Senge (1994, p.6) discusses five “learning disciplines” as lifelong programs of study and practice. The five disciplines are: personal mastery, mental models, shared vision, team learning, and systems thinking. Personal mastery involves not only “learning to expand out personal capacity” (Senge, p.6) but also creates an atmosphere that encourages others to also develop themselves. Mental models refer to how we see the world. Reflecting upon and clarifying our view of the world helps us to understand our own decisions and actions. Creating a shared vision helps to build a sense of commitment within a group. It provides goals towards which to work– something to look forward to as a team. As a group of people communicates, exchanges ideas, and shares their thoughts and knowledge, they learn about their knowledge and strengths as a team. This is known as team learning. Finally, systems thinking examines the interconnectedness of the various pieces within an organization and how their relationships “shape the behavior of systems” (Senge, p.6).
Senge’s (1994, p.6) five disciplines seem like a sensible approach to handling change. Each discipline prepares us for change in some way. Personal mastery promotes ongoing learning, improvement, and change. Periodic reflection upon our view of the world allows us to adjust and makes changes regularly. Sharing a common vision with others and team learning both build strength and help to create a bond among the team members providing a commitment required for successful handling of change. Finally, systems thinking promotes the understanding of how different parts of a system interrelate, making it easier to effectively approach change.
Consider how systems thinking relates to change and problem solving. Serge (1994, p.109) suggests asking “why” five times as a way to identify the root of a problem. This method allows one to move through apparent causes until the root of the problem is uncovered. Systems thinking examines the interrelationships between not only the different parts of an organization, but outside parts which also influence the system. When facilitating change, it’s crucial that management turns to systems thinking. It’s essential to examine how proposed changes will affect the company, but it’s just as important to see beyond organizational boundaries.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
