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The Fifth DisciplinePeter M. Senge
4-Stage SpiralNonaka & Takeuchi
Realizado por:André Contente - 38774Pedro Figueira - 39298
Peter Michael Senge (born 1947)
PhD - MIT Sloan School of Management (1978)
Senior lecturer at MIT Sloan School of Management
Ikujiro Nonaka (born 1935)
MBA(1968) and PhD (1972) in Business Administration - University of California, Berkeley
Professor Emeritus at Hitotsubashi University
Hirotaka Takeuchi (born 1946)
MBA and PhD - University of California, Berkeley
Professor at Harvard Business School
The Fifth DisciplinePeter M. Senge
Personal Mastery
Individuals learn to expand their own personal capacity to create results that they most desire. Employees also create an organizational environment that encourages all fellow employees to develop themselves toward the goals and purposes that they desire.
The Fifth DisciplinePeter M. Senge
Mental Models
This involves each individual reflecting upon, continually clarifying, and improving his or her internal pictures of the world, and seeing how they shape personal actions and decisions.
The Fifth DisciplinePeter M. Senge
Shared Vision
This involves individuals building a sense of commitment within particular workgroups, developing shared images of common and desirable futures, and the principles and guiding practices to support the journey to such futures.
The Fifth DisciplinePeter M. Senge
Team Learning This involves relevant thinking skills that enable groups of people to develop intelligence and an ability that is greater than the sum of individual members' talents.
The Fifth DisciplinePeter M. Senge
Systems Thinking
- Better appreciation of systems leads to more appropriate action - Long-term goals vs. short-term benefits - Focus on whole not individual parts - Interdependency and change
The Fifth DisciplinePeter M. Senge
The Fifth DisciplinePeter M. Senge
The Learning Disabilities
1) "I am my position." 2) "The enemy out there." 3) The Illusion of Taking Charge 4) The Fixation of Events 5) The Parable of the Boiling Frog 6) The Delusion of Learning from Experience 7) The Myth of the Management Team
The Fifth DisciplinePeter M. Senge
The 11 Laws of the Fifth Discipline
1. Today's problems come from yesterday's "solutions."2. The harder you push, the harder the system pushes back.3. Behavior grows better before it grows worse.4. The easy way out usually leads back in.5. The cure can be worse than the disease.6. Faster is slower.7. Cause and effect are not closely related in time and space.8. Small changes can produce big results...but the areas of highest
leverage are often the least obvious.9. You can have your cake and eat it too---but not all at once.
10. Dividing an elephant in half does not produce two small elephants.11. There is no blame.
The Fifth DisciplinePeter M. Senge
A Learning Organization
-Where people continually expand their capacity to create the results they truly desire-Where new patterns of thinking are nurtured-Where collective aspiration is set free-Where people are continually learning to see the whole together
“When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative.” (Senge 1990: 13)
4-stage spiralNonaka & Takeuchi
Tacit knowledge Explicit knowledge
● subjective● experienced based● sepecific context
examples:● beliefs● images● intuiton● mental models● craft● know-how
● objective● rational● context free
examples:● theorical examples● problem solving● manuals● databases
4-stage spiralNonaka & Takeuchi
4-stage spiralNonaka & Takeuchi
Five enablers for knowledge creation
Intentiondirection for the future, vision, long term plans
Fluctuation and Creativy Chaosknowledge creation thrives in times of crisis
Autonomyindividuals have freedom to act within the organization
Redundancythere are no secrets, learning by intrusion
Requesite Varietydiversity enhaces knowledge creation
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