The Fifth Discipline Summary: Peter Senge

The Fifth Discipline Summary

The Fifth Discipline Summary provides a free book summary, key takeaways, review, top quotes, author biography and other key points of Peter Senge’s famous book. At the start, there was the 5th discipline.

A lot has already been written about Peter M. Senge’s masterpiece on organizational learning. So, we’ll keep the review the simple. If you haven’t read it, read it right now. This work first appeared in 1990. It was ahead of its time in explaining organizational learning. But today, this idea is key to organizational development. If you missed Senge’s analysis of work and business, you’re way behind. Why? Because Senge can innovate new theories and apply them to solid business practices. As per us, this book is a classic. But, don’t mistake it for books which seem impressive on the shelf. This is a book to be read and re-read. And, it’s for everyone who works in the corporate world.

“True pro-ac­tive­ness comes from seeing how we contribute to our own problems.”

This Summary Will Help Us Learn

  • How learning organizations work;
  • Which five practices build organizational learning; and
  • How to think in the context of systems.

Take-Aways

  • Organizations will learn only by people who learn.
  • To change old practices, leaders should change their thinking.
  • Employees are now knowledge workers. Hence, firms should also become learning workplaces.
  • Such change needs five practices. That is, shared vision, personal mastery, team learning, mental systems, and systems thinking.
  • The 5th principle, i.e., systems thinking combines all other principles.
  • Systems thinking involves seeing above parts to the whole.
  • Seeing the whole helps you avoid reacting to events. And thus, you can start creating the future.
  • People don’t just work for money. Instead, they look for internal satisfaction too.
  • Look at your life as a creative job. Let your skills guide you.
  • If you don’t rectify false ideas, you’ll make too many mistakes.

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The Fifth Discipline Summary

The “Learning Organization”

Employees are fast becoming knowledge workers. Hence, firms should also keep up by becoming learning workplaces. In such firms, employees plan to learn and grow. They try innovative ways of thinking to use their company’s full potential. Stanford Research Institute International carried out research. As per its report, learning workplaces have three features. First, they’ve values, vision, and honesty. Second, they promote communication among workers. And third, they encourage “systems thinking”. Systems thinking is to focus on the bigger picture rather than parts. The report also found vital elements to integrate learning into work. For example, promoting reflection on old views and beliefs. Plus, doing ‘action learning’ where employees analyze their actions to increase efficiency. Hence, companies must apply these principles to their culture.

Firms operate the way they do due to the thinking of its people. So, to change ineffective practices, people need to change their thinking. If workers change their work style, they can create shared understanding and visions. Such change in thinking is key to becoming a learning workplace.

The “Five Learning Disciplines”

Firms can become learning workplaces for two reasons. First, human nature encourages people to find new ways to solve problems. Hence, firms can tap workers’ ability and commitment to learning. Second, for workers work is ann’t just a means to an end. Instead, they desire internal satisfaction from what they do. A learning workplace which can give such satisfaction has five principles. Though listed differently, they work together:

  1. “Personal mastery” needs people to clarify their visions and build tolerance. Also, they need to take an unbiased look at reality. This lays the groundwork for the company and the person.
  2. “Mental models” involve finding and analyzing one’s ideas of how the world works.
  3. “Shared vision” needs that a company’s people have a shared commitment to its goals. Hence, it’s essential to lay down a strong mission statement.
  4. “Team learning” means people working together toward a common goal. Great teams aren’t born. Instead, they grow together. Team learning results in more productive learning.
  5. “Systems thinking,” says that human and business life are systems. Under this system, a single part affects other parts. People tend to focus on fragments and hence can’t see the whole thing. Systems thinking combines all five principles.
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These five principles are the core disciplines of a learning workplace. Firms and employees should master all five if they wish to build a leaning organization.

The Barriers to Learning

In a troubled firm, one can often see warning signs early on. Like long before things become out of control. But leaders and workers may not see those signs. Mostly, because of how they look at their jobs. And, how they handle the issues in general. These learning disabilities can worsen the problem.  And thus, firms can’t reach their real potential. Some barriers to learning are:

  • “I am my position” – Workers only think about their roles. They don’t recognize how their job relates to other functions in the company.
  • “The enemy is out there” – People blame others when mistakes happen. They don’t see how they’re adding to the problem.
  • “Fixation on events” – Many employees focus on short-term things. They fail to understand that most issues arise gradually.

Trapped in Old Thoughts

There’s a mock-exercise, i.e., the “beer game.” It presents a great example of how narrow thinking damages a firm. Different teams represent producers, wholesalers, distributors, and retailers. So, players either manager their factory’s beer production or beer stock levels. During some levels, consumer demand for a specific beer brand suddenly increases. Then, after some time the orders get back to the original level. Typically, each team raises its production or orders to balance. But, this leads to oversupply and massive losses. Communication isn’t allowed between links in the supply chain. This leads to chaos and blame game. Players try to find out ways to clean the mess and where it started. When the game ends, a briefing session happens. The players get to know how structure affects actions. And, how their efforts go beyond their roles in the system.

The next lesson teaches how manufacturing and distribution are prone to cycles. Hence, the players learn not to react to events. Instead, they should respond to variable trends. Reactions to events can lead to negative results. Therefore, it’s better to view longer-run trends and then analyze their impacts. The best way is using “systematic structure” explanations. These focus on what causes the patterns. Once you know the reasons, you can find solutions that have a more lasting impact.

For identifying these systems, one should change his/her thinking. And, must see the whole picture rather than parts. So, stop seeing people as reactors and see them as active participants.

“Herein lies the core learning dilemma that confronts or­ga­ni­za­tions: We learn best from experience but we never directly experience the con­se­quences of many of our most important decisions.”

“Dynamic Complexity” and Natural Archetypes

To move to systems thinking, first, recognize that many cases involve “dynamic complexity.” That is, an action can have an instant impact on the part of the system. But, a gradual and different impact on other parts. Its consequences may also vary. There’re two examples of complex dynamic problems. First is finding a balance between capacity growth and market expansion. Second is finding the best mix of product, price, quality, and design.

Open yourself to structures about which you were unaware. Seeing the hidden patterns is a crucial step toward freeing yourself from old practices. You can see such patterns by observing some recurring events. For example, a firm grows significantly when it’s small. Everyone gets the opportunity for career growth. All the people have high motivation. But, as the company develops, its goods/services may drench the market. The firm may become more administrative hence damaging motivation. Pushing for growth won’t solve the issue here. Instead, you should remove the factors which limit growth. Also, find actions which lead to long-run, important changes.

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Personal Mastery

Once you develop systems thinking, try developing personal mastery. A learning workplace relies on its people learning. As a result, personal mastery is crucial. Though such mastery needs developing skills and abilities, it goes above that. Mastery requires you to approach life as a creative job. If you do this, you can respond to conditions creatively and not reactively. Such an innovative approach demands to clarify what you value. Managers should build this approach. But, this is also important for all workers. A creative viewpoint helps empower the whole company.

Gaining personal mastery also involves having a personal vision. This vision will give you purpose and direction. Plus, it’ll also make you committed to your company and its goals. And, it means being able to develop instinct and logic. These are two skills which help you look at things in a rounded way.

Mental Modelling

Building right mental images is another critical step to effective learning. It’s because mental models shape how we see things. And thus, how we respond to situations. Our mental models include our beliefs, assumptions, and values. If we’ve false beliefs and fail to correct them, we’ll make many mistakes. But, if we change our beliefs, we can make informed choices.

Royal Dutch/Shell’s leaders did this in the 1970s. They modified their views on oil sector and global geopolitics during the OPEC ban. The managers gave their local firms more power. This was when other oil firms were relying on centralized control. Hence, Royal Dutch could respond to the turmoil of the period more efficiently. It was because it gave up the old control belief and command structure.

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A Shared Vision

While employees should develop personal modeling, the firm should promote a shared vision. With a shared vision, employees have the same understanding of their firm’s goals. A joint mission is important as it offers energy and focuses on learning.

Such a vision must be internal and positive because it empowers people. They get the feeling of working for a greater purpose. And, this purpose is reflected in the firm’s services and goods. They don’t think that they are merely working for “the” firm. Instead, “the” firm becomes “their” firm. A common goal encourages employees to become good team players. All this is important if a company wants to become a learning workplace.

“The key to seeing reality sys­tem­at­i­cally is seeing circles of influence rather than straight lines.”

Team Learning

Team learning has some core principles. First, teams need to learn to think deeply about complicated things. For this, they shouldn’t rely on a single mind working. Instead, they must use to power of many brains working together. The team should join hands to produce “creative, coordinated action.” Team members must communicate well. In a proper dialogue, team members see an issue from different views. But, in a discussion, individual members give their opinions and try to win support. All teams must encourage their members to collaborate with other teams too. This way a learning workplace has many teams working and learning together.

Opposed to common belief, great teams are not those where conflict is absent. Instead, the clash of opinions means that people are learning together. A team whose mates are at ease in sharing different views is going correctly. Conflict proves that the team is coming up with novel ideas.

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The Fifth Discipline Review

This book is about the learning rules of the organization that discuss that is the main principle of making the organization workplace more learning and productive. The more effective the learning of the organization would be the more the firm, employees and the teams of the organization would be effective. There are said to be five principles of learning in the organization that is the following.

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The first principle is the personal mastery; it means the person in the organization must know about the vision and have the tolerance in themselves. Second is the mental model; it is the model of the mind of the person that defines the mind pattern of the person how he sees the world and makes the analysis of different happening in the surroundings. The third thing is the shared vision that is the commitment of the people towards the company’s goals.

The fourth principle of learning is the team learning in the organization means how the people in the organization work together and collaborate with one another. Fifth, is the system thinking, as we know that all of the people and the organization are work as a system and this principle indicates the impact of the organization on the people and the people on the organization?

There are also some of the barriers to the learning that is one’s thoughts that are outdated and not want to learn new. The second is the dynamic complexity that restricts the person in the organization to learn from it. So for the effective organizational learning, it is imperative to kn0ow about all of the principles that are important for learning and on the other side overcome all of the hazards in the organization that limits it from learning new things.

The Fifth Discipline Summary: Peter Senge

The Fifth Discipline Quotes

“True pro-ac­tive­ness comes from seeing how we contribute to our own problems.”

“Herein lies the core learning dilemma that confronts or­ga­ni­za­tions: We learn best from experience but we never directly experience the con­se­quences of many of our most important decisions.”

“The key to seeing reality sys­tem­at­i­cally is seeing circles of influence rather than straight lines.”

“Small changes can produce big results – but the areas of highest leverage are often the least obvious.”

“At the heart of a learning or­ga­ni­za­tion is a shift of mind – from seeing ourselves as separate from the world to connected to the world.”

“A learning or­ga­ni­za­tion is a place where people are continually discovering how they create their reality.”

“A learning or­ga­ni­za­tion is an or­ga­ni­za­tion that is continually expanding its capacity to create its future.”

“Pushing harder and harder on familiar solutions, while fundamental problems persist or worsen, is a reliable indicator of non-sys­temic thinking.”

“By using the systems archetypes we can learn how to ’structure’ the details into a coherent picture of the forces at play.”

“People with a high level of personal mastery share several basic char­ac­ter­is­tics. They have a special sense of purpose that lies behind their visions and goals. For such a person, a vision is a calling rather than simply a good idea.”

“Systems thinking shows us that there is no outside; that you and the cause of your problems are part of a single system.”

“In the learning or­ga­ni­za­tion, the new ’dogma’ will be vision, values and mental models.”

The Fifth Discipline Summary: Peter Senge

About the Author

Peter Senge is a founding partner of a consultancy firm with branches in Massachusetts, Framingham, and Toronto. He’s also the Director of the Center for Organizational Learning at MIT’s Sloan School of Management.

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Best Selling Books

SaleBestseller No. 1
The Fifth Discipline: The Art & Practice of The Learning Organization
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The Fifth Discipline: The Art & Practice of The Learning Organization
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  • Peter M. Senge
  • Publisher: Doubleday
  • Edition no. 0 (03/21/2006)
  • Paperback: 445 pages
SaleBestseller No. 2
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization
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The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization
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  • Publisher: Crown Business
  • Edition no. 1 (06/20/1994)
  • Paperback: 593 pages

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