When learning professionals consider Senge’s book (1990), “The Fifth Discipline”, the first thing that comes to mind are the terms, “systems thinking” and the “learning organization”. However for anyone who has made and attempt to read the entire book, you probably walked away with the thought, how do you implement this grand vision? Senge (1990) suggests that computer based simulations are an excellent way to provide the type of experiential learning needed to develop the disciplines or the competencies outlined in his book.
Peter Senge (1990) presents five disciplines or competencies that he suggests are required in order for an organization to truly become a “learning organization.”
The disciplines include:
- “Personal Mastery” which Senge (1990) defines as, “approaching one’s life as a creative work, living life from a creative as opposed to reactive viewpoint.” In essence we need to accept that we are constantly learning and developing. We need to take an introspective look at ourselves from time to time, look at where we are and where we want to go and constantly adjust the path to get there. This does not refer to gaining more knowledge although it is part of the process. Personal mastery refers to improving ourselves, and aligning our behaviors with our personal vision. Personal mastery includes “personal vision” which Senge (1990) explains is much more than goals and objectives. A vision comes from deep within. It’s something you are truly passionate about. Guy Kawasaki (2004) refers to this as having a desire to “make meaning”, which Kawasaki suggests is a critical attribute for successful entrepreneurs. Personal vision is not driven by the desire to gain money or power. It’s the sort of thing that drives social entrepreneurs.
- Second, we need to learn how to manage the “Mental Models” that we all have. A mental model is the way in which we view the world. It is developed throughout our life and is frequently a result of cultural evolution, handed down through generations. Organizations have mental models that are also developed over time. It is what many organizations refer to as it’s corporate culture. Social learning theories suggest that our culture evolves through the generations but with much greater speed then genetic changes. (Flinn, 1997) We need to first recognize that these deep rooted ways of looking at the world exist in an organization so that we can address it when developing learning and change management initiatives. Mental models are generally based on assumptions. An organization that is not willing to question those assumptions can be crippled from learning.
- The third discipline is “Shared Vision.” When I think about the 1980 U.S. Olympic hockey team and why they won, I believe it had a great deal to do with achieving a shared vision. The team members first had to accept that they were not part of distinct colleges but were now part of single team. In fact the shared vision that was established by their coach, was not only about winning the gold medal, but it was much about becoming one. It was more then talent and skills. If you have never seen the movie, please watch the 8 minute clip below. It serves as an excellent metaphor or developing shared vision.
- The fourth discipline is “Team Learning“. Probably the best example for team learning is a symphony orchestra. Each musician needs to master their own instrument but they also need to play in unison with all of the other musicians. If all of the musicians do not play in unison the music is not complete or full. All of the musicians need to learn together as a team. You can’t have one stand out. Another important aspect of team learning is recognizing that diversity in team members, strengthens the outcome of the teams. (Leonard, D., & Straus, S. 1997)
You need to watch the entire 8 minutes to fully understand the concept of shared vision as well as team learning. This is a true story and it was a culminating moment for this team. Think about the messages that the coach gives the team members with every suicide run. In U.S. team sports, we call these suicides. You will understand why when you watch the video.
Systems Thinking
All of these disciplines, Senge (1990) argues, must be integrated with the fifth discipline of systems thinking. However there is a challenge with learning systems thinking. Not only do you need to understand how the system is functioning and what feedback loops exist, but you need to learning through experience how your actions and behaviors impact the system. This is very difficult because our actions and their subsequent impact can be separated but significant distance and time. Senge in 1990 introduced the concept of “microworlds” which are essentially computer based simulations that allow one to change the variables in the environment and see what the impact will be on the system. Remember this was 1990. The screen shots in Senge’s book are from a Macintosh, probably developed in either Basic or Pascal. In my next post we will explore different cognitive technologies both old and new for addressing the challenge of teaching systems thinking and integrating it with the other four disciplines.
References
Flinn, M. (1997). Culture and Evolution of Social Learning. Evolution and Human Behavior, 18, 23-67.
Kawasaki, G. (2004). The Art of the Start The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything. New York: Portfolio Hardcover.
Leonard, D., & Straus, S. (1997). Putting your Whole Company’s Brain to Work. Harvard Business Review, 75(4), 110-121.
Senge, P. M. (1994). The Fifth Discipline. New York: Currency.