In The Fifth Discipline, Senge, et al., (1994) provide information on a host of tools, methods, and resources used by management to create learning organizations. In todayÆs complex, global marketplace, learning faster and putting such learning into practice may be the only sustainable method of achieving competitive advantage.
Senge, et al., (1994) maintain that five learning disciplines may be used to create an environment that promotes ongoing and continuous learning: 1) systems thinking, 2) personal mastery, 3) mental models, 4) shared vision, and 5) team learning. The reading impacted my own views of leadership in a number of ways. Chief among them is the paradigm shift from the bureaucratic model of organizations to the learning framework of organizations. The distinctions between the two paradigms are provided below:
Bureaucratic (1920-1990) Learning (1990-Future)
* Efficient Manufacturing * Distributing power while
* Efficient mass marketing * Systemic thinking skills as
well developed as reduction-
* Rapid adoption of tech- * Improved conversation
* Financial acumen * Voluntary followership
The leader of the learning organization is able to create teams and sub-teams within the organization which are characterized by trust, relationships, acceptance, and synergy. Leadership must be able to forge a culture whose values are embraced by followers willingly, despite diverse individual beliefs and values among followers. Instead of granting power or leading in an authoritarian manner, todayÆs leaders must provide the tools, technology, and information that shares power in ways that empower followers and helps to develop co-leaders. In this manner, leaders are able to ôàarticulate the primacy of the wholeö as the guiding idea that helps break the cycle of quick-fixes characteristic of less successful organizations, (Senge, et al., 1994, p. 25).
The models and disciplines provided a...