Personal Mastery Is A Lifelong Discipline, Learning, And Systems Thinking

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Senge describes five disciplines that must be followed and mastered for a learning organization to thrive. Individually they are not enough, but together they build an organization that can truly learn and “enhance their capacity to realize their highest aspirations.” (Senge, 1990, p. 6). The disciplines are not to be thought of as punishments, but rather techniques and theories that must be studied, practiced, and integrated into our lives. The five disciplines are Personal Mastery, Mental Models, Building Shared Vision, Team Learning, and Systems Thinking (Senge, 1990). Personal mastery is a lifelong discipline; it is a special level of understanding in personal growth and learning. Personal mastery demands of us that we continually…show more content…
175). Mental models become an issue in the learning organization when they prevent new ideas from being put into practice because they differ from internal generalizations of how things should be (Senge, 1990, p. 174). It is obvious mental models can hinder learning, but they can also accelerate it. Mental models that lie just below the conscience are the most dangerous, so in a learning organization it is important to bring assumptions about business issues to the surface. When mental models are handled as assumptions instead of facts and are discussed openly the individuals in the organization open themselves up to learning different points of view, in turn widening the scope of the organization overall (Senge, 1990, p. 203). Building shared visions begin with personal visions. We all know the drive a personal vision can instill in a person, imagine if everyone had the same vision. Shared visions build a commonality among individuals in an organization. They are an impressive force within the hearts of the individuals that few, if any, other forces can match (Senge, 1990, p. 206). Shared visions are imperative for learning organizations because they provide a focus and energy to seek learning. Shared visions are not merely vision statements written by upper management; they are common aspirations that change a person’s relationship with the

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