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Senge's Fifth Discipline:

A Model for School Leadership
Donna B. Feldman, Ph.D. | Cleveland Heights High School and Lakeland Community College

he field of education routinely adopts systems

developed and used in other professions.
The practice of instructional rounds comes
from physicians. The use of consultancies
and issues of accountability hails from corporate
practices. Specific, unbending directives from a
central office mimic a monarchy or dictatorship.
Often these professional habits involve strategies for
policing teachers rather than suggestions for specific
growth as an organization. The theory of institutional
growth as outlined in Senge's The Fifth Discipline:
The Art and Practice of the Learning Organization
would be far more beneficial for schools to adopt
than most other routines and procedures taken from
other professionals. That schools are not growing
institutions is counterintuitive.
Senge defines a growing institution as one that "is
continually expanding its capacity to create its future"
(Senge 2006, 14). To achieve this goal, he identifies
five components or disciplines that must be followed;
if all are not followed, the depth of learning will be
compromised. If the five disciplines are followed as
intended and not in isolation, the potential for school
improvement is great, and teachers will become more
engaged in helping create a successful environment
for students and themselves to learn.

Systems Thinking
The first discipline, systems thinking, is the conceptual
framework for an organization. It is the discipline
that consists of the interrelatedness of the various
parts of the organization. The various departments
and divisions of organizations are interdependent on

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The model of Peter Senge's

The Fifth Discipline: The
Art and Practice of the
Learning Organization has
successfully been used in the
transformation of corporations
into learning organizations.
This article outlines how his
model of leadership applies
to schools a
nd defines the
obstacles which impede its
implementation in education.

level of proficiency" (Senge, 2006, p. 7). It is the focus

of our efforts and the ability to see in an objective
manner, our sense of commitment, and the deepening
of our personal vision. Like other professions, teaching
requires the attainment of continuing education units
for renewed licensure. Mandatory professional
development, while designed to improve school success,
is not personal mastery; personal mastery is intrinsic
and stems from a concrete personal vision. Attaining
personal mastery involved continually focusing and
refocusing on what is wanted and, once attained,
permits a greater connection to the world.
A school will not become a learning organization if
employees do not learn; however, individual learning
automatically does not necessarily produce a learning
organization (Senge 2006). Unlike other reforms or
programs imposed from outside sources, the basis
for Senge's model requires "ongoing bodies of study
and practice that people adopt as individuals and
groups" (Senge, Cambron-McCabe, Lucas, Smith,
Durtton, & Kleiner, 2000).

Mental Models
The generalizations we make and the pictures or
images we form in our minds are our mental models,
Senge's third discipline. Mental models increase
personal awareness, influence what we see and how
we act (Senge, 2006) This discipline includes the
sharing of our thinking with others effectively and
having our thinking open to the influence of others.
Working with mental models develops the skills of
reflection and inquiry. An end product of mental
models is the challenge of previous thinking, which
paves the way for an examination of assumptions
and generalizations about organizational practices.
In education, implementing this discipline requires
the creating of new definition of leadership and
organizational structure in terms of decision-making
(Isaacson & Baumberg, 1992).

one another and approached as such (Senge 2006).

In schools, it is the realization that the first person a
student sees that day, whether a bus driver, secretary,
or classroom teacher, makes an impact on her. Every
person with whom the student interacts is a part of
the system. This discipline is composed of and is a
result of the other four disciplines.
Senge lists several "laws" for systems thinking. While
all are important, it is perhaps the violation of his last
law that most undermines growth in schools "there
is no blame" (Senge, 2006, p. 67). In true systems
thinking, all stakeholders are a part of a single system
and "there is no separate other'" (p. 67). In practice, the
situation is far different. When explaining low student
proficiencies, college and university educators tend
to blame high school teachers; high school teachers
tend to blame their counterparts in middle school,
and middle school teachers shift the blame to tend
to blame elementary faculty, and most all educators
blame the parents (Feldman, 2012). The reality of
education is that most faculty members, regardless of
grade level taught, sees "other" and targets "other" for
blame. Senge sees the relationships being the "cure"
in creating and maintaining a learning organization.
With relationships come dialogue and discussion and
a start to systems thinking. Effective school leadership
should foster and develop the needed dialogue and
discussions needed for change.
Dialogue and discussion require time. Time is also an
obstacle in the development of relationships among
educators. Teaching in itself is a time-consuming
endeavor as teachers have lessons to plan, papers to
grade, and mandatory professional development for
licensure. A systematic solution is to embed time
for teachers to meet and the skills where needed
to create meaningful professional relationships. By
respecting subordinates' time, school leaders show
they value and trust their faculty and staff.

Personal Mastery
Shared Vision
Personal mastery and the sharing of mental models are
the basis for creating a shared vision. Shared vision

The concept of mastery is well-applied to education

(Wong & Wong, 1998). Less so is the concept of
personal mastery. This discipline entails a "special

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dialogue as causing exploration of complex issues

as members listen to one another while questioning
their own views. The purpose of dialogue is to extend
understanding. Discussion involves the presentation
and defense of different views with the goal of
support for the best decision at hand. Unless teams
learn, there will be minimal or no growth in the
organization. Whereas the purpose of dialogue is
not to form a conclusion, the goal of discussion is
to identify one. Discussion involves the presentation
and defense of the different views espoused by the
learning team members with the goal of creating
a new view or opinion (Senge 2006). Productive
discussions result in a conclusion or course of action.
True team learning fluctuates between the use of
both dialogue and discussion.
Schools currently have a vehicle for team learning,
the professional learning community (PLC). The
literature on PLCs indicates a wide variance of
interpretation and implementation. Of the various
PLC models developed, Hord and Sommers' (2008) is
most logical to use when implementing Senge's five
disciplines. Hord and Sommers defines five attributes
of an effective PLC: (a) shared beliefs, values, and
visions; (b) shared and supportive leadership; (c)
collective learning and its application; (d) supportive
conditions; and (e) shared personal practice (Hord,
2008). The role of the educational leader is to a part
of the creating of the vision, but she also shares the
vision with other stakeholders. PLCs are dependent
on whole school professional learning, involvement,
and collaboration. Hord and Sommers acknowledge
that trust is a key part of PLCs and sees trust as a
goal that requires substantial time and activities. A
role for building leadership is to provide the time
and activities needed for successful PLCs.
Learning Disabilities of an Organization
For each of the five disciplines that make organizations
grow, there are an equal number of counter forces
at work in schools that effective leadership could
minimize or eradicate. Senge (2006) refers to the
practices that impede systems thinking as a learning

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includes the shared and collective goals, values, and

missions that characterize an organization. To truly
share a vision, visions of the future are unearthed to
gain greater commitment and are not merely goals or
outcomes written and displayed in a hallway or office.
It is evident in both the sharing of personal visions
and the physical space of the learning organization.
Deriving a shared vision promotes trust from coworkers
and creates a common identity. The key to successful
shared visions is communication. Shared visions are
spread through enrollment or commitment rather
than compliance. Employees who are enrolled
or committed personally want the shared vision,
whereas compliance is simply the acceptance of
another's vision (Senge, 2006). Educational leaders
can move toward enrollment by inviting teachers to
be involved in the creation of the school's vision.
When administrators create the vision in isolation,
it will be merely tolerated by most staff.

Team Learning
In any organization, be it a sports team, business,
or school, the "intelligence of the team exceeds the
intelligence of the individuals on the team" (Senge,
2006, p. 9). This discipline begins with dialogue and
a suspension of assumptions to permit the discovery
of insights through the free flow of ideas. A team is
far more than just a group of people who happen to
work for the same company or in the same department.
To be a learning team, members must have a shared
vision, comparable purpose, and complement another's
efforts. Team learning "is a process of aligning and
developing the capacity of a team to create the
results its members truly desire" (Senge, 2006, p.
218) and building on personal mastery and vision.
Team learning requires proficiency in dialogue and
discussion which can be complementary.
The engagement of dialogue involves becoming aware
of one's own assumptions, sharing one's assumptions
with other, and inviting others to inquire about one's
thoughts and beliefs. When dialogue happens, people
learn to think together (Senge, Cambron-McCabe,
Lucas, Smith, Dutton, & Kleiner. 2000). Senge sees

growing. The administrators' chief offenses? Squelching

disagreement and laying blame (Senge, 2006).
Senge's disciplines are dependent on trust. When
ideas are squelched and blames if laid, trust cannot
be maintained or developed. Historically little trust
exists between stakeholders in education teachers,
parents, administration, and local business officials
(Senger, Cambron-McCabe, Lucas, Smith, Durtton,
& Kleiner, 2000). Rather than work in opposing
directions, mutual trust and respect are critical in
order for stakeholders to learn and support each
other. Without trust and respect toward staff, school
officials look to outside sources for solutions rather
than relying on those who have expert knowledge
of the problem the teachers. Bringing in outside
"help" assumes that faculty is not able to find a
solution and removes the opportunity for faculty to
learn and grow. School leadership seems so focused
on finding outside solutions that they often overlook
the obvious; if educational consultants and vendors
were consistently successful, the number of failing
districts would be reduced. The use of funding for
purchasing products and services could better be
channeled to direct services for students such as
counseling, physical education, art, music, and
developing connections to parents and community
(Senge et al.).
An organization with mutual trust and respect
negates placing blame. When a school is a learning
organization, leadership trusts staff, and staff trusts
leadership. Decisions are not made in a top-down
manner, but rather with collaboration. Even under
the best of circumstances, the best of educational
leaders are not extensively in the classroom and
know students or course content as well as teachers.
In schools, blame can be eliminated if the practice
of "shifting the burden" (Senge, 2006, p. 103) is
also eliminated. This common practice happens as
people look for simple and easy solutions to student
achievement. Senge sees these types of solutions as
being possibly effective in the short-run but relatively
worthless long term. Easy and quick solutions tend to
address the symptom and fail to address the systemic
issue or problem being addressed.

disability and lists seven of them. These disabilities are

not germane to schools but apply to all organizations.
The first disability is the tendency of people to obtain
their identities from their employment position. This
tendency impedes the vision of the overall purpose of
the organization. Being tied to an identity produces
the second disability of finding an external person
or organization to blame. Just as outside forces tend
to be blamed so too do we tend to practice the third
discipline as we eek the solution from another and,
fourth, focus on an event rather than the process
that causes the events. The fifth disability, Senge
refers to as "The Parable of the Frog" (2006, p. 22).
As people become used to a situation, they become
more complacent just as the frog in this parable. The
sixth disability addresses our experiences. Having
prior experiences in an area does not help when
actions needed stem beyond what we know. The
last disability is the normal practice of incompetent
management teams, a term that is poor commentary
on many school leaders.

Learning Disabilities in School

Organization
The reliance on top-down administration demonstrates
the most common learning disability exhibited by
many educational leaders. The traditional role of
the principal is to provide "guidance, support, and
encouragement to staff" (Marczely 2001, p. 225).
Their jobs also entail hiring and evaluating personnel,
sustaining and improving the building appearance,
supervising instruction, maintaining business record,
handing public relations, and developing professional
development. Applying Senge's disciplines to schools
would involve principals redefining their position
to one of creating the environment and time for
collaboration, and becoming more of a team player than
a coach. Integrating the five disciplines would make
this position less onerous, improve staff enrollment
into the goals of the school, and ultimately improve
student growth.
Yet this does not happen. The actions of the school
leadership impede the institution from learning and

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Senge, P., Cambron, N., Lucas, T., Smith, B., Dutton,

J., & Kleiner, A. (2000). Schools that learn: A
fifth discipline fieldbook for educators, parents,
and everyone who cares about education. New
York, NY: Doubleday.
Wong, H. K. & Wong, R. T. (1998). How to be an
effective teacher: The first days of school. Mountain
View, CA: Harry K. Wong Publications, Inc.

The Benefits of Overcoming Learning

Disabilities and Implementing Systems
Thinking
Implementation these five disciplines without the
counter forces on a school-wide or district-wide
level would engage teachers and staff to participate
in personal mastery and the other disciplines. This
approach would mean that administrators involve
faculty and staff in decision-making and practice
transparency. Leadership would become participatory,
collaborative, and transparent. Changing a school to a
learning organization would require leadership from
teachers, and the commitment of administration as
well as other stakeholders in education (Senge, 2012).
As the institution grows through learning, the effect
should trickle down to students as terminology and
practices are incorporated into daily routines and
vocabulary. Systems thinking is not limited to educators
according to Senge. He posits it could be part of
overall classroom pedagogy as well and thus teach
the next generation of educational leaderships how
to be effective.

References

.2012 |
, | 38.26

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Feldman, D. (2012, July). Fixing the past: Remediating

at-risk writers. Paper session at the Israel. Forum
for Academic Writing (Institute of Research,
Curriculum, and Program Development for Teacher
Education), Tel Aviv, Israel.
Hord, S. M. & Sommers, W. A. (2008). Leading
professional learning communities: Voice sfrom
research and practice. Thousand Oaks, CA:
Corwin Press.
Marczeley, B. (2001). Supervision in education: A
differentiated approach with legal perspectives.
Gaithersburg, MD: Aspen Publishers.
Senge, P. (2012). Creating the schools of the future:
Education for a sustainable society. Leader to
Leader, 65, 44-49.
Senge, P. M. (2006). The fifth discipline: The art
and practice of the learning organization. New
York, NY: Currency Doubleday.