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    Learning Organisations: Presentation FOR ALL Who Want To Learn

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    jose
    This document discusses the concept of a learning organization. Some key points: 1) A learning organization is one where people continually expand their capacity to achieve desired results and learn together. It is a place where people discover how they create and change their reality. 2) Real learning involves recreating and reperceiving ourselves and our relationship to the world. It extends our ability to create. 3) Team learning is vital because teams are the fundamental learning unit, and organizations cannot learn unless teams can learn. 4) Building a learning organization requires developing personal mastery, shared visions, mental models, and systems thinking skills across the organization.

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    Learning Organisations: Presentation FOR ALL Who Want To Learn

    Uploaded by

    jose
    19 views35 pages
    This document discusses the concept of a learning organization. Some key points: 1) A learning organization is one where people continually expand their capacity to achieve desired results and learn together. It is a place where people discover how they create and change their reality. 2) Real learning involves recreating and reperceiving ourselves and our relationship to the world. It extends our ability to create. 3) Team learning is vital because teams are the fundamental learning unit, and organizations cannot learn unless teams can learn. 4) Building a learning organization requires developing personal mastery, shared visions, mental models, and systems thinking skills across the organization.

    Original Title

    SYSTEM THINKING

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    This document discusses the concept of a learning organization. Some key points: 1) A learning organization is one where people continually expand their capacity to achieve desired results and learn together. It is a place where people discover how they create and change their reality. 2) Real learning involves recreating and reperceiving ourselves and our relationship to the world. It extends our ability to create. 3) Team learning is vital because teams are the fundamental learning unit, and organizations cannot learn unless teams can learn. 4) Building a learning organization requires developing personal mastery, shared visions, mental models, and systems thinking skills across the organization.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    19 views35 pages

    Learning Organisations: Presentation FOR ALL Who Want To Learn

    Uploaded by

    jose
    This document discusses the concept of a learning organization. Some key points: 1) A learning organization is one where people continually expand their capacity to achieve desired results and learn together. It is a place where people discover how they create and change their reality. 2) Real learning involves recreating and reperceiving ourselves and our relationship to the world. It extends our ability to create. 3) Team learning is vital because teams are the fundamental learning unit, and organizations cannot learn unless teams can learn. 4) Building a learning organization requires developing personal mastery, shared visions, mental models, and systems thinking skills across the organization.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 35

    LEARNING ORGANISATIONS

    A
    PRESENTATION
    FOR
    ALL
    WHO WANT TO LEARN……
    THE FIFTH DISCIPLINE…

    THE ART AND PRACTICE


    OF THE LEARNING
    ORGANISATION
    WHAT IS LEARNING ORGANISATION ?

    ORGANISATIONS WHERE PEOPLE


    CONTINUALLY EXPAND THEIR CAPACITY
    TO CREATE THE RESULTS THEY TRULY
    DESIRE,WHERE PEOPLE ARE
    CONTINUALLY LEARNING HOW TO LEARN
    TO GETHER.
    A LEARNING ORGANISATION IS A PLACE
    WHERE PEOPLE ARE CONTINUALLY
    DISCOVERING HOW THEY CREATE THEIR
    REALITY, AND HOW THEY CAN CHANGE IT.
    LEARNING MEANS…
    LEARNING IS CONSIDERED SYTONYMOUS WITH
    “TAKING IN INFORMATION”.
    REAL LEARNING GETS TO THE HEART OF WHAT IT
    MEANS TO BE HUMAN.
    THROUGH LEARNING WE RE-CREATE OURSELVES.
    THROUGH LEARNING WE REPERCEIVE THE WORLD
    AND OUR RELATIONSHIP TO IT.
    THROUGH LEARNING WE EXTEND OUR CAPACITY
    TO CREATE.
    LEARNING ORGANISATIONS ARE THOSE WHICH
    ARE CONTINUALLY EXPANDING THEIR CAPACITY
    TO CREATE ITS FUTURE.
    LEARNING…

    LEARNING ORGANISATIONS
    ARE POSSIBLE BECAUSE WE
    ALL ARE LEARNERS.
    THE MORE WE LEARN THE
    MORE WE ACUTELY BECOME
    AWARE OF OUR IGNORANCE.

    THE FIFTH DISCIPLINE


    LEARNING ORGANISATION…

    TEAM LEARNING IS VITAL


    BECAUSE TEAMS , NOT
    INDIVIDUALS ARE THE
    FUNDAMENTAL LEARNING
    UNIT IN AN ORGANISATION.
    UNLESS TEAMS CAN
    LEARN,THE ORGANISATIONS
    CAN NOT LEARN.
    THE FIFTH DISCIPLINE
    DO WE HAVE A
    LEARNING
    DISABILITY?

    THE WAY WE ALL ARE TAUGHT TO


    THINK AND INTERACT CREATE
    FUNDAMENTAL
    LEARNING DISABILITY
    “ I AM MY POSITION”

    WHEN WE FOCUS
    ONLY ON OUR
    POSITION WE
    HAVE LITTLE
    SENSE OF
    RESPONSIBILITY
    FOR THE RESULTS
    PRODUCED WHEN
    ALL POSITIONS
    INTERACTS.
    THE ENEMY IS OUT THERE…

     IT IS A BY- PRODUCT
    OF “I AM MY POSITION”.
     THER IS IN EACH OF
    US A PROPENSITY TO
    FIND SOMEONE OR
    SOMETHING OUTSIDE
    OURSELVES TO
    BLAME WHEN THINGS
    GO WRONG.
    BEING PROACTIVE…
     TOO OFTEN
    PROACTIVENESS IS
    REACTIVENESS IN
    DISGUISE.
     TRUE
    PROACTIVENESS
    COMES FROM
    SEEING FROM HOW
    WE CONTRIBUTE TO
    OUR OWN
    PROBLEMS.
    FIXATION ON EVENTS…

    OUR CONVERSATION IN
    ORGANISATION IS DOMINATED
    BY EVENTS. FOCUSSING
    ON EVENTS LEADS TO EVENT
    EXPLANATIONS.
    LEARNING CAN NOT
    TAKE PLACE IF PEOPLE’S
    THINKING IS DOMINATED
    BY SHORT TERM EVENTS.
    THE SUDDEN AND GRADUAL CHANGES…

     THINGS THAT HAPPEN SLOWLY DOES NOT


    ATTRACT OUR ATTENTION.
     WE NOTICE ONLY SUDDEN /ABRUPT CHANGES.
     THE PROBLEM IS,OUR MINDS ARE LOCKED IN
    ONE FREQUENCY ONLY
    LEARNING FROM EXPERIENCE…

    WE LEARN BEST
    FROM EXPERIENCE
    BUT WE NEVER
    DIRECTLY
    EXPERIENCE THE
    CONSEQUENCES
    OF MANY OF OUR
    MOST IMPORTANT
    DECISIONS.
    MANAGEMENT TEAM…

    THE TEAM
    PRETENDS
    THAT EVERY
    ONE IS BEHIND
    THE TEAM’S
    COLLECTIVE
    STRATEGY.
    WHAT IS SYSTEMS THINKING…

    MOST OF US SEE OUR JOBS AS


    “MANAGING OUR POSITION” IN
    ISOLATION FROM THE REST OF THE
    SYSTEM ;
    SYSTEMS THINKING IS A DISCIPLINE
    FOR SEEING THE WHOLES.
    IT IS A FRAMEWORK FOR SEEING
    INTERRELATIONSHIPS RATHER THAN
    THINGS, FOR SEEING PATTERNS OF
    CHANGE.
    THE FIFTH DISCIPLINE
    WHAT IS SYSTEMS THINKING…

    IT IS A SYSTEM FOR SEEING THE


    “STRUCTURES” THAT UNDERLIE
    THE COMPLEX SITUATIONS.
    IT SIMPLIFIES OUR LIFE BY
    HELPING US SEE THE DEEPER
    PATTERNS LYING BEHIND THE
    EVENTS AND THE DETAILS.

    THE FIFTH DISCIPLINE


    SYSTEMS THINKING

    SEEING THE THE REALITY IS MADE


    MAJOR INTER- UP OF CIRCLES
    RELATIONSHIPS BUT WE SEE
    UNDERLYING A STRAIGHT
    PROBLEM LINES;
    LEADS TO NEW HEREIN LIES THE
    INSIGHT INTO BEGINNING OF
    WHAT MIGHT BE OUR
    DONE. LIMITATION AS
    SYSTEMS
    THINKERS.
    THE FIFTH DISCIPLINE
    SYSTEMS THINKING

    IN MASTERING SYSTEMS
    THINKING WE GIVE UP THE
    ASSUMPTION THAT THERE
    MUST BE AN INDIVIDUAL,
    RESPONSIBLE… ;
    EVERYONE SHARES
    RESPONSIBILITY FOR
    PROBLEMS GENERATED BY A
    SYSTEM.
    THE FIFTH DISCIPLINE
    BUILDING THE
    LEARNING
    ORGANISATION
    LEARNING
    ORGANISATIONS…
     ORGANISATIONS LEARNING
    LEARN ONLY ORGANISATIONS
    THROUGH
    INDIVIDUALS WHO ARE NOT
    LEARN. POSSIBLE
     INDIVIDUAL UNLESS THEY
    LEARNING DOES HAVE PEOPLE AT
    NOT GUARANTEE
    ORGANISATIONAL EVERY LEVEL
    LEARNING WHO PRACTICE
     BUT WITHOUT IT NO IT.
    ORGANISATIONAL
    LEARNING OCCURS.
    THE FIFTH DISCIPLINE
    PERSONAL MASTERY

     THE PHRASE IS USED FOR PERSONAL


    GROWTH AND LEARNING
     FROM THE QUEST OF PEOPLE TO
    GROW AND LEARN COMES THE
    SPIRIT OF THE LEARNING
    ORGANISATION.
     PERSONAL MASTERY IS NOT
    SOMETHING WE POSSESS ; IT IS A
    PROCESS.
    THE FIFTH DISCIPLINE
    TO EXPAND PERSINAL MASTERY

    CONTINUALLY FOCUSSING
    ON ONE’S VISION,
    HOLDING CREATIVE TENSION,
     SEEING OUR
    CONNECTEDNESS TO THE
    WORLD.
    COMMITMENT TO THE WHOLE
    THE FIFTH DISCIPLINE
    MENTAL MODELS…

    OUR MENTAL MODELS DETERMINE


    NOT ONLY HOW WE MAKE SENSE
    OF THE WORLD BUT HOW WE
    TAKE ACTION.
    TWO PEOPLE WITH DIFFERENT ME
    NTAL MODELS CAN OBSERVE THE
    SAME EVENT AND DESCRIBE IT DIF
    FERENTLY.

    THE FIFTH DISCIPLINE


    SHARED VISION…

     IT IS VITAL FOR THE LEARNING


    ORGANISATION BECAUSE IT PROVIDES
    THE FOCUS AND ENERGY FOR
    LEARNING.
     A SHARED VISION IS THE FIRST STEP IN
    ALLOWING PEOPLE WHO MISTRUSTED
    EACH OTHER TO BEGIN TO WORK
    TOGETHER.
     IF THERE IS NO SHARED VISION THAN
    THERE WILL BE “COMPLIANCE” NO
    “COMMITMENT”.
    THE FIFTH DISCIPLINE
    TEAM

    UNALIGNED TEAM

    ALIGNED TEAM
    TEAM
    TOGETHER EACH
    ATTAINS MORE
    TALENT OF ALL
    EXCELLENCE OF SOME
    ALIGNED FOR
    MUTUAL QUEST
    TEAMS
    TEAMS && CONFLICT
    CONFLICT
     GREAT TEAMS ARE NOT
    CHARACTERISED BY ABSENCE OF
    CONFLICT.
     FREE FLOW OF CONFLICTING IDEAS
    IS CRITICAL FOR CREATIVE
    THINKING.
     DIFFERENCE BETWEEN GREAT
    TEMS AND MODIOCRE TEAMS LIES
    IN HOW THEY FACE CONFLICT AND
    DEAL WITH DEFENSIVENESS THAT
    INVARIABLY SURROUNDS CONFLICT
    (DEFENSIVENESS ROUTINES)
    WHY TEAMS FAIL…

     WE HAVE LEARNT NOT TO EXPRESS


    OUR VIEWS AND VISIONS.
     THE MANAGERS BELIEVE THAT THEY
    MUST KNOW EVERYTHING , AND
    THAT THEY KNOW ANSWERS TO
    MOST PROBLEMS.
     THEY DO NOT REVEAL THE THINKING
    BEHIND THEIR DECISIONS.
     THIS BECOMES ORGANISATIONAL
    CULTURE.
    THE FIFTH DISCIPLINE
    HOW TO CONFRONT
    DEFENSIVENESS

     BY SELF DISCLOSURE AND BY ENQUIRY.


     INQUIRING INTO CAUSES MEANS
    REVEALING YOUR OWN ASSUMPTIONS
    AND REASONING & ENCOURAGING
    OTHERS TO DO SO.
     IT IS NOT ABSENCE OF DEFENSIVENESS
    THAT CHARACTERISES LEARNING BUT
    THE WAY IT IS FACED;
     SO, UNLOCK YOUR DEFENSIVENESS AND
    RELEASE YOUR ENERGY.
    THE FIFTH DISCIPLINE
    SYSTEMS THINKING..

     THE TOOLS OF SYSTEMS THINKING


    ARE IMPORTANT TODAY BECAUSE
    ALL THE PRIME TASKS OF
    MANAGEMENT INVOLVES
    WRESTLING WITH COMPLEXITY.
     TODAY THE ONLY UNIVERSAL
    LANGUAGE OF BUSINESS IS
    FINANCIAL ACCOUNTING,IT OFFERS
    ”SNAPSHOTS” OF A BUSINES NOT
    DYNAMIC COMPLEXITY.(HOW THESE
    RESULTS WERE CREATED)
    THE FIFTH DISCIPLINE
    SKILLS REQUIRED TO LEAD
    LEARNING ORGANISATIONS
     WITHOUT A GENUINE SENSE OF COMMON
    VISION AND VALUES THERE IS NOTHING TO
    MOTIVATE PEOPLE BEYOND SELF INTEREST.
     PEOPLE LEARN MOST RAPIDLY WHEN THEY
    HAVE A SENSE OF RESPONSIBILTIY FOR
    THEIR OWN ACTIONS.
     THE BELIEF THAT WE CAN NOT INFLUENCE
    THE CIRCUMSTANCES UNDERMINES
    INCENTIVE TO LEARN
     IF WE KNOW THAT OUR FATE IS IN OUR OWN
    HANDS OUR LEARNING MATTERS.

    THE FIFTH DISCIPLINE


    THE NEW VIEW OF LEADERSHIP

     IN A LEARNING ORGANISATIONS
    LEADERS ARE DESIGNERS,STEWARDS
    AND TEACHERS.
     THEY TRY TO BUILD ORGANISATIONS
    WHERE PEOPLE CONTINUALLY EXPAND
    THEIR CAPABILITIESUNDERSTAND
    COMPLEXITY,CLARIFY VISION AND
    IMPROVE SHARED MENTAL MODELS.

    THE FIFTH DISCIPLINE


    WHO ARE NATURAL LEADERS?

    THEY ARE THE LEARNERS


    OF A
    LEARNING ORGANISATION !

    “LET US BECOME LEARNERS”

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