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Begin with an analysis of the organization’s current capacity and ability. Rely on systems thinking and other self-assessment tools to come to grips with the current systems (internal), the environment (external), and the character of the organization.
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
- Describe the impact this movement produces on the next element.
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
Self-managing organizations naturally provide for exceptional learning opportunities.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Living systems have integrity. Their character depends on the whole. The same is true for organizations; to understand the most challenging managerial issues requires seeing the whole system that generates the issues.
Peter M. Senge • The Fifth Discipline
Today, leaders wait until there’s a problem before they fix it. This approach must be replaced with a process of continuous learning, continuous improvement, continuous adaptation, and continuous change.
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
The more aware the manager becomes of interrelationships, the more incongruous becomes the idea that “bigger is better”—without an awareness of purpose, or the balance of the natural order.
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
Leadership expert Max De Pree’s definition is worth repeating:
R. Scott Rodin • The Steward Leader: Transforming People, Organizations and Communities
