Book : The Fifth Discipline Fieldbook : Strategies and Tools for Building a Learning Organization (1998)
Categories: Business • Systems Thinking
Tags: book • business • senge • systems thinking
Publisher: Bantam Doubleday Dell Publishing Group
Author(s): Senge, Peter M. • Kleiner, Art • Smith, Bryan J. • Roberts, Charlotte • Ross, Richard B.
Published: 1998 • ISBN: 0385472560 • 593 pages • Delivery Format: Hard Copy - Paperback
Available from: Amazon (UK) • Amazon (US) • Amazon (DE)
Summary
From the publisher:
"The Fifth Discipline" revolutionized the practice of management by introducing the theory of learning organizations. Now, Dr Senge moves from the philosophical to the practical by answering the first question all lovers of the learning organization ask - what do they do on Monday morning?
This book is a pragmatic guide. It shows how to create an organization of learners where memories are brought to life, where collaboration is the life-blood of every endeavour and where tough questions are fearlessly asked. The stories in this book show that businesses, schools, agencies and even communities can undo their "learning disabilities" and achieve superior performance.
The book helps readers learn:
- why Royal Dutch/Shell now asks its managers,"What do you want on your epitaph?";
- how Ford Motor Company escaped from the measurement trap that threatens all quality initiatives;
- how Intel developed forms of "team learning" to dramatically cut cycle time and change their working relationship;
- how the 18,000 employees of the Australian Taxation Office took charge of their own learning to bust their tired, burdensome bureaucracy;
- why Du Pont uses a board game to understand the emotional element of plant maintenance problems;
- and how AT&T used the learning organization concept to begin its transformation from a corporation to a global community.
It isn't necessary to read the "The Fifth Discipline" to understand this book - summaries of Senge's key theoretical ideas are included in "The Fieldbook".
Content / Structure
About the Authors
GETTING STARTED
1 "I See You"
2 An Exhange of Lore and Learning
3 How to Read this Book
4 Why Bother?
5 Why Bother? (A CEO's Perspective)
6 Moving Forward
7 Core Concepts About Learning in Organizations
8 The Wheel of Learning
9 Leadership Fields
10 Reinventing Relationships
11 Finding a Partner
12 Opening Moves
SYSTEMS THINKING
13 Strategies for Systems Thinking
14 What You CAn Expect ... As You Practice Systems Thinking
15 Brownie's Lamb: Learning to See the World Systematically
16 Starting with Storytelling
17 The Language of Systems Thinking: "Links" and "Loops"
18 The Archetype Family Tree
19 systems Sleuth
20 Enriching the Archetype
21 Seven Steps for Breaking Through Organizational Gridlock
22 Moving Into Computer Modelling
23 Systems Thinking With Process Mapping: A Natural Combination
24 Where to Go From Here
PERSONAL MASTERY
25 Strategies for Developing Personal Mastery
26 What You Can Expect ... from the Practice of Personal Mastery
27 Loyalty to the Truth
28 The Power of Choice
29 Innovations in Infrastructure for Encouraging Personal Mastery
30 Instilling Personal Mastery at Beckman Instruments
31 Intrapersonal Mastery
32 Where to Go From Here
MENTAL MODELS
33 Strategies for Working with Mental Models
34 What You Can Expect ... in Working with Mental Models
35 The Ladder of Influence
36 Balancing Inquiry and Advocacy
37 Conversational Recipes
38 Opening Lines
39 Bootsrapping Yourself Into reflection and Inquiry Skills
40 Creating Scenarios
41 Shell's Internal Consultancy
42 Double-loop Accounting
43 Where to Go From Here
SHARED VISION
44 Strategies for Building Shared Vision
45 What You CAn Expect ... As You Build Shared Vision
46 Designing an Organization's Governing Ideas
47 Building shared Vision: How to Begin
48 Letter to the CEO
49 Letter to the CEO's Partner
50 Strategic Priorities
51 Where to Go From Here
TEAM LEARNING
52 Strategies for Team Learning
53 What You Can Expect ... from Team Learning
54 Dialogue
55 The Couldron
56 Designing a dialogue Session
57 Skillful Discussion
58 Skillful Discussion at Intel
59 Popular Postmortems
60 Silence
61 Reframing Team Relationships
62 Building an Organization that Recognizes Everyone's Uniqueness
63 Tools for Discovering Learning Styles
64 Bringing Diverse People to Common Purpose
65 Designing a Company-wide Strategy for Team Learning
66 Executive Team Leadership
67 Where to Go From Here
ARENAS OF PRACTICE
68 "Our Quality Program Isn't Working"
69 Springing Ourselves from the Measurement Trap
70 Corporate Environmentalism
71 Training as Learning
72 Workplace Design
73 The Tricky Dynamics of Learning in a Family-Owned Business
74 Creating a Learning Newspaper
75 Health Care
76 Education
77 Can LArge Government Learn?
78 A Letter to an Aspiring Policymaker
79 The Local Community as a Learning Organization
FRONTIERS
80 Organizations as Communities
81 Merging the Best of Two Worlds
82 Bean Suppliers
83 Free Agency, Employement Stability, and Community Boundaries
84 Operating Principles for Building Community
85 Microworlds and Learning Laboratories
86 Where the Organization Develops a Theory About Itself
87 Using Microworlds to Promote Inquiry
88 A Buyer's Guide to Off-the-Shelf Microworlds
89 Creating Your Own Management Flight Simulator
90 The Du Pont Manufacturing Game
91 Creating a Learning Lab - and Making It Work
92 Coda
93 Acknowledgements
94 How to Stay in Touch With The Fifth Discipoline Fieldbook Project
95 Contributors to
The Fifth Discipline FieldbookIndex
Copyright 1998 by the Bantam Doubleday Dell Publishing Group
Reviews
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