ot an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you coul

The work that was done in the early 90's and subsequently in the field of corporate practice by Peter Senge and his Associates in the Sloan School of Management at MIT and by Chris Argyris and his Associates at Harvard have flowed from academia in to the world of successful corporate management. Senge's theories and experience in his consulting practice at MIT have become the foundation for the theory and practice of what is now known as the learning organization. Senge's work came to the fore through his ground breaking book "The Fifth Discipline" published by Doubleday in 1990.

In that book Senge, introduced the concept of five new components which he believed were gradually converging to innovate learning organizations. The five technologies which Senge listed are: Systems Thinking; Personal Mastery; Mental Models; Building Shared Vision and Team Learning. If the learning organization were an engineering innovation , it would be termed a "technology" but since the learning organization is an item of human behavior these components need to be seen as disciplines. In Senge's mind that discipline is not an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you could

rate management. Senge's theories and experience in his consulting practice at MIT have become the foundation for the theory and practice of what is now known as the learning organization. Senge's work came to the fore through his ground breaking book "The Fifth Discipline" published by Doubleday in 1990.

In that book Senge, introduced the concept of five new components which he believed were gradually converging to innovate learning organizations. The five technologies which Senge listed are: Systems Thinking; Personal Mastery; Mental Models; Building Shared Vision and Team Learning. If the learning organization were an engineering innovation , it would be termed a "technology" but since the learning organization is an item of human behavior these components need to be seen as disciplines. In Senge's mind that discipline is not an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you coul

hed by Doubleday in 1990.

In that book Senge, introduced the concept of five new components which he believed were gradually converging to innovate learning organizations. The five technologies which Senge listed are: Systems Thinking; Personal Mastery; Mental Models; Building Shared Vision and Team Learning. If the learning organization were an engineering innovation , it would be termed a "technology" but since the learning organization is an item of human behavior these components need to be seen as disciplines. In Senge's mind that discipline is not an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you coul

g Shared Vision and Team Learning. If the learning organization were an engineering innovation , it would be termed a "technology" but since the learning organization is an item of human behavior these components need to be seen as disciplines. In Senge's mind that discipline is not an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you coul

ot an enforced order but a body of theory and technique that must be studied and mastered to be put in to practice.

Senge goes on to say that to practice a discipline you have to be a lifelong learner. You can never say "We are a learning organization" any more than you could say 'I am an enlightened person". Practicing a discipline is different from emulating a "model". When these new management innovations are described as the "best practices" of the so-called leading firms, Senge defers. In his opinion, great organizations are not built by emulating others. In his opinion, as the five component learning disciplines converge they will not create the learning organization but rather a new wave of experimentation and advancement.

The most accurate word in Western culture to describe what happens in a learning organization according to Peter Senge is metanoia. Metanoia is a Greek word meaning "shift of mind". Awakening and transcendence also give the right connotation. Senge feels that the meaning of learning has lost its central meaning in our current society's contemporary usage. Real learning gets to the heart of what it means to be really human. Through leaning we recreate ourselves and become able to do something we were never able to do. We re perceive the world and our relationship to it. Senge synthesizes these concepts in to the following definition of a learni