The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning OrganizationCreate your own guide to mastering the disciplines of organizational learning with this invaluable guide based on the national bestseller The Fifth Discipline. “The Fieldbook is a must read for anyone serious about building communities of common purpose, collective action, and continuous learning.”—H. Thomas Johnson, author of Relevance Lost and Relevance Regained Peter Senge’s The Fifth Discipline revolutionized the practice of management by introducing the theory of learning organizations. Now Dr. Senge moves from the philosophical to the practical by answering the first question all lovers of the learning organization ask: What do they do on Monday morning? The Fieldbook is an intensely pragmatic guide. It shows how to create an organization of learners where memories are brought to life, where collaboration is the lifeblood of every endeavor, and where the tough questions are fearlessly asked. The stories here show that companies, businesses, schools, agencies, and even communities can undo their “learning issues” and achieve superior performance. If ever a work gave meaning to the phrase hands-on, this is it. Senge and his four co-authors cover it all, including: • Reinventing relationships • Being loyal to the truth • Strategies for developing personal mastery • Building a shared vision • Systems thinking in an organization • Designing a dialogue session • Strategies for team learning • Organizations as communities • Designing an organization’s governing ideas The Fieldbook is designed to be referred to in meetings, planning sessions, during reflections, or anytime a conflict or challenge arises. Open it up anywhere and icons and cross-references will lead you from defining the problem to thinking about how to solve it. Mark up the pages, write in the margins, draw, scribble, and daydream—and watch your own guide to mastering the disciplines of organizational learning evolve. |
Contents
I See You | 3 |
An Exchange of Lore and Learning | 4 |
How to Read This Book | 7 |
Why Bother? | 9 |
Why Bother? A CEOs Perspective | 13 |
Moving Forward | 15 |
Core Concepts About Learning in Organizations | 48 |
The Wheel of Learning | 59 |
Letter to the CEOs Partner | 333 |
Strategic Priorities | 344 |
Where to Go from Here | 346 |
Team Learning 52 Strategies for Team Learning | 351 |
What You Can Expect from Team Learning | 355 |
Dialogue | 357 |
The Cauldron | 364 |
Designing a Dialogue Session | 374 |
Leadership Fields | 65 |
Reinventing Relationships | 69 |
Finding a Partner | 74 |
Opening Moves | 77 |
Systems Thinking 13 Strategies for Systems Thinking | 87 |
What You Can Expect As You Practice Systems Thinking | 91 |
Learning to See the World Systemically | 94 |
Starting with Storytelling | 97 |
Links and Loops | 113 |
The Archetype Family Tree | 149 |
Systems Sleuth | 151 |
Enriching the Archetype | 161 |
Seven Steps for Breaking Through Organizational Gridlock | 169 |
Moving into Computer Modeling | 173 |
A Natural Combination | 184 |
Where to Go from Here | 189 |
Personal Mastery 25 Strategies for Developing Personal Mastery | 193 |
What You Can Expect from the Practice of Personal Mastery | 198 |
Loyalty to the Truth | 213 |
The Power of Choice | 218 |
Innovations in Infrastructure for Encouraging Personal Mastery | 220 |
Instilling Personal Mastery at Beckman Instruments | 224 |
Intrapersonal Mastery | 226 |
Where to Go from Here | 232 |
Mental Models 33 Strategies for Working with Mental Models | 235 |
What You Can Expect in Working with Mental Models | 239 |
The Ladder of Inference | 242 |
Balancing Inquiry and Advocacy | 253 |
Conversational Recipes | 260 |
Opening Lines | 263 |
Bootstrapping Yourself into Reflection and Inquiry Skills | 264 |
Creating Scenarios | 275 |
Shells Internal Consultancy | 279 |
Doubleloop Accounting | 286 |
Where to Go from Here | 293 |
Shared Vision | 295 |
Strategies for Building Shared Vision | 297 |
What You Can Expect As You Build Shared Vision | 304 |
Designing an Organizations Governing Ideas | 306 |
How to Begin | 312 |
Letter to the CEO | 328 |
Skillful Discussion | 385 |
Skillful Discussion at Intel | 392 |
Popular Postmortems | 400 |
Silence | 401 |
Reframing Team Relationships | 407 |
Building an Organization that Recognizes Everyones Uniqueness | 417 |
Tools for Discovering Learning Styles | 421 |
Bringing Diverse People to Common Purpose | 424 |
Designing a Companywide Strategy for Team Learning | 429 |
Executive Team Leadership | 435 |
Where to Go from Here | 441 |
Arenas of Practice | 443 |
Our Quality Program Isnt Working | 445 |
Springing Ourselves from the Measurement Trap | 454 |
Corporate Environmentalism | 458 |
Training As Learning | 463 |
Workplace Design | 469 |
The Tricky Dynamics of Learning in a Familyowned Business | 471 |
Creating a Learning Newspaper | 474 |
Health Care | 479 |
Education | 484 |
Can Large Government Learn? | 493 |
A Letter to an Aspiring Policymaker | 499 |
The Local Community as a Learning Organization | 502 |
Frontiers | 505 |
Organizations as Communities | 507 |
Merging the Best of Two Worlds | 508 |
Bean Suppers | 518 |
Free Agency Employment Stability and Community Boundaries | 520 |
Operating Principles for Building Community | 525 |
Microworlds and Learning Laboratories | 529 |
Where the Organization Develops a Theory About Itself | 532 |
Using Microworlds to Promote Inquiry | 534 |
A Buyers Guide to OfftheShelf Microworlds | 536 |
Creating Your Own Management Flight Simulator | 543 |
The Du Pont Manufacturing Game | 550 |
Creating a Learning Laband Making It Work | 554 |
Coda | 563 |
How to Stay in Touch with | 571 |
577 | |
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Common terms and phrases
action archetypes Arie de Geus Art Kleiner assumptions balancing loop become begin behavior Bryan Smith building shared causal loop diagrams Charlotte Roberts Chris Argyris commitment conversation create creative culture current reality customers David Bohm decisions develop dialogue effective effort employees example executive team exercise experience feel Fieldbook Fifth Discipline going growth guiding ideas improve individual inquiry John Sterman leaders leadership learning organization look management flight simulators meaning meeting mental models Michael Goodman microworld move organization's organizational participants personal mastery personal vision Peter Senge plant practice problem purpose questions reflection reinforcing relationships Rick Ross scenario senior managers sense shared vision skillful discussion someone STEP story strategy structure systems thinking talk team learning team members team's tell theory tion trying understand values