The Fifth Discipline – Senge (2010)

Info

title: The Fifth Discipline: The Art & Practice of The Learning Organization
authors: Peter M. Senge
year: 2010
publisher: Crown Business
URL:

File	Links
Low-leverage interventions are alluring because they work in the short term	14
Structural explanations address underlying causes	12
Structure influences behavior	12
Learning organizations implement five component technologies	11
Systems thinking is defined by laws	11
Complex situations have multiple levels of explanation	10
Mental models influence how we think and act	10
Understanding the systemic structure is powerfully generative	9
Building shared vision results in intrinsic motivation	8
Compensating feedback offsets interventions	7
Ideas are like leaves floating on collective thinking	7
Inquiry into complex issues is seldom rewarded	7
Non-systemic solutions are addictive	7
Addressing symptoms shifts the burden from addressing fundamental causes	6
Creation of a process also creates secondary processes which limit it	6
Generative learning requires systemic thinking	6
Leverage in the right location is more effective than the amount used	6
Non-systemic thinking relies on familiar (but ineffective) solutions	6
Systems archetypes embody the key to systems thinking	6
Systems thinking is a discipline for seeing inter-relationships	6
Deep learning strategies have three elements	5
Forcefulness can be an unrealized defensive strategy	5
Learning organizations create their own future	5
Structures of which we are unaware hold us prisoner	5
Symptomatic solutions exacerbate fundamental causes	5
Systems are integrative, cohesive, and indivisible	5
Team learning is thinking together	5
Cause and effect are not closely related in time and space	4
Defensive routines cover up underlying problems	4
Effects of interventions in systems of dynamic complexity are not immediately obvious	4
Personal mastery is life in service of your highest aspirations	4
Systems grow best at their optimal rate, not faster	4
Five disciplines develop three core learning capabilities of a team	2