The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning OrganizationCurrency, Doubleday, 1994 - 593 páginas "Peter Senge's national bestseller, The Fifth Discipline, revolutionized the practice of management by introducing the theory of learning organizations. Now Dr. Senge moves from the philosophical to the practical by answering the first question all lovers of the learning organization ask: What do they do on Monday morning? The fieldbook is an immensely pragmatic guide. It shows how to create an organization of learners where memories are brought to life, where collaboration is the lifeblood of every endeavor, and where the tough questions are fearlessly asked. The stories in this book show that companies, businesses, schools, agencies, and even communities can undo their learning disabilities and achieve superior performance. If ever a book gave meaning to the phrase 'hands-on, ' this is it. Senge and his four co-authors cover it all: reinventing relationships, being loyal to the truth, strategies for developing personal mastery, building a shared vision, systems thinking in an organization, designing a dialogue session, strategies for team learning, organizations as communities, and designing an organization's governing ideas ..."--Page 2 of cover. |
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Review: The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization
Crítica de los usuarios - Jim Duncan - GoodreadsThe phrase "shared mental models" has become a cornerstone in my approach to teamwork. Leer comentario completo
Contenido
How to Read This Book | 3 |
why Bother? | 9 |
Why Bother? ACEOs Perspective 6 Moving Forward | 15 |
Core Concepts About Learning in Organizations | 48 |
The Wheel of Learning | 59 |
Leadership Fields | 65 |
Reinventing Relationships | 69 |
Finding a Partner | 74 |
Silence | 401 |
Reframing Team Relationships | 407 |
Building an Organization that Recognizes Everyones Uniqueness | 417 |
Tools for Discovering Learning Styles | 421 |
Bringing Diverse People to Common Purpose | 424 |
Designing a Companywide Strategy for Team Learning | 429 |
Executive Team Leadership | 435 |
where to Go from Here | 441 |
Opening Moves | 77 |
Systems Thinking 13 Strategies for Systems Thinking | 87 |
What You Can Expect As You Practice Systems Thinking | 91 |
Learning to See the World Systemically | 94 |
Personal Mastery | 190 |
what You Can Expect from the Practice of Personal | 198 |
Loyalty to the Truth | 213 |
Innovations in Infrastructure for Encouraging Personal | 220 |
Where to Go from Here | 232 |
what You Can Expect in Working with Mental | 239 |
Balancing Inquiry and Advocacy | 253 |
Bootstrapping Yourself into Reflection and Inquiry Skills | 264 |
Creating Scenarios | 275 |
Shells Internal Consultancy | 279 |
Doubleloop Accounting | 286 |
Where to Go from Here | 293 |
Shared Vision | 295 |
Strategies for Building Shared Vision | 297 |
What You Can Expect As You BuildShared Vision | 304 |
Designing an Organizations Governing ldeas | 306 |
How to Begin | 312 |
Letter to the CEO | 328 |
Letter to the CEOs Partner | 333 |
Strategic Priorities | 344 |
where to Go from Here | 346 |
Team Learning 52 Strategies for Team learning | 351 |
What You Can Expect from Team Learning | 355 |
Dialogue | 357 |
The Cauldron | 364 |
Designing a Dialogue Session | 374 |
Skillful Discussion | 385 |
Skillful Discussion at Intel | 392 |
Popular Postmortems | 400 |
Arenas of Practice | 443 |
Our Quality Program isnt Working | 445 |
Springing Ourselves from the Measurement Trap | 454 |
Corporate Environmentalism | 458 |
Training As Learning | 463 |
Workplace Design | 469 |
The Tricky Dynamics of Learning in a Familyowned Business | 471 |
Creating a learning Newspaper | 474 |
Health Care | 479 |
Education | 484 |
Can Large Government Learn? | 493 |
A Letter to an Aspiring Policymaker | 499 |
The Local Community as a Learning Organization | 502 |
Frontiers | 505 |
Organizations as Communities | 507 |
Merging the Best of Two Worlds | 508 |
Bean Suppers | 518 |
Free Agency Employment Stability and Community Boundaries | 520 |
Operating Principles for Building Community | 525 |
Microworlds and Learning Laboratories | 529 |
Where the Organization Develops a Theory About itself | 532 |
Using Microworlds to Promote Inquiry | 534 |
A Buyers Guide to OfftheShelf Microworlds | 536 |
Creating Your Own Management Flight Simulator | 543 |
The DuPont Manufacturing Game | 550 |
Creating a Learning Laband Making ºf Work | 554 |
Codd | 563 |
How to Stay in Touch with | 571 |
577 | |
578 | |
584 | |
590 | |
Otras ediciones - Ver todas
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning ... Peter M. Senge Vista previa limitada - 2014 |
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning ... Peter Senge,Art Kleiner Vista previa limitada - 2011 |
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning ... Peter M. Senge Vista de fragmentos - 1994 |
Términos y frases comunes
action American Woodmark archetypes Art Kleiner assumptions AT&T become began begin behavior boss Bryan Smith Charlotte Roberts Chris Argyris commitment consulting conversation corporate create creative culture current reality customers David Bohm decision develop dialogue effective effort employees example executive team exercise experience feel Fieldbook Fifth Discipline focus going Herman Miller ideas improve individual Innovation inquiry leaders leadership leaming learning organization look loop management flight simulators meaning meeting mental models microworld move organization's organizational participants personal mastery personal vision Peter Senge planning plant practice problem purpose questions relationships Rick Ross role scenario scenario planning seepage senior managers sense sessions skillful discussion someone step story strategy structure system dynamics systems thinking talk team learning team members team's tion trying understand values