The Fifth Discipline: The Art & Practice of The Learning Organization
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- Create Date：2023-01-21 06:53:39
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- Author：Peter M. Senge
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Summary
Completely Updated and Revised
This revised edition of Peter Senge’s bestselling classic， The Fifth Discipline， is based on fifteen years of experience in putting the book’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 in the book demonstrate the many ways that the core ideas in The Fifth Discipline， many of which seemed radical when first published in 1990， have become deeply integrated into people’s ways of seeing the world and their managerial practices。
In The Fifth Discipline， Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured， collective aspiration is set free， and people are continually learning how to create results they truly desire。
The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP， Unilever， Intel， Ford， HP， Saudi Aramco， and organizations like Roca， Oxfam， and The World Bank。 It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception， as well as new chapters on Impetus （getting started）， Strategies， Leaders’ New Work， Systems Citizens， and Frontiers for the Future。
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 macro-creativity
• 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 revised edition of Peter Senge’s bestselling classic， The Fifth Discipline， is based on fifteen years of experience in putting the book’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 in the book demonstrate the many ways that the core ideas in The Fifth Discipline， many of which seemed radical when first published in 1990， have become deeply integrated into people’s ways of seeing the world and their managerial practices。
In The Fifth Discipline， Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured， collective aspiration is set free， and people are continually learning how to create results they truly desire。
The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP， Unilever， Intel， Ford， HP， Saudi Aramco， and organizations like Roca， Oxfam， and The World Bank。 It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception， as well as new chapters on Impetus （getting started）， Strategies， Leaders’ New Work， Systems Citizens， and Frontiers for the Future。
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 macro-creativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
Reviews
Larkin Tackett
，
I'm not sure if anyone has called him this， but systems scientist Peter Senge could be considered the father of systems change。 He coined the phrase， "System thinking is discipline for seeing wholes。" As I began my own learning journey about complexity science and systems change， his name kept coming up。 It took me nearly two years to finish this seminal book。 The work project that prompted my reading the book has passed， but the lessons are applicable to just about everything I'm do at work and I'm not sure if anyone has called him this， but systems scientist Peter Senge could be considered the father of systems change。 He coined the phrase， "System thinking is discipline for seeing wholes。" As I began my own learning journey about complexity science and systems change， his name kept coming up。 It took me nearly two years to finish this seminal book。 The work project that prompted my reading the book has passed， but the lessons are applicable to just about everything I'm do at work and in the community。 There are a ton of highlights from different sections of the book that really resonate:Intro- Three core capabilities （from Deming's "profound knowledge" approach for learning teams: 1） aspiration （personal mastery， shared vision， and a commitment to lifelong learning）; 2） reflective conversations （mental models and dialogue）; and 3） understanding complexity and systems thinking Prisoners of the System- "When people in organizations focus only on their position， they have little sense of responsibility for the results produced when all positions interact。" （19）- "The nature of structure in human systems is subtle because we are part of the structure。 This means that we often have the power to alter structures within which we are operating。" （44） - "。。。 your influence is broader than the limits of your own position。" （49）- "。。。 your success is not just influenced by your orders; it is influenced by the actions of everyone else in the system。。。。 in order for you to succeed others must succeed as well。" （40）- "The reason that structural explanations （of patters of behavior） are so important is that only they address the underlying causes of behavior at a level at which patters of behavior can be changed。 Structure produces behavior， and changing underlying structures can produce different patterns of behavior。 In this sense， structural explanations are inherently generative。" （53）- "For most players of the game， the deepest insight usually comes when they realize that their problems， and their hopes for improvement， are inextricably tied to how they think。" （53） Laws of the Fifth Discipline- "Today's problems come from yesterday's solutions。" （58）- "The harder you push， the harder systems push back。" （58）- "Cause and effect are not closely related in time and space。" （63）- "Small changes can produce big results -- but the areas of highest leverage are often the least obvious。" （63）- "You can have your cake and eat it too -- but not at once。" （65）- "。。。 the 'principle of the system boundary，" is that the interactions that must be examined are those most important to the issue at hand， regardless of parochial organizational boundaries。 What makes the principle difficult to practice is the way organizations （and systems） are designed to keep people from seeing important interactions。" （66） A Shift of Mind- "System thinking is discipline for seeing wholes。" （68）- "Systems thinking is a discipline for seeing the 'structures' that underlie complex situations， and for discerning high from low leverage change。 That is， by seeing wholes we learn how to foster health。 To do so， systems thinking offers a language that begins by restructuring how we think。" （69）- Detail vs。 dynamic complexity （71）- "The real leverage in most management situations lies in understanding dynamic complexity。" （72）- "Reality is made up of circles but we see straight lines。" （73） - "In mastering systems thinking， we give up the assumption that there is an individual， or individual agent， responsible。 The feedback perspective suggests that everyone shares responsibly for problems generated by a system。 That doesn't necessarily imply that everyone involved can exert equal leverage in changing the system。" （78）- Reinforcing and Balancing Feedback （79）Nature's Templates - "In many ways， the greatest promise of the systems perspective is the unification of knowledge across all fields -- for these same archetypes recur in biology， psychology， and family therapy; in economies， political science， and ecology; as well as in management。" （93）- "Don't push growth; remove the factors limiting growth。" （95）- "。。。successes usually involve genuine efforts to distribute control， and deal with threats of giving up unilateral control。" （101）- "Beware the symptomatic solution" （the quick fax that only addresses the symptom）， but sometimes symptomatic solutions are needed; they should just be named （103 and 110）Self-Limiting or Self-Sustaining Growth- "。。。 it is vital to hold to critical performance standards 'through thick and thin，" and to do whatever it takes to meet those standards。" （121）- "Two things make the pattern hard to see: 1） First it is gradual。 2） Mangers in the middle of teh syndrome see so many urgent problems requiring attention -- and they are unequipped to see the larger patterns。" （123-124）- "The art of systems thinking lies in seeing through the detail complexity to the underlying structures generating change。 Systems thinking does not mean ignoring detail complexity。 Rather， it means organizing detail complexity into a coherent story that illuminates the causes of problems and how they can be remedied in enduring ways。" （124）- "I would suggest that the fundamental 'information problem" faced by managers is not too little info but too much info。 What we most need are ways to know what is important and what is not important， what variables to focus on and which to pay less attention to -- and we need ways to do this that can help groups or teams develop shared understanding。" （125）（a bunch of other quotes I added but didn't save） 。。。more
Gary Fisher
，
Art and Practice is correct！ A good read and reminder of the necessity of leading and developing a learning organization… Great update to a classic。
John Ellis
，
"The Fifth Discipline: The Art and Practice of the Learning Organization" by Peter Senge is a seminal work on systems thinking and organisational learning。 The book， first published in 1990， presents a holistic approach to organisational change that emphasises the interdependence of the various elements within an organization。 The author introduces the concept of the "learning organization"—one that is able to continuously adapt and improve through the collective efforts of its members。 Senge's "The Fifth Discipline: The Art and Practice of the Learning Organization" by Peter Senge is a seminal work on systems thinking and organisational learning。 The book， first published in 1990， presents a holistic approach to organisational change that emphasises the interdependence of the various elements within an organization。 The author introduces the concept of the "learning organization"—one that is able to continuously adapt and improve through the collective efforts of its members。 Senge's book is still relevant today， as the concepts he presents are timeless and will continue to be relevant to organisations of all types and sizes。 His writing is clear and concise， making it accessible to a wide audience。 The book is also supported by real-world examples and case studies， which help to illustrate the concepts presented。 Other books on systems thinking that complement "The Fifth Discipline" include "Thinking in Systems" by Donella Meadows， "The Systems Thinking Playbook" by Dennis Meadows， and "Complexity and the Art of Public Policy" by David Colander。 These books provide additional insights and perspectives on systems thinking and its application in various contexts。 Overall， "The Fifth Discipline" is an essential read for anyone interested in understanding the dynamics of organisational change and the role of systems thinking in achieving it。 。。。more
Nathan
，
Whilst I'm very interested in systems thinking and the principles of the book seem like good ones to be aware of， I didn't particularly enjoy the author's style and felt that the book was quite drawn out。 Whilst I'm very interested in systems thinking and the principles of the book seem like good ones to be aware of， I didn't particularly enjoy the author's style and felt that the book was quite drawn out。 。。。more
Daron Yondem
，
A must read for every leader in any organization。 That’s it。 Just read it。
Aaron Mikulsky
，
I re-read this classic book in preparation for a project I am working on。 It's been 15 years and most of the content is still very relevant today。The Fifth Discipline was originally written during the Quality Management Revolution of the 1990s as U。S。 corporations， such as Ford， were being surpassed in quality and sales by the likes of Toyota。 The premise of the book is concisely stated on the first page of Chapter 1: When we give up this illusion [that the world is made up of separate， unrelate I re-read this classic book in preparation for a project I am working on。 It's been 15 years and most of the content is still very relevant today。The Fifth Discipline was originally written during the Quality Management Revolution of the 1990s as U。S。 corporations， such as Ford， were being surpassed in quality and sales by the likes of Toyota。 The premise of the book is concisely stated on the first page of Chapter 1: When we give up this illusion [that the world is made up of separate， unrelated， forces]—"We can then build ‘learning organizations，’ organizations where people continually expand their capacity to create the results they truly desire， where new and expansive patterns of thinking are nurtured， where collective aspiration is set free， and where people are continually learning how to learn together。” He writes that there are five components of the learning organization: ƒ Systems Thinking ƒ Personal Mastery ƒ Mental Models ƒ Building Shared Vision ƒ Team Learning Though listed first， Systems Thinking is the “Fifth Discipline。” It fuses the others and allows one to examine how the others are interrelated。Senge posits， “Leaders must acknowledge that vision and change create tension for workers。 Properly managed， the tension can be channeled into creativity that leads to new solutions。 This systems view explicitly recognizes that change takes time and suggests that there must be a means to cope with frustrations that arise while the actions take hold。 Thus， the role of the leader is to instill values such as perseverance， trust， and patience in coworkers。”This timeless book promotes the learning organization and that the solutions to hard problems come from identifying and seeing problems clearly from varied perspectives。 Dialogue and discussion magnify individual intelligence and open the paths to new solutions。 The roles of the leader， as seen by Senge， include creating and maintaining shared vision， overcoming judgments and assumptions， creating a space for dialogue， holding onto the context of the discussions， and in seeing the problems and organizations large and across time and space。 。。。more
Mark Toledo
，
Great book from the 90s。 I saw a glimpse of Principles （Dalio）， Start With Why （Sinek）， and Think Again （Grant） in this book。 A bit outdated though - so some concepts， while they're still relevant and true to this day， have better alternatives now。 Great book from the 90s。 I saw a glimpse of Principles （Dalio）， Start With Why （Sinek）， and Think Again （Grant） in this book。 A bit outdated though - so some concepts， while they're still relevant and true to this day， have better alternatives now。 。。。more
Brittany Wardie
，
This book is SO。 LONG。 and unnecessarily so。 The repetition and stories （many of which seemed like they were just testimonials to the efficacy of systems thinking） made for a time-consuming and sometimes frustrating read。 That being said， for a book of this magnitude， it was surprisingly accessible in language and， as far as business books go， fairly interesting （I am not a fan of business books generally， but I was required to read this one for a class）。I think the entirety of Part IV could hav This book is SO。 LONG。 and unnecessarily so。 The repetition and stories （many of which seemed like they were just testimonials to the efficacy of systems thinking） made for a time-consuming and sometimes frustrating read。 That being said， for a book of this magnitude， it was surprisingly accessible in language and， as far as business books go， fairly interesting （I am not a fan of business books generally， but I was required to read this one for a class）。I think the entirety of Part IV could have been cut out， and readers would still get the picture。 Then it would have been 250 pages instead of 400+。 The sheer length made me just want to get through it faster， so I didn’t internalize as much content as I would have had it been a little more concise。 。。。more
Cassandra's Rebellion
，
This book is a great read for school administrators。 The book pushed some opinions， but it was an overall good resource。 I recommend it for leaders looking for a change within。
Melchor Moro-Oliveros
，
There are plenty of really good reviews of this book in goodreads， so I suggest to go through them for deeper insights into it and let me be brief now: to me this is one of the best books I’ve read on the topic of Systems Thinking and life long learning。 It is a must read。 The first 2/3 are simply brilliant， great。 The last 1/3 a little bit more boring。 The appendixes are great again。 It combines the topic of systems thinking and continuous learning。As I read through the first 2-3 chapters of t There are plenty of really good reviews of this book in goodreads， so I suggest to go through them for deeper insights into it and let me be brief now: to me this is one of the best books I’ve read on the topic of Systems Thinking and life long learning。 It is a must read。 The first 2/3 are simply brilliant， great。 The last 1/3 a little bit more boring。 The appendixes are great again。 It combines the topic of systems thinking and continuous learning。As I read through the first 2-3 chapters of the book I couldn’t believe how impressively accurate it described what I have experienced （and suffered） in first person during my professional career as an engineer and how few managers and organizations （and society in the end） have learned over the last 30 years。 I have marked up 132 notes on my kindle， such the number of good thoughts I want to be able to recall when I will need them。 Here the main key bullet points for my personal references:- Systems Thinking- Personal mastery and creative tension- Mental models- Building shared vision- Team learning- System archetypes， Learning disabilities and U process- Differences between practices， principles and essences （bottom-up chain of thoughts and abstractions）。As I read the book I had to think often about my colleague and friend Marc Abele who recommended me this book。 Good memories of great discussions about systems engineering， methods， processes and structure back in Arco， Italy， 2013 - 15。Finally， let me recommend two books that complement this one: "Thinking in Systems"， by Donella Meadows: https://www。goodreads。com/review/show。。。。 and “Systems Thinking for Social Change"， by David Peter Stroh: https://www。goodreads。com/review/show。。。。 。。。more
Ana Paula
，
A vida é mais clara， mais complexa， mais estranha， mais motivadora depois da leitura desse livro。Apesar do subtítulo relacionar o livro a organizações， não estamos falando aqui apenas do mundo empresarial， mas sim das organizações humanas， sendo essas de vários seres da sua própria organização interna。Esse é um livro que te faz refletir， repensar， analisar， te traz incômodo， felicidade， consciência， autonomia， necessidade de estar junto de outros。 Enfim， é um livro que te pega desprevenido e pod A vida é mais clara， mais complexa， mais estranha， mais motivadora depois da leitura desse livro。Apesar do subtítulo relacionar o livro a organizações， não estamos falando aqui apenas do mundo empresarial， mas sim das organizações humanas， sendo essas de vários seres da sua própria organização interna。Esse é um livro que te faz refletir， repensar， analisar， te traz incômodo， felicidade， consciência， autonomia， necessidade de estar junto de outros。 Enfim， é um livro que te pega desprevenido e pode ser a chama para uma grande mudança。A base do livro é sobre pensamento sistêmico e como ações podem influenciar um todo。 Recomendo DEMAIS para todas as pessoas。 。。。more
Jill
，
Senge is a true genius who needs to fire his editor and learn the definition of the word CONCISE。This guy is the king of leadership theory。 Holy cow。 And kudos for writing over 500 pages on such an abstract topic。 You， sir， definitely have me beat in the IQ department and my concrete-logical brain is impressed at how much information I took away from your book and was able to fully understand。That said， this book should have been about 75 pages shorter。 The amount of extraneous words Senge shove Senge is a true genius who needs to fire his editor and learn the definition of the word CONCISE。This guy is the king of leadership theory。 Holy cow。 And kudos for writing over 500 pages on such an abstract topic。 You， sir， definitely have me beat in the IQ department and my concrete-logical brain is impressed at how much information I took away from your book and was able to fully understand。That said， this book should have been about 75 pages shorter。 The amount of extraneous words Senge shoves into interminably long sentences （I’m talking like three lines of small text without a period） is mind blowing， but also mind FRYING。 OH MY GOD INSERT MORE PERIODS， PETE。 “Ands” and commas get exhausting after 300 pages of non abstract theory （if that even exists） never mind abstract theory。 I’m only on my second graduate course for school leadership certification and I feel like I’ve been clobbered over the head with information after reading this book。 I just wish Smarty Senge could have been more concise， for instance using just the word， “to” is a better choice than use of the phrase， “in order to。” Also， instead of listing elements as 1-5 and then detailing them all out in summary fashion， just go directly to the summary and number each item as you cover it。 Too many sentences were written in passive voice which added some awkward sauce to the word salad at certain points。 And for realz， I truly don’t ever need a review of the chapter I JUST READ in the intro paragraph of the NEXT CHAPTER。 I mean I’m not nearly as smart as the author but… I can recall what I read， uh， ONE PAGE ago。 It boggles my brain that this is the second edition of The Fifth Discipline yet it was published for the second time still containing sections of near-insufferable （at times） grandiloquence。 Let’s do some systems thinking exercises around the concept of brevity within informational writing， Pete。 I’ll facilitate。 Please？Mega-profuseness aside though， I gotta say， I truly learned a crap ton about leadership from this book。 I especially resonated with the “shifting the burden” principle。 And as a future （other kind of） principal， I vow to seek more long term， lasting solutions over short term， symptomatic ones that will get quick results that either don’t last or lead to additional issues。 It all makes so much sense！ The best results always take the most time， and that’s straight truth， and they’re also almost always worth the longer wait。I really do appreciate all the knowledge I’ve gathered from this book and yes， I do recommend it to anyone planning to take on any sort of leadership role in their future。 I also recommend either downing a stiff drink or screaming into a pillow for several minutes after finishing this book， as you may feel you have just emerged from the abstract Senge jungle， which is populated with words， words， WORDS his readers must bulldoze through to （not “in order to，” just “to，” Peter） learn all Mr。 Senge wants to teach you。 Brave the jungle， though。 It’s worth it in the end。 。。。more
David Wilkinson
，
This is a timeless classic。 Whilst clearly written in a pre Industry 4。0 age， the lessons are as pertinent today as when I first read this book many many years ago。 This is one of those books it is worth cycling back round to every decade or so。
Niko Saarenpää
，
Nice， I would have left out the additional 100 pages though。
Tiffany
，
Part II of the book on the fifth discipline was a bit hard to grasp initially。 I used two other books to solidify my understanding of systems thinking （Thinking in Systems by Donnella Meadows and Systems Thinking for Social Change by David Peter Stroh）。 After reading those two books， I was able to come back to this book and dive into Part III on the Core Disciplines。 The Core Disciplines section is worth its weight in gold。 I plan to come back to this section on disciplines frequently。 Part IV o Part II of the book on the fifth discipline was a bit hard to grasp initially。 I used two other books to solidify my understanding of systems thinking （Thinking in Systems by Donnella Meadows and Systems Thinking for Social Change by David Peter Stroh）。 After reading those two books， I was able to come back to this book and dive into Part III on the Core Disciplines。 The Core Disciplines section is worth its weight in gold。 I plan to come back to this section on disciplines frequently。 Part IV on reflections from practice provided a bit more of the practical application and I found this section helpful in imagining what's possible from systems thinking and its necessity for addressing our most entrenched societal issues。 The principles transcend leadership styles。 I could see the linkage to several leadership theories including servant， adaptive， authentic， transformational， and ethical leaders。 The principles also transcend cultural and sociodemographic categorizations。 In essence， everyone can learn and apply these principles。 Overall， a solid reference book for leaders interested in sustained change。 。。。more
Rod Naquin
，
A great book！ Tho this seems to be a mid nineties hybrid btw audiobook and interview; kind of a proto podcast that’s ultimately somewhat diff from the influential book。 Superb gloss on systems thinking， really approaches organizational and community leadership in a paradigmatic way。 Also uptake or Bohm and dialogue for the final section which is further illuminating if not surprising
Tim Hughes
，
What is a learning organization？ How do you create one？The only competitive advantage is for your organization to learn faster than it’s competitors So what is the book all about？ The business issue behind the book is that？As organizations grow， they lose their capacity to learn as company structures and individual thinking becomes rigidOrganizations do not organically develop into learning organizations; there are factors prompting their changeTo create a competitive advantage， companies need t What is a learning organization？ How do you create one？The only competitive advantage is for your organization to learn faster than it’s competitors So what is the book all about？ The business issue behind the book is that？As organizations grow， they lose their capacity to learn as company structures and individual thinking becomes rigidOrganizations do not organically develop into learning organizations; there are factors prompting their changeTo create a competitive advantage， companies need to learn faster than their competitors and to develop a customer responsive cultureFor any learning to take place， also in organizations， there needs to be diffusion of knowledgeDiffusion is not always easy to perform， since it depends on the recipient’s willingness to accept the new knowledge， their need of the new information and the relationship of their existing knowledge to the new information This book is about creating a learning organization， from people’s learning mindsets， to the mental models that restrict people and therefore the companies， to building a shared vision and creating an environment for personal and team learningThe book is filled with case studies and anecdotes from interviews with leaders who have created learning disciplines in their teams， departments and organizations 。。。more
Alexander Teibrich
，
This book puts together 5 key enablers for a building an nurturing a learning organisation:- Personal Mastery - Mental Models- Shared Vision- Team Learning， and - Systems Thinking Peter Senger believes that all of these are needed to put learning back into our organisations; and that this is a key requirement for businesses thriving in our age。 A huge focus of they book is definitely on Systems Thinking and this has been a key learning for me: System Thinking provides models and language to work This book puts together 5 key enablers for a building an nurturing a learning organisation:- Personal Mastery - Mental Models- Shared Vision- Team Learning， and - Systems Thinking Peter Senger believes that all of these are needed to put learning back into our organisations; and that this is a key requirement for businesses thriving in our age。 A huge focus of they book is definitely on Systems Thinking and this has been a key learning for me: System Thinking provides models and language to work with complexity and look at the whole。I love the building bricks the book provides， the optimism it brings and the overarching frame of sustainability it adds in the final chapter。 Looking at the whole and learning are fundamentally underrated capacities in today’s organisations and that’s what makes this book so important and inspiring。 。。。more
Dang Minh Ngoc
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Nguyên Lý Thứ Năm by Peter M。 Senge*sách tóm tắtMọi ng đều nghĩ công việc là điều phải làm， và là một phần của cuộc sống。 Đều đặn trong khoảng 30 năm tới lúc nghỉ hưu， rồi mới bắt tay làm những thứ mình hứng thú。-> Tại sao không biến công ty thành tổ chức học tập để Học tập suốt đời。Nội dung 1: Đam mê học hỏi thực sự hữu ích nhưng công việc lại bào mòn nó。- Trẻ em thích học hơn người lớn， hiếu kì， kiên trì， lạc quan， học giỏi hơn- Nhưng công ty với hệ thống phân tách， công việc nhàm chán， quản l Nguyên Lý Thứ Năm by Peter M。 Senge*sách tóm tắtMọi ng đều nghĩ công việc là điều phải làm， và là một phần của cuộc sống。 Đều đặn trong khoảng 30 năm tới lúc nghỉ hưu， rồi mới bắt tay làm những thứ mình hứng thú。-> Tại sao không biến công ty thành tổ chức học tập để Học tập suốt đời。Nội dung 1: Đam mê học hỏi thực sự hữu ích nhưng công việc lại bào mòn nó。- Trẻ em thích học hơn người lớn， hiếu kì， kiên trì， lạc quan， học giỏi hơn- Nhưng công ty với hệ thống phân tách， công việc nhàm chán， quản lý ko đủ năng lực… đã bào mòn tinh thần học tập: Bó buộc trách nhiệm giết chết tính hiếu kì， quản lý khuyến khích nhân viên tuân thủ giờ giấc đi làm: giao việc nhất định -> nhân viên ko có cơ hội giải quyết vấn đề。- Độ nhạy phản ứng: Công ty ko có kế hoạch， liên tục thay đổi chiến lược -> Khiến mọi ng mệt mỏi và tốn kém。 Công ty ko chuẩn bị cho sự phát triển -> Từ từ quen dần với sự thất bại， xuất hiện nhiều vấn đề。Nội dung 2: 5 nguyên lý để lấy lại nhiệt huyết trong công việc。- Làm chủ bản thân。 Cần khuyến khích nhân viên thực hiện: cam kết học hỏi， phát triển， giữ vững phong độ tốt nhất。- Xem xét và cải thiện nhận thức。 Là bộ lọc thể hiện cách ta nhìn thế giới， nhận thức tạo nên từ kinh nghiệm， phán đoán và giả định。 Xác định nhận thức -> loại bỏ những nhận thức ko mang lại hiệu quả- Học tập theo nhóm-> Học đc cách giao tiếp trong công việc: Đặt câu hỏi， kiểm soát những ý kiến quá chủ quan， đưa ra phản hồi， suy nghĩ tập thể， tăng hiệu suất so với làm việc đơn lẻ。- Tầm nhìn chung: Để nhân viên tham gia vào quá trình định hướng chung thay vì áp đặt -> Nhân viên cảm thấy mình như một phần của cty- Tư duy hệ thống: Nhìn nhận vấn đề tổng thể， xem xét từng khía cạnh và làm rõ tác động tới mục tiêu chung， dung hòa thống nhất tất cảNội dung 3: 3 vai trò cùng lúc của nhà lãnh đạo- Thiết kế: Tạo ko gian， cơ sở hạ tầng cho việc học。 VD: bố trí cuộc họp online， lên kế hoạch cho hội nghị， tiếp nhận phản hồi- Hướng dẫn: Nhớ lại những ng thầy khơi nguồn cảm hứng của mình。 Giữ tinh thần say mê học hỏi- Quản gia: Bảo vệ những thứ quan trọng nhất: Nhân lực， tầm nhìn… ko bị phụ thuộc vào sự phát triển ngắn hạn- Phá bỏ quan điểm cũ về quản lý， tái cấu trúc hình ảnh nhà lãnh đạo （ko còn hệ thống cấp bậc thì mới học tốt đc）。- Dung hòa:Sự nghiệp + Đam mêMục đích NLĐ + Mục tiêu Người quản lý28。10。2022N 。。。more
Manoj
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Highly recommended for leaders and change makers in organizations。
Pamela Gallauer
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Anyone in a leadership role or working to become a leader MUST read this book
Andi M。
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A textbook used for my EdD， this is a pretty good read。 I feel like I've read it back to front several times over， and I use it regularly in my writing。 It's quite an optimistic and inspiring way to think about leadership。 A textbook used for my EdD， this is a pretty good read。 I feel like I've read it back to front several times over， and I use it regularly in my writing。 It's quite an optimistic and inspiring way to think about leadership。 。。。more
Cierra B
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An interesting read about systems learning。 The major concept of this book is that everything functions similar to an ecosystem （from social interactions to business designs to the globe）。 Everything is connected and must be viewed from that perspective instead of the separate compartments that everything seems to be divided into （example: boss， manager/supervisor， employees- each in their own departments） otherwise inadvertent conflicts， problems， and tension develops in the workplace。
Ana Maria
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Buen material para entender los principios de la modelacion de procesos y sistemas。
Robin Barnwell
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This was supposed to be my epiphany。 It was supposed to be the moment it all came together into a single explanation of everything。 But it wasn’t。 But it opened to door to the next level。 It showed me where I need to go next。Essential reading but not the final solution
Peter Blokland
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Reading this book， I finally understood why I saw things differently。 I am a systems thinker 。。。Today this book is more needed than ever！
Danny Vaden
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Good
Marco Trincardi
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A book that every “non traditional” manager should read， but highly recommended to everyone interested in system thinking， learning organization and change management
Chaitat
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I hope the narrator will stop laughing why talking。
Brandon
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