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第五项修炼序 第五项修炼说什么 第五项修炼 彼得·圣吉 管理大师
The Fifth Discipline Quotes
The Fifth Discipline: The Art & Practice of The Learning Organization. by Peter
M. Senge. NY: Doubleday, 1990.
The following are notes from the above book. I found the book seminal,
eye-opening, life-changing. Reading the entire book you will get the whole
picture. The following quotes, I hope, will whet your appetite.
How Our Actions Create Our Reality... and How We Can Change It
"...we are taught to break apart problems... [as a consequence] we pay a hidden,
enormous price. We can no longer see the consequences of our actions; we lose
our intrinsic sense of connection to a larger whole...
"The tools and ideas presented in this book are for destroying the illusion that
the world is created of separate, unrelated forces" .
"The ability to learn faster than your competitors... [is] the only sustainable
competitive advantage...
"It is no longer sufficient to have one person learning for the organization, a
Ford or a Sloan or a Watson. It's just not possible any longer to "figure it
out" from the top, and have everyone else following the orders of the "grand
strategist." The organizations that will truly excel in the future will be
organizations that discover how to tap people's commitment and capacity to learn
at ALL levels in an organization" .
"...five new "component technologies" are gradually converging to innovate
learning organizations...
SYSTEMS THINKING.
"Systems thinking is a conceptual framework... that has been developed over the
past fifty years, to make the full patterns clearer, and to help us see how to
change them effectively" .
PERSONAL MASTERY.
"... [to be] able to consistently realize the results that matter most deeply to
them... [people] do that by becoming committed to their own lifelong learning...
the discipline of continually clarifying and deepening our personal vision, of
focusing our energies...
".. surprisingly few organizations encourage the growth of their people in this
manner. This results in vast untapped resources" .
MENTAL MODELS.
"... deeply ingrained assumptions, generalizations... that influence how we
understand the world and how we take action...
"...they discovered how pervasive was the influence of hidden mental models...
"...institutional learning.. is the process whereby management teams change
their shared mental models" .
BUILDING SHARED VISION.
"...to bind people together around a common identity and sense of destiny.
"When there is a genuine vision (as opposed to the all-too-familiar "vision
statment"), people excel and learn, not because they are told to, but because
they want to" .
"..given a choice, most people opt for pursuing a lofty goal.." .
TEAM LEARNING.
"The discipline of team learning starts with "dialogue," the capacity of members
of a team to suspend assumptions and enter into a genuine "thinking together"
...allowing the group to discover insights not attainable individually...
"The patterns of defensiveness are often deeply ingrained in how a team
operates. If unrecognized, they undermine learning...
"Team learning is vital because teams, not individuals, are the fundamental
learning unit in modern organizations" .
"...the five learning disciplines.. are "personal" disciplines. Each has to do
with how we think, what we truly want, and how we interact and learn with one
another".
"It is vital that the five disciplines develop as an ensemble... This is why
systems thinking is the fifth discipline...
"At the heart of a learning organization is a shift of mind... from seeing
problems as caused by someone or something "out there" to seeing how our own
actions create the problems we experience" .
Metanoia -- A Shift of Mind
"... "metanoia".. means a shift of mind... a fundamental shift or change, or
more literally transcendence ("meta" -- above or beyond, as in "metaphysics") of
mind ("noia" from the root "nous", of mind). In the early (Gnostic) Christian
tradition, it took on a special meaning of awakening shared intuition and direct
knowing of the highest, of God...
"To grasp the meaning of "metanoia" is to grasp the deeper meaning of
"learning," for learning also involves a fundamental shift or movement of
mind...
"Most people's eyes glaze over if you talk to them about "learning"... Little
wonder -- for, in everyday use, learning has come to be synonymous with "taking
in information." "Yes, I learned all about that at the course yesterday." Yet,
taking in information is only distantly related to real learning. It would be
nonsensical to say, "I just read a great book about bicycle riding -- I've now
learned that".
"Real learning gets to the heart of what it means to be human. Through learning
we recreate ourselves. Through learning we become able to do something we never
were able to do. Through learning we reperceive the world and our relationship
to it. Through learning we extend our capacity to create, to be part of the
generative process of life" .
"What if, in light of what organizations COULD be, "excellence" is actually
"mediocrity"?
".. most organization learn poorly. The way they are designed and managed, the
way people's jobs are defined, and, most imporantly, the way we have all been
taught to think and interact (not only in organizations but more broadly) create
fundamental learning disabilities... .
[The following are] the seven learning disabilities:
"I AM MY POSITION"
"When asked what they do for a living, most people describe the tasks they
perform every day, not the PURPOSE of the greater enterprise in which they take
part" .
"When people in organizations focus only on their position, they have little
sense of responsibility for the results produced when all positions interact"
.
"THE ENEMY IS OUT THERE"
"There is in each of us a propensity to find someone or something outside
ourselves to blame when things go wrong".
THE ILLUSION OF TAKING CHARGE
"All too often, "proactiveness" is reactiveness in disguise... fighting the
"enemy out there"... True proactiveness comes from seeing how we contribute to
our own problems".
THE FIXATION ON EVENTS
"We are conditioned to see life as a series of events, and for every event, we
think there is one obvious cause...
"...event explanations.. distract us from seeing the longer-term patterns of
change that lie behind the events and from understanding the causes of those
patterns...
"Our fixation on events is actually part of our evolutionary programming... What
[WAS] important [for a cave person was] the ability to see the saber-toothed
tiger over your left shoulder and react quickly. The irony is that, today the
primary threats to our survival, both of our organizations and of our societies,
come not from sudden events but from slow, gradual processes; the arms race,
environmental decay, the erosion of a society's public education system,
increasingly obsolete physical capital, and decline in design or product
quality.. are all slow, gradual processes" .
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