The Fifth Discipline By Peter Senge

In society, there are groups that interact with each other. They may be families, churches, government agencies, or anything in between. Those groups can be defined as systems, and in the systems perspective that is what they are referred to (Hutchison, 2017). In the 1960s, Ludwig von Bertalanffy developed the general systems theory in relation to biology, but it was widely publicized and used for various subjects (Hutchison, 2017). Hutchison (2017) summarized Bertalanffy’s theory by saying, “any element is best understood by considering its interactions with its constituent parts as well as its interactions with larger systems of which it is a part.” (p.

Journal One in The Alternative by Galen Leonhardy, tells the story of a teacher who helps open an alternative school in Kozol Creek, Idaho, and the struggles he faces in attempting to implement a collaborative education process. The author writes of teachers who let students run free through the halls or simply ignored kids because they did not know how to handle them. He also writes of teachers who strive for a more personalized education by learning who their students are and understanding the environment from which they come. I have also dealt with both kinds of teachers in my educational experience, as I was a student of an alternative school. Mr. Lamar, to me, represents what a teacher should be. His personal dedication to making a difference in students’ lives and his willingness to go the extra mile by empowering students to take responsibility for their education changed how I perceived my own education. Mrs. Patton, on the other hand, is a teacher I would much rather forget. Her militarized style of teaching made learning an afterthought to the daily complications we encountered in the classroom. Both Mr. Lamar and Mrs. Patton taught me the importance of being included in your own education.

1. System Thinking: System thinking is nothing but instead of focusing on only one particular issue, we have to analyze and try to understand the entire system on the whole. With this kind of analyzation, we can easily find a solution to the problem as the problems are not confined to only a particular area or time. We might find a solution for a particular issue, somewhere in the whole system by analyzing the entire system completely. We should try to relate the actions and the consequences on the whole as the issues occur at different time levels, not confined to only one particular time level. We have to have knowledge of the relation between different departments of an organization and the relation between them and the functionality between the departments as to how they are related in an organization. We generally focus on only one particular issue rather than seeing the bug picture and that shouldn’t be done. In system thinking we analyze the big picture.

A system is “A set of interrelated and interdependent parts arranged in a manner that produces a unified whole” (robbins 2006), and Systems theory is the

With today’s fast moving pace there are many challenges we face that demands more non-linear system thinking instead of cause and effect linear thinking. In The Fifth Discipline, Peter Senge stated, “system thinking is a discipline for seeing wholes,” rather than reacting to a specific part or event. System thinking involves shifting from the linear to non-linear thinking and/or the rational to the intuitive or thin-slicing type decisions. System thinking is

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.

Systems thinking is the capacity to see the master plan and to recognize patterns as opposed to conceptualizing change as segregated events. System thinking requires the other four orders to empower a learning organization to be figured it out. Additionally system thinking demonstrates that there is no outside that the reason for your issues at a piece of a solitary system.

These types of groups are aimed at learning from one another, rather than forcing change (Montgomery, 2002).

A system is a collection of elements that interact with each other over time to function as a whole. Systems thinking is a combination of the previous four practices: personal mastery, mental models, shared vision and team learning to dissect and examine the practices of the organization. I first heard learned about systems thinking five years ago when I started in the Hazelwood School District. Our district had just began our district wide professional development on systems thinking, but then we had a change in our superintendent in late August, just a few weeks after the start of school. With the change in district leadership, came a change in our district focus, and systems thinking was almost immediately abandoned. However, since revisiting it this semester, I can’t help but incorporate it into many of my daily

Senge's five components of a learning organization all work together. Personal mastery, shared vision, team learning, and mental models lay the groundwork for the organization. And systems thinking is the glue that makes it together. In order for the learning organization to work, each of the five disciplines must be developed at the same time and incorporated with one another.

* Secondly, I establish a guiding association of individuals to lead change and encourage association to work as a team.

Systems Thinking – It is the ability to see the 10,000 foot see, and to perceive plans instead of conceptualizing change as isolated events. Systems thinking needs the other four requests to engage a learning relationship to be made sense of it. There must be a standpoint change - from being separated to interconnect to the whole, and from denouncing our issues for something external to an affirmation that how we function, our exercises, can make issues.

Peter Senge and Andres Edwards expressed the importance of system thinking in that it is necessary for “understanding the dynamic complexity of a situation”, anticipating “the unintended consequences of proposed actions” and implementing “lasting solutions” (Higgins, K 2014).

Second, the model demands that attention be paid to the sources of command and control in the system. The role of system 4 deserves special attention here. It is a development function which, in the light of threats and opportunities in the environment, can suggest changes to systemic purpose and consequent alterations of organizational structure. The restrictions on the autonomy imposed by system 2 and 3 are only such as to ensure overall systemic cohesiveness.

 In today 's fast economy, access to internet gives organizations an immense wealth of knowledge at a click. The ownership of proprietary and unique knowledge is critical to an organization 's ability to maintain advantage over competitors. It is important that organizations maximize ownership of intellectual capital as documented explicit knowledge as much as possible. The development of intellectual capital can be achieved through the codification of existing explicit knowledge into information systems, the personalization of individual tacit knowledge into organizational processes (Hansen et al, 1999) or the continual encouragement of a learning environment within the organization to acquire new knowledge (Pershing, 2006). The substantiating and capitalization on something as abstract and intangible as knowledge is difficult. How does one convert tacit knowledge, a thing that by its very nature cannot be verbalized by an individual, into documented intellectual capital? The answer lies in the various types of collective learning.