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The Fifth Discipline Peter Senge

SPT-E1050 - Systems Thinking for Sustainable Living Environment

The Fifth Discipline by Peter Senge

SPT-E1050 - Systems Thinking for Sustainable Living Environment

Team

Aino Ruohola

Laura Puikkonen

Nina Pitkanen

Sofia Nelson

Hyoeun Park

Viktorija Piaulokaite

Learning Organizations

The book is about learning organisations and about how in order to thrive, the organisation should master all five disciplines.

Learning is an ongoing process instead of one single way to success.

Learning Disabilities

1. "I am my position"

2. "The Enemy is out there"

3. The Illusion of taking charge

4. The Fixation on events

5. The Parable of the boiled frog

6. Delusion of learning from experience

7. The Myth of the management team

Example 1

1. "I am my position"

Example 1

Example 2

5. The Parable of the boiled frog

Example 2

Five Disciplines

  • Personal Mastery
  • Shared Vision
  • Mental Models
  • Team Learning
  • Systems Thinking

Laws of the Fifth Discipline

1. Today's problems come from yesterday's solutions.

2. The harder you push, the harder the system pushes back.

3. Behavior grows better before it grows worse.

4. The easy way out usually leads back in.

5. The cure can be worse than the disease.

6. Faster is slower.

7. Cause and effect are not closely related in time and space.

8. Small changes can produce big results - but the areas of highest leverage are often the least obvious.

9. You can have your cake and eat it too - but not all at once.

10. Dividing an elephant in half does not produce two small elephants.

11. There is no blame.

Example 1

10. Dividing an elephant in half does not produce two small elephants.

Example 1

Example 2

1. Today's problems come from yesterday's solutions.

7. Cause and effect are not closely related in time and space.

Example 2

Leverage Points

Small Changes can produce big results- but areas of highest leverage are often the least obvious

Leverage Points

The Laws of the fifth discipline

Definition

Leverage points are “places within a complex system…” – be it a company, an economy, a living body, a city, an ecosystem, or even a galaxy for that matter – “…where a small shift in one thing can produce big changes in everything.”

They are, therefore, of immense interest to anyone seeking to affect change within our interconnected ecological, social and economic systems.

Donella Meadows,

Leverage Points

Places to intervene in a system

(in increasing order of effectiveness)

Places to intervene in a system

12. Constants, parameters, numbers (such as subsidies, taxes, standards).

11. The sizes of buffers and other stabilizing stocks, relative to their flows.

10. The structure of material stocks and flows (such as transport networks, population age structures).

9. The lengths of delays, relative to the rate of system change.

8. The strength of negative feedback loops, relative to the impacts they are trying to correct against.

7. The gain around driving positive feedback loops.

6. The structure of information flows (who does and does not have access to information).

5. The rules of the system (such as incentives, punishments, constraints).

4. The power to add, change, evolve, or self-organize system structure.

3. The goals of the system.

2. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises.

1. The power to transcend paradigms.

Reading the System Diagrams

  • Feedback loops
  • Reading Systems Diagram
  • Reinforcing loops

The engine of growth and decline (=reinforcing feedback)

  • Small changes amplify causing accelerated growth or decline.

Goal-oriented behavior (=Balancing feedback)

  • Limits growth or decline

Resistance to change is a balancing process

  • Complexity: detail and dynamic complexity

Reading the System Diagrams

Learning(s)

Real learning gets to the heart of what it means to be human.

We create ourselves.

Learning(s)

Learning is the ability to produce the results we truly want in life

P. Senge

Management

Manager's fundamental task is providing the enabling conditions for people to lead the most enriching lives they can...

Management

O. Brien

Sustainable competitive advantage

Ability to learn faster than competitors is the only sustainable competitive advantage.

Arie De Geus

Artwork by A. Kleon

Work

Artwork by A. Kleon

Thank you!

Artwork by A. Kleon

Work

Questions!?!

Artwork by A. Kleon

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