The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
amazon.com
The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
now have a language for describing what each person sees, clarifying the differences, and building more choices (not answers) into your thinking.
Charles Handy points out that the key role of leaders is to keep the “wheel” moving.
To bring forward a wider range of key factors, consider questions like these: 1. How would this issue look from an upper management viewpoint? What factors would be visible from that level? 2. How would this issue look from a front-line “shop floor,” “office worker” or “service technician”
Archetype 5: Accidental Adversaries
Each side’s performance either declines or stays level and low, while enmity or competitiveness increases over…
Some highlights have been hidden or truncated due to export limits.
one reason we generally advise against writing down mission or philosophy statements too hastily. A premature articulation can “freeze” people around principles which have not yet been experienced, precluding deeper understanding and conviction.
Are you producing knowledge? Knowledge, in this case, means the capacity for effective action. Does your organization show capabilities it didn’t have before?
STRATEGIES FOR A “LIMITS TO GROWTH” SITUATION Beware of doing more of what worked in the past. Resist the temptation to invest more heavily in the reinforcing process, rather than trying to understand the balancing process.
Reflecting: Becoming an observer of your own thinking and acting. This phase might start with a postmortem about a previous action: How well did it go? What were we thinking and feeling during the process? What underlying beliefs (what “theories in use”) seemed to affect the way we handled it? Do we see our goals differently now?