2. Learning Organization
• The 5th Discipline. Peter Senge 1990
– "A learning organization discovers how to tap
people's commitment and capacity to learn at
all levels…where
– people continually expand their capacity to
create the results they truly desire,
– new and expansive patterns of thinking are
nurtured,
– collective aspiration is set free
– people are continually learning how to learn
together.”
• A language about change
3. Learning Organization
• The 5th Discipline. Peter Senge 1990
– "A learning organization discovers how to tap
people's commitment and capacity to learn at
all levels…where
– people continually expand their capacity to
create the results they truly desire,
– new and expansive patterns of thinking are
nurtured,
– collective aspiration is set free
– people are continually learning how to learn
together.”
• A language about change
4. Learning Organization
• The 5th Discipline. Peter Senge 1990
– "A learning organization discovers how to tap
people's commitment and capacity to learn at
all levels…where
– people continually expand their capacity to
create the results they truly desire,
– new and expansive patterns of thinking are
nurtured,
– collective aspiration is set free
– people are continually learning how to learn
together.”
• A language about change
5. Team Learning
• All about alignment - Functioning as a whole.
• Structured conversations - Dialogue & skillfull
discussion
• A very challenging discipline
6. Systems Thinking
• Keep the "big picture" in mind
• Recognize the dynamic, interdependent nature of system
• Everything is connected. Everything influences everything,
including itself
8. Mentals Models
• About managing our mindsets. The way:
– We perceive events
– We feel, we think
– We make sense of the world
– We interact with others
– We make decision
– We take action
• Provide our model of “reality”
11. Tacit - Little Awareness
• What message do you read?
VOUS
N’ AVEZ PAS
PAS LA PRIORITE
Stranger in the
the
night
12. Selective
• Do you see the old man?
• Do you see the young man?
• Do you see both?
13. Partially Right - Confortable
• Can you see a cube?
• Can you see a cube under another perspective?
• Imagine that the black circles are holes in the page. Can you see a
hanging cube behind the page?
• Can you see a hanging cube under another perspective?
15. Systems Thinking: Levels
Events
What just happened?
Patterns/Trends
What trends over time?
Structures
What has caused the patterns?
What are the relationships between the parts?
Mental Models
What assumptions, beliefs and values
do people have about the system?
What beliefs keep the system in place?
React
Anticipate
Design
Transform
16. Core Issue
• 1st Law
– Today’s problems come from yesterday’s solutions
• “…the most crucial mental models are those shared by
key decision-makers. Those models, if unexamined,
limit an organization's range of actions to what is
familiar and comfortable.”
17. Killer Phrases
• It'll never work!
• I don’t have time
• It's not in the budget
• We tried that before
• We've always done it this way.
• We are already doing that
• That sound like something my
kids would say.
• The last person who said that
isn't here anymore
• It's great idea, but not for us.
• Put it in writing
• If it ain't broke don't fix it!
• Its not my job, my role…
• Follow the best practice
• Be practical, realistic, etc.
• That’s not our problem.
• Who else has tried it?
• Run an ROI and get back to us.
• It’s against company policy
• Too risky for my deadlines
• That’s theory. What do you
propose concretly?
• We have a job, we.
• That’s not the core issue to
address. It’s not worth.
• Look, it does not work in THAT
case. So…
• The business will smatch us.
• We already know that
18. Changing Mental Models
• Organizations are the product of our thinking and
interacting.
• The highest leverage for change
• The most difficult place from which to start
• 5th discipline’s tools
– Ladder of Inference
– « Left-hand » Column
– Balance Inquiry and Advocacy
– Testing Assumptions
– …
• Not fast enough
25. Management Innovation
• Setup a shared repository for behaviors
• Structure conversation about behaviors
– Meeting, etc.
• Provide time and infrastructure for training and practice
• Foster personal mastery around games, supervision…
• Build communities of practice
• Use machine learning and AI tools
• Experiment and test continuously