Peter Senge and the learning organization

2001 ◽  
pp. 134-168
Keyword(s):  
Learning Organization ◽  
Peter Senge

The influence of Senge’s book The Fifth Discipline on an academic career: a research journey into the learning organization and some personal reflections

2020 ◽  
Vol 27 (6) ◽  
pp. 513-520
Author(s):  
Swee Chua Goh
Keyword(s):  
Learning Organization ◽  
Collaborative Research ◽  
Design Methodology ◽  
Academic Career ◽  
Personal Reflection ◽  
Content Type ◽  
Peter Senge ◽  
Research Areas ◽  
New Challenges ◽  
Personal Reflections

Purpose In this paper, the author explores his research journey into the learning organization and its impact on his academic career. This paper describes how Peter Senge’s book The Fifth Discipline: The Art and Practice of The Learning Organization (1990) was the spark that led to the author’s focus on empirical research in the field. Design/methodology/approach This paper provides author’s personal reflections on how this decision put him on a path to a variety of serendipitous experiences, exciting research areas and also enabled him to engage in productive collaborative research with many of his colleagues. Findings The findings conclude with a discussion on what the author see as new challenges and perspectives for advancing research into the learning organization. Originality/value This paper provides a unique perspective on how The Fifth Discipline by Peter Senge has influenced an academic career. It presents a personal reflection of a research journey into the learning organization that spans over 30 years.

Organizational Learning and the Learning Organization

2015 ◽  
pp. 286-312 ◽  
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Systems Thinking ◽  
Learning Organization ◽  
Double Loop ◽  
Peter Senge ◽  
Generative Process ◽  
Double Loop Learning ◽  
Five Disciplines ◽  
A Company

Organizational learning and learning organization are two constructs based on conceptual metaphors. Organizational learning is a process that occurs across individual, group, and organizational levels through intuiting, interpreting, integrating, and institutionalizing. It is a purposeful process designed and sustained by inspired leadership. It may be an adaptive process based on the single-loop learning or a generative process based on the double-loop learning. The organization that is capable of transforming organizational learning into the engine of knowledge creation aiming at building up a competitive advantage may become a learning organization. Peter Senge developed the theory of the five disciplines that may transform a company into a learning organization, focusing on systems thinking. The purpose of this chapter is to present different views concerning organizational learning and its main characteristics.

Taking the learning organization mainstream and beyond the organizational level

2020 ◽  
Vol 27 (1) ◽  
pp. 6-16 ◽  
Author(s):  
Simon Reese
Keyword(s):  
Action Research ◽  
Learning Organization ◽  
Design Methodology ◽  
Systems Approach ◽  
Organizational Level ◽  
Personal Perspective ◽  
Content Type ◽  
Peter Senge ◽  
Personal Mastery ◽  
Five Disciplines

Purpose This paper aims to provide an overview of the development of learning organization concepts from the perspective of Dr Peter Senge and presents an interesting evolution of his systems oriented view of the learning organization field over three decades. Design/methodology/approach Through a conversation with a thought leading scholar, Dr Peter Senge, this paper discusses several topics pertaining to the evolution of the learning organization through a systems approach and provides his perspectives on the development of his theories. Findings Dr Senge explains his origination of the learning organization from three distinctly different theoretical tracks. However, more important than the theory, he illuminates how the theories embedded within The Fifth Discipline actually originated from action research and have continued to evolve. Of particular interest, his sites personal mastery as the most often cited of the five disciplines and offers readers explanations as to why the personal change dimensions are so important, and so often neglected. He clearly describes what it takes to make genuine progress in becoming a learning organization. Originality/value The discussion with Dr Senge reveals his perspective on the evolution of the learning organization debate from his personal perspective. He provides insights that lead the reader to understand “what is a learning organization” and “what does it mean”.

PENERAPAN LEARNING ORGANIZATION DALAM MEWUJUDKAN MADRASAH RAMAH ANAK DI MTs AL-IHSAN

2019 ◽  
Vol 13 (1) ◽  
Author(s):  
Lina Nurhasanah
Keyword(s):  
Data Collection ◽  
Learning Organization ◽  
Analysis Data ◽  
System Thinking ◽  
Best Interests ◽  
Regional Government ◽  
Peter Senge ◽  
Survival And Development ◽  
Child Friendly ◽  
Children’S Views

This study aims to find out how the application of the Learning Organization in realizing the Child Friendly Madrasah Program at MTs Al-Ihsan. This study uses kualitative approach with descriptive methods. Data collection techniques used observation techniques, interviews and documentation as well as source triangulation. While the data analysis technique uses interactive analysis; data collection, data reduction, data presentation and conclusion. The findings of this study revealed that it would be very difficult to realize the MRA program without the approach of Learning Organization discipline values developed by Peter Senge greatly helped MTs Al-Ihsan in launching the MRA program. LO disciplines are: 1) Personal Mastery, 2) Mental Models, 3) Share Vision, 4) Team Learning, and 5) System Thinking. MRA is based on the principles: 1). Non-discrimination; 2) The best interests of the child; 3). Life, survival and development; 4). Respect for children's views; and 5). Good management of madrasas. After evaluating for 3 (three) semesters, MTs Al-Ihsan is still in the process of developing further categories 2 of the 5 (five) categories of MRA designation established by KPPAP; 1). There is a policy to form an MRA development team, 2). Educators and trained personnel Child Rights, 3). Child participation, 4). Child-friendly learning process, 5). Complaints mechanism, 6). Have a safe / clean and healthy / caring and cultured / inclusive school program, 7). Parent participation, 8). Infrastructure and 9). Alumni participation. Obstacles to implementing the MRA program, namely; a) difficult to equate perceptions, b) difficulty translating the MRA program, c) limited facilities and infrastructure, d). Lack of support from the Ministry of Religion and e) the absence of the declaration of the KLA Program from the Regional Government. Keywords: Implementation, Learning Organization, Child Friendly Madrasah

Learning organization thought leaders interview series

2020 ◽  
Vol 27 (2) ◽  
pp. 163-171 ◽  
Author(s):  
Simon R. Reese ◽  
Yusuf Sidani
Keyword(s):  
Learning Organization ◽  
Design Methodology ◽  
Conceptual Development ◽  
Original Publication ◽  
Content Type ◽  
Peter Senge ◽  
Development And Evolution ◽  
Organization Evolution ◽  
Thought Leaders

Purpose The purpose of this paper is to synthesize the learnings from prior interviews with thought leaders in learning organization conceptual development. Prior interviews with Karen Watkins, Victoria Marsick, Michael Marquardt, Bob Garratt and Peter Senge are included in the summary, which is an interim step as The Learning Organization continues to explore the learning organization history and evolution. Design/methodology/approach The paper summarizes prior interviews to uncover commonalities and differences in the development and evolution of the learning organization concepts as described by thought leaders. Findings Both commonalities and differences exist in definition, development of theory and resilience since original publication. Common threads in concept develop appear across the authors mainly in influences by Revans, Argyris and Schön. Differences also exist in how each author developed learning organization constructs. Originality/value The synthesis reveals that although the learning organization may have differing definitions, there are commonalities that tie some concepts together. Additional interviews will be continued in the exploration of the learning organization evolution.

scholarly journals The responsible learning organization

2020 ◽  
Vol 27 (1) ◽  
pp. 65-74 ◽  
Author(s):  
Jens Ørding Hansen ◽  
Are Jensen ◽  
Nhien Nguyen
Keyword(s):  
Learning Organization ◽  
Innovation Process ◽  
Responsible Innovation ◽  
Business Success ◽  
European Union Policy ◽  
Content Type ◽  
Peter Senge ◽  
Research And Innovation ◽  
Causal Connections ◽  
Union Policy

Purpose This study aims to investigate whether the learning organization, as envisioned by Peter Senge in The Fifth Discipline (1990), facilitates responsible innovation. Design/methodology/approach The authors analyze the component characteristics of the learning organization as defined by Senge (1990) to identify any conceptual or causal connections to responsible research and innovation (RRI). To define RRI, the authors make use of a commonly cited framework from the academic literature that is consistent with the vision of RRI promoted in European Union policy. Findings The authors find significant complementarities between being a learning organization and practicing responsible innovation. Some of the practices and characteristics of a learning organization in the sense of Senge (1990) do not merely facilitate RRI, they are RRI by definition. One important caveat is that to qualify as a responsible innovator according to the proposed framework, an organization must involve external stakeholders in the innovation process, a requirement that has no parallel in The Fifth Discipline. The authors conclude that there is at most a small step from being a learning organization to becoming a responsibly innovating learning organization. Originality/value The authors propose a reconsideration of the scope of applicability of Senge’s theory, opening new possibilities for drawing inspiration from The Fifth Discipline 30 years after the book was first published. The authors conclude that there may be significant non-economic advantages to being a learning organization, and that The Fifth Discipline may be more valuable for its ethical perspectives on the organization than as a prescription for how to achieve business success.

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