers whom the author cites as unaware of their customers' desire for quality. Macmillan Book Clubs selection.