Please enable JavaScript.
Coggle requires JavaScript to display documents.
KNOWLEDGE MANAGEMENT #4 (Senge - The Fifth Discipline, 1990 (Systems…
KNOWLEDGE MANAGEMENT #4
-
-
Senge - The Fifth Discipline, 1990
- Systems Thinking: A conceptual framework that allows ppl to study businesses as bounded objects. Think about + measure the performance of the organisation as a whole. Systems Thinking states that all the characteristics must be apparent at once in an organisation for it to be a learning organisation
- Personal Mastery: Commitment by an individual to the process of learning. Acquired through staff training, development + continuous self-improvement; learning can't be forced upon an individual who isn't receptive. Most workplace learning is incidental, not the product of formal training. There's competitive advantage for an organisation whose workforce can learn quicker than the workforce of other organisations
- Mental Models: The assumptions held by individuals + organisations. Might limit peoples' observations. Old models must be challenged to create an open culture that promotes inquiry and trust, instead of having confrontational attitudes
- Shared Vision: Important in motivating the staff to learn, as it creates a common identity that provides focus + energy for learning. The most successful visions build on the individual visions of the employees at all levels of the organisation - thus, creation of a shared vision can be hindered by traditional structures where the company's vision is imposed from above
- Team Learning: The accumulation of individual learning constitutes team learning. Staff grow more quickly + the problem-solving capacity of the organisation is improved through better access to knowledge and expertise
- This combination encourages organisations to shift to a more interconnected way of thinking - organisations should become more like communities that employees can feel a commitment to
-
-