The Fifth Discipline By Senge Points

Also, the Systems Thinking model tells us that no system is ever completely stable. Per se, the GRIP strategy is beneficial but it will not guarantee the stability of the Montefiore medical center. There is no clear space for metrics that will measure success of the operations after implementing such strategies. Also there is expected delay in the performance of the organization if metrics were not identified to measure performance at the national level.

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.

After the analysis of Jetstar’s societal environment with the use of PEST, the Porter’s Five Forces can be used to analyse another aspect of the external environment; the task environment.

The City of Crestview is facing a systemic problem where there is a flaw in the system. According to the System theory, the organization is comprised of several interconnect parts, each of which is designed to achieve broader organizational goals and objectives. The system theory looks at organization in terms of inputs, processes, outputs and feedback mechanism. (Holzer & Schwester,

The first part of the model has three fundamental questions. The first part is called, Aim: What are we trying to accomplish? The second part is, Measures: How will we know a change is an improvement? The third part is called, Changes: What change can we make that will result in improvement?

Internal forces are within the organization that may impact how the company is made up, shaped, or specific rules. Structural changes, changes in technology, issues with profitability, and individual or group speculations are all forces that drive internal organizational development (Juneja, 2018). Forces externally are outside of the organization that the company has no control or say over. External forces that can drive change are economics, political forces, outside technological forces, the government, and competitive pressures (Juneja, 2018). The viability of the organization is directed by these forces due how these forces are uncontrolled. For example, when a new law or legislation comes out about health care, the organization is mandated to change practice accordingly (Salmond & Echevarria, 2017). These transformative changes drive the organization to not only become better, but uphold the standard of

1. What are the main themes of the Fifth Discipline? What are these five disciplines? How you describe and explain these disciplines.

The theory has 5 stages of behavior change: pre-contemplations, contemplation, preparation, action, and maintenance. The stages of change explain when and why people change.

Lippitt’s Phases of Change Theory Lippitt, Watson, and Westley (1958) extend Lewin’s Three-Step Change Theory. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are:

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

Personal Mastery – It begins "by getting the opportunity to be centered around enduring learning," and is the significant establishment of a learning affiliation. Singular Mastery incorporates being more viable, focusing on transforming into the best individual, and trying a sentiment obligation and enthusiasm in our jobs to support the affirmation of potential.

Change starts with the perception of its need, so a wrong initial perception can be the first

Seven Habits of Highly Effective People starts off with an introduction to the concept of Paradigm Shift which is, essentially, a change in basic assumptions. Author Stephen R. Covey prepares the reader to have a change in mindset. Covey explains that there exists a different perspective amongst individuals. Two people can see the same thing but each individual can have a very different understanding from one another. The first three habits introduced in the book deals shifting from dependence to independence.

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 this philosophy there was a large focus on rules and lack of discretion, thus meaning that the main focus of this philosophy is high control (DeNisi & Griffin, 2014) . This theory of Human resource management is thought to be best suited for X-type workers according to the McGregor X and Y Theory (Robbins & Judge, 2013). Human Resource Managers who would use this viewpoint intend on increasing Productivity by forcing workers to abide by the rules of a strict script because the workers are considered to be lazy and lacked motivation therefore they are need to pushed to perform tasks and have to be forcibly directed to doing tasks the do not like (French & Rees,