The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization

Each of the partners recognizes that they could mutually support each other’s success—as shown by the large outer loop. However, as they take independent action to improve results, they respond more attentively to their local needs than their partner’s. Each partner’s “solution” turns out to be unintentionally obstructive to their counterpart’s suc

occur when two functional teams, each responsible for a component or subsystem, want to optimize their work. In each case, the “quick fixes” to problems seem easy and effective at first, but they raise rivalry

If all else fails, we refer you to the first two exercises in the book, “Defining Your Learning Organization,” (see page 50) and “Designing a Learning Organization: First Steps” (see page 53).

You can always sense the presence or absence of leadership when you begin working in a new organization.

collective costs of their efforts can be brought to the attention of individual actors. The more clearly they see the structure, the more likely they are to stop.

we believe that the learning organization exists primarily as a vision in our collective experience and imagination.

Strengthen the long-term solution. If you are not achieving your fundamental goals, then you may require a more clearly articulated goal.

Total activity grows, but the gains from individual activities are dropping......................................…

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“pattern-of-behavior” line-chart form, with “time” (the period of months, quarters, or years you care about) as the X-axis, and the key factor (variable) as the Y-axis. Don’t worry about getting exact numbers;