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Transcript

Senge's "The Fifth Discipline: A Shift of Mind"

Information

A large part of systems thinking is shifting our mindsets towards seeing the strength and potential in interrelationships, and how they better the system or organization. Senge explains that the foundations of the discipline of systems thinking is “seeing interrelationships rather than linear cause-effect chains, and seeing processes of change rather than snapshots” (1990, p. 514). By understanding the language of systems thinking, one is able to develop the understanding that “systems thinking simplifies life by helping us see the deeper patterns lying behind the events and the details” (Senge, 1990, p. 515).

What is systems thinking?

Instructions

Information

Systems thinking is about having a holistic mindset to support the system that's being managed.

Peter Senge’s The Fifth Discipline: A Shift of Mind, provides insight on shifting perspective; instead of seeing singular things that stand alone, one sees interrelationships between several things that contribute to building a “whole.” A shift in perspective occurs when individuals adopt the systems thinking lens. Senge defines system thinking as “a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static “snapshots” (1990, p. 513).

There is a process to the preparation needed to engage in systems thinking. Instead of seeing linear lines of relationships, the individual must adopt the perspective of seeing a reality made up of circles. Furthermore, language plays a large role in developing a systems thinking mindset; “If we want to see systemwide interrelationships, we need a language of interrelationships, a language made up of circles. Without such a language, our habitual ways of seeing the world produce fragmented views and counterproductive actions” (Senge, 1990, p. 515). Senge illustrates this by having the reader consider the system of filling a water glass. Although filling a water glass is a simple task, it is indeed a system. Senge indicates that “from the linear viewpoint, we say, “I am filling a glass of water.” But, in fact, as we fill the glass, we are watching the water level rise” (1990, p. 515). Senge concludes the analogy by explaining how when we fill a glass with water, we are actually operating in a water regulation system including the following five variables: our desired water level, the glass’s current water level, the gap between the two, the faucet position, and the water flow. These five variables are organized in a loop of cause and effect relationships which is called the “feedback process” (1990, p. 515).

Place the words you've drawn in the blanks below:

"____________________" is like "_____________________" because...

School is like peanut butter because:

- sometimes it's smooth

- sometimes it's chunky

- both make you want to drink

AS A GROUP, PLEASE INCLUDE AN ILLUSTRATION.

Activity #1: Warm Up

Practice: The Feedback Process

Task: Filling a balloon

1. Create 5 groups (3-5 people)

2. Make sure you have paper and markers

3. Choose one group member to present

Task: Our first tasks is to see connections and interrelationships between items that we may not usually relate to one another.

Linear Perspective: "I am filling a balloon up with air"

Variables to consider:

  • our desired volume
  • balloon's current volume
  • the gap between being empty and being full
  • the position of what's blowing it up (pump/mouth)
  • the rate of air flow entering the balloon

Activity #2: Systems Thinking

Through balancing these variables, the system continuously operates to bring the balloon to the desired volume (end goal).

http://www.thwink.org/sustain/glossary/SystemsThinking.htm

Task: in your group, create a similar diagram to the one above with the appropriate variables.

Group 1: "I am lighting a candle"

Group 2: "I am kicking a ball"

Group 3: "I am watering a plant"

Group 4: "I am hitting a golf ball"

Group 5: "I am filling my car with gas"

References

Senge, P. M. (1990). The fifth discipline: a shift of mind. In

Shafritz, J.M., Ott, S.J., & Jang, Y.S (2010). Classics of organizational theory (7th ed.). Boston, MA: Wadsworth Publishing Co.

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