The Fifth Discipline: The Art & Practice of The Learning Organization [ラフカット] [ラフカット] [ペーパーバック]

Since I read this book 15 years ago, the idea of the learning organization has embedded itself in my brain and not let go. I've been on a search to find or create the learning organization ever since. I've never been sure that it really exists in practice, so it's good to see that the revised edition adds the reflections of some successful practitioners, demonstrating that learning organizations have emerged, even if they are almost as rare as they were before the first edition of Senge's book was published.

But learning may be about to become less rare in our organizations. The 21st century brings a networked world of business -- and in this era only living, learning organizations will be able to adapt and survive. All companies will be linked in a global ecosystem. No company will know when and where the next competitor will emerge. To sustain themselves, all organizations will need to constantly innovate and learn.

Senge's book is worth having and keeping on your bookshelf because it gets to the essence of what's needed to create a learning organization. Senge describes five disciplines that must be mastered at all levels of the organization:

1. Personal mastery -- clarifying personal vision, focusing energy, and seeing reality

2. Shared vision -- transforming individual vision into shared vision

3. Mental models -- unearthing internal pictures and understanding how they shape actions

4. Team learning -- suspending judgments and creating dialogue

5. Systems thinking -- fusing the four learning disciplines; from seeing the parts to seeing wholes

As Senge explains, the fifth discipline is particularly important because it ties the others together and helps explain the complex behavior and outcomes that happen in organizations. It illuminates the feedback loops -- the growth cycles, control cycles, and delays that drive our organizational systems. Senge's book gives us a language for understanding these systems and explaining their dramatic successes and failures.-- the virtuous cycles and death spirals that are weekly reported in the news -- and shows us a way of thinking that can help us copy patterns of victory and avoid patterns of defeat.

Learning organizations are rare because the five disciplines are hard. It's self-evident that personal mastery, shared vision, self awareness, and team learning are essential components of a great company, but to master these disciplines in a large organization requires a level of communication, relationship-building, conflict resolution, and the attendant time and commitment, than most people have the capability or willingness to invest. Even in a small team this is hard: the changes we need are at odds with conventional wisdom and conventional management. Currently, it is only the exceptional leader who is able to defy conventional wisdoms and have the personal vision to build a learning organization.

This may be about to change. Business and society are experiencing a dramatic shift. Global business and global development are transforming everything. Organizations will have to adapt or they will not survive. Only vital, living organizations will manage to sustain themselves -- and the vitality they need will not be created by accident, it will have to come from mastery of the five disciplines of the learning organization.

Senge's work is essential reading for anyone wanting to understand how to design, build, and sustain -- or even work in -- a learning organization. It may not be the only answer, and the ideas are certainly hard to put into practice, but the experiments are encouraging. There is a better way of working, and the ideas in this book will help us find it.

Graham Lawes

I read many business books-this is the best I've read in years, maybe ever. Now I know why so many other business books, methods and cultures leave me feeling empty. The insight in Fifth Discipline aligns with my mental models and suggests a path for achieving great things, rather than for getting promoted or making a buck.

Here's my take on a couple of the disciplines:

Systems Thinking: Believing in myths about business leads us to make the same mistakes again and again. We cannot escape these bad cycles unless we see the whole system of how problems occur and then change the structure that create the problems.

Shared Vision: Forget work-life balance. Think work-life integration. Know why the work you are doing is important to you. Transform your work and workplace to create a learning organization where everyone strives to accomplish a shared vision. That vision sounds idealistic, but it is more realistic than trying to lead two separate lives-work and home.

The Fifth Discipline contains some great concepts which are very usable in the day to day management of an organization.

Unfortunately, the author is very long-winded and over-explains concepts repeatedly - taking what should have been less than 50 pages of information and turning it into a 400 page behemoth that is difficult to slog through.

Several people to whom I have recommended this book have suggested that one order the fieldbook instead, as it contains all of the original work's raw information and models in a 17 page executive summary at the beginning. Most people seem to find that more usable than this book.