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-====== Senge, Peter ======
-Peter Michael Senge (born 1947) is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization (1990, rev. 2006).
-Institution | Society for Organizational Learning
-Email |
-Website |
-Wiki | https://en.wikipedia.org/wiki/Peter_Senge
-WorldCat | http://worldcat.org/identities/lccn-n89126357/
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-====== Ideas & Concepts =======
-^The Five Disciplines^Explanation^y^
-|Systems Thinking|"Systems thinking is a conceptual framework to make patterns clearer, claims Senge. It requires us to see interrelationships rather than linear cause and effect, It can help managers spot patterns, such as the way certain kinds of problems persist, or the way systems have their own in-built limits to growth." ([[books:best_business_books_ever_the|Best Business Book Ever]], 53)|https://en.wikipedia.org/wiki/Systems_theory|
-|Personal Mastery|"This idea is based on familiar managerial competencies and skills. But it also includes spiritual growth - opening oneself up to a deeper reality and living from a creative rather than a reactive viewpoint." "As part of this discipline, one must continually learn to see current reality more clearly; the ensuing gap between vision and reality produces the creative tension from which learning arises." ([[books:best_business_books_ever_the|Best Business Book Ever]], 53-54)|c|
-|Mental Models|"These are the organization's driving and fundamental values and principles. Senge emphasizes the power of patterns for thinking at the organizational level and the importance of nondefensive inquiry into the nature of these patterns." ([[books:best_business_books_ever_the|Best Business Book Ever]], 54)|https://en.wikipedia.org/wiki/Mental_model|
-|Shared Vision|"Senge stresses the importance of co-creation and the need to base shared vision on personal vision. Shared vision is present when the task that follows from the vision is no longer seen by the team member as separate from the self." ([[books:best_business_books_ever_the|Best Business Book Ever]], 54)|c|
-|Team Learning|"The discipline of team learning involves two practices: dialog and discussion. Dialog is characterized by its exploratory nature, discussion by the opposite process of narrowing down the field to the best alternative for the decisions that need to be made. The two are mutually complementary, but the benefits of combing them only come from having previously separated them." ([[books:best_business_books_ever_the|Best Business Book Ever]], 54)|https://en.wikipedia.org/wiki/Team_learning|
-^The Learning Disabilities^b^c^
-|I am my position|b|c|
-|The enemy is out there|b|c|
-|The illusion of taking charge|b|c|
-|The fixation on events|b|c|
-|The parable of the boiling frog|b|c|
-|The delusion of learning from experience|b|c|
-|The myth of the management team|b|c|
-^11 Laws of the Fifth Discipline^b^c^
-|Today's problems come from yesterday's "solutions.|b|c|
-|The harder you push, the harder the system pushes back|b|c|
-|Behavior grows better before it grows worse|b|c|
-|The easy way out usually leads back in|b|c|
-|The cure can be worse than the disease|b|c|
-|Faster is slower|b|c|
-|Cause and effect are not closely related in time and space|b|c|
-|Small changes can produce big results...but the areas of highest leverage are often the least obvious|b|c|
-|You can have your cake and eat it too ---but not all at once|b|c|
-|Dividing an elephant in half does not produce two small elephants|b|c|
-|There is no blame|b|c|
-|a|b|c|
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-====== Books =======
-^Year^Title^c^d^
-|####|Title|c|d|
-|2006|[[books:2006Senge_the_fifth_discipline|The Fifth Discipline]]|c|d|
-|a|b|c|d|
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-====== Articles =======
-^Year^Article^APA Citation^Permalink^
-|####|Title|APA|[[DOI]]|
-| |**Abstract** aa|||
-|####|Title|APA|[[DOI]]|
-| |**Abstract** aa|||
-|####|Title|APA|[[DOI]]|
-| |**Abstract** aa|||
-|####|Title|APA|[[DOI]]|
-| |**Abstract** aa|||
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-====== Research Areas =======
-^Topic^City^Type^
-|[[concept:organizational learning]]|b|c|
-|[[concept:systems theory]]|b|c|
-|a|b|c|
-|a|b|c|
-|a|b|c|
-|a|b|c|
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