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Essay / Research Paper Abstract
A 9 page research paper that analyzes Peter Senge's 1990 book The Fifth Discipline, which is a text concerned with the theme of continuous improvement through continuous learning. To this end, Senge emphasizes the significance of "systems" thinking, which he sees as crucial for enforcing a corporate culture of continuous improvement in order to institute long-term institutional change. The writer outlines the principal points of this management model. Bibliography lists 5 sources.
Page Count:
9 pages (~225 words per page)
File: D0_khsenge.rtf
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which he sees as crucial for enforcing a corporate culture of continuous improvement in order to institute long-term institutional change. In this perspective, the ideal organization is grounded systemically as
an integral part of a "holographic" reality in which "Each represents the whole image from a different point of view" (Senge, 1990, p. 212). Through such organic integration "advocates who
can also inquire into others visions, open the possibility for the vision to evolve, to become larger than our individual visions" (p. 228). An examination of Senges management model demonstrates
why this conceptual framework is considered revolutionary within this field. Senge (1990) argues that, from an early age, we are taught to "fragment
the world," a process that supposedly makes "complex tasks and subjects more manageable" (p. 3). This makes it difficult for people to see the entirety of any given reality. It
cuts us off from the consequences of our actions as "we lose our intrinsic sense of connection to a larger whole" (Senge, 1990, p. 3). This mindset can be overcome
through the medium of learning organizations. According to Senge (1990), learning organizations are organizations in which people continuously expand their ability to create the results they desire. Learning organizations are
institutions where new and expansive patterns of thinking are nurtured and the collective aspirations of those involved are encouraged. The basic rationale behind such organizations is that, in situations of
rapid change, those institutions that are flexible, adaptive and productive" will excel (Smith, 2002). For this to happen, Senge argues that organizations have to discern how to tap into their
members capacity to learn at "all levels" (1990, p. 4). While everyone is able to learn, the structures that make up organizations are of ten not conducive to reflection
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