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	15
Structure influences behavior	13
Structural explanations address underlying causes	13
Learning organizations implement five component technologies	12
Systems thinking is defined by laws	12
Complex situations have multiple levels of explanation	11
Building shared vision results in intrinsic motivation	9
Understanding the systemic structure is powerfully generative	9
Compensating feedback offsets interventions	8
Inquiry into complex issues is seldom rewarded	8
Mental models influence how we think and act	8
Non-systemic solutions are addictive	8
Addressing symptoms shifts the burden from addressing fundamental causes	7
Creation of a process also creates secondary processes which limit it	7
Generative learning requires systemic thinking	7
Ideas are like leaves floating on collective thinking	7
Leverage in the right location is more effective than the amount used	7
Non-systemic thinking relies on familiar (but ineffective) solutions	7
Systems archetypes embody the key to systems thinking	7
Structures of which we are unaware hold us prisoner	6
Symptomatic solutions exacerbate fundamental causes	6
Systems are integrative, cohesive, and indivisible	6
Systems thinking is a discipline for seeing inter-relationships	6
Team learning is thinking together	6
Cause and effect are not closely related in time and space	5
Effects of interventions in systems of dynamic complexity are not immediately obvious	5
Learning organizations create their own future	5
Personal mastery is life in service of your highest aspirations	5
Systems grow best at their optimal rate, not faster	5
Five disciplines develop three core learning capabilities of a team	3