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Theory of systems thinking
Theory of systems thinking
Theory of systems thinking
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The Fifth Discipline by Peter Senge In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning. Senge describes five disciplines that are necessary for a learning organization. "Learning organization" is a catchphrase covering the ideal of an organization built on vision, teamwork, openness, flexibility, ability to act under changing conditions, and so forth and so on. It is an organization where people don't just promote their limited region and privileges, but where they take risks and responsibilities for their shared future, working on creating maximum synergy and maximum ability to deal with the whole state of affairs. The five disciplines are: team learning, building shared vision, mental models, personal mastery, and systems thinking. Team learning is the proficiency of a group of people to halt their theories and assumptions and freely think together. That involves dialogue in the true meaning of the word, as a flow of meaning. It means going beyond personal defensiveness and presenting ideas openly, even when one is going out on a limb. Building shared vision means members of a group truly share their pictures of the future, if they are excited about what they are creating together, then they will act out of inner motivation an...
Conroy displays his life through his novel, The Lords of Discipline, to give readers a visual demonstration of how life connections can transform the entity of a novel. Conroy's attendance to the Citadel, his family, and the South helped influence his innovative writing style.
"Give me a good theory over a strategic plan any day of the week," is the opening sentence of Michael Fullan's book “Six Secrets of Change”. The read is a guide for both business and education leaders who desire to make their organizations successful. The six secrets that are illustrated in this book are offered as a theory of action. Individually each secret may appear to be simple, yet Fullen layers them with intricate details that express its value to change. Although some of the secrets may be difficult to understand the author makes a conscience effort to provide real-life examples of these secrets through organizational practices. He discusses organizational attitudes and behaviors and provides example in which execution has been successful and other areas that have not been successful. By using these examples, Fullan provides a blueprint for organizational leaders that can be used to guide their action towards successful long lasting changes. Ultimately this will improve organizational culture and efficiency. Michael Fullan is a well-known, author of works devoted to leader...
By working together there is information sharing, improve safety and quality also collaboration gives knowledge to other professionals. (Littlechild and Smith, 2013).what I have learned through working in partnership with other professionals was creating a poster related to what each professional does. Some of the professionals I did not know how exactly they work together in partnership. Example: I was not aware of how a radiology would work with a social work and the outcome of that was that Radiology develop and maintain collaborative relationship with medical colleagues and participates in regular meetings with other professionals activities to meet the needs of a service users therefore they collaborate with Social Workers. By doing a poster and delivering information I learned a lot from the other team members, shared experiences knowledge and skills with other group members. Group work made me realise how it is very important to work in multi-displinary team, the benefit of it and what others can benefit from. During the poster each of the student was from different professional however we all had the question but each had to look at it in each profession perspectives. This gave an opportunity to everyone to go and search for each professional and communicate with the rest of the group the outcome of the presentation. By doing that, we exchanged ideas learned from each other’s skills and used it into practice. I have learned about sharing information with others, learned about communication and
Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7-22. doi: 812347
One of the disadvantages of a multidisciplinary team is that problems can be encountered when different professionals work together, there can be unclear goals, lack of direction and poor leadership (D...
Peter Senge’s book The Fifth Discipline is truly the authority on “systems thinking.” This is a leadership framework used by organizations to improve learning within their system. Senge further develops a strategy on how we can renew our minds to see the dynamic complexity within any given system. Senge defines an element of dynamic complexity within system thinking as “seeing wholes.” (p. 68). He describes that we can develop a framework to seeing interrelationships rather than just “snapshot.” (p. 68). This is why Senge stresses that we renew our thinking on how we perceive the world:
Nelson, D.L, & Quick, J.C. (2009). Organization behavior, science, the real world, and you (6th ed.) Mason, OH: Cengage Learning.
Senge, P.N. (1990) The Fifth Discipline: The Art & Practice of the Learning Organisation London: Century Business
In the business world today, the need for continuous learning and development by professionals and individuals is increasingly being stressed by most organizations and the industry as a whole; as lifetime employment to one particular organization is no longer certain this days. This change is due to the changing business environment and competition among organizations and staff; thus making most organizations
It can be defined as the merging of various disciplines or organizations with different goals, needs and cultures into a cohesive and mutually supporting unit (Baiden, 2006). Individuals from various organizations are required to work together to achieve common project goals and achieve the triple constrains of time, cost and quality. It is vital that teams from different background to collaborate and fully utilise their knowledge-expertise and experience in knowledge sharing effectively throughout the project life cycle (Ibrahim et al., 2013). The greater collaboration amongst project team members minimize waste and mitigate disputes to deliver outstanding project outcomes. Walker and Lloyd-Walker (2014) emphasized the success of a project is built upon teams that consciously integrate in an atmosphere that is open and non-competitive. The integration environment drives the teams’ commitment to provide the best effort and solution for the best project
Smith, M. K. (2001, 2013). Chris Argyris: theories of action, double-loop learning and organizational learning. In The encyclopedia of informal education. Retrieved from [http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.
Organisation must be aware that learning is necessary before they can develop into a Learning Organisation. This may seem to be a strange statement but this learning must take place at all levels; not just the management level. Once the company has expected the need for change, it is then responsible for crating the appropriate environment for this change to occur in.
Skills and knowledge possessed by every member is also important for a team to become high performance. Although it is among the most important factors, however, it must be coupled with a good working relationship with every team member and good collaboration with every team member. The members who possess the good skills and wide knowledge will be a useful resource to the team if that team member can share their strengths with the other team members and vice versa. It is usually misconstrued that having skillful and intelligent team members is already enough to make a team work right. This kind of thinking is the reason why most teams, despite all of those competent members they have, fail to achieve their goals. A team should establish one common goal, not to think that way and develop a good working relationship with each member. (retrieved from: http://www.strictlysuccess.com, August 18, 2005) This can be done by self awareness exercises, like the DISC assessment and other assessments or any other kind of self awareness exercises regarding communication style differences. Then these factors and important pieces of information should be taken into full consideration before the actual project is begun. These exercise or assessments can be great ice breakers and mark the difference between a group of individuals merely assigned to a team, as opposed to functioning as...
Besides, as stated in the book The Fifth Discipline, Peter Senge (1990) defines a learning organization as an organization where individuals constantly grow their ability to produce the results they genuinely seek in their life. He also mentioned that in a learning organization, new and broader mindset is cultivated, collective aspirations set free and the organization is continually discovering how to learn to create their own future.