In response to Howard Jacobs's note
"...one of the criticisms of Senge's concept of a learning
organization is that it is an abstraction, a theoretical
construct, ...."
There was a similar disucssion over here, which I summarised
in the Object Format below :(refer samples in my homepage under
Outsights Knowledgebase, http://www.geocities.com/Athens/5621):
Goal: What is the difference between "The Fifth Discipline" and
other management books?
Goal: Why most popular Management fads cannot create enduring
change?
Goal: Why "Dis-connect" approach still gain more popularity?
Fact: Enduring change in oneself
Fact: Personal calling
Fact: Learning Organisation
Symptom: There is a variety of reaction and acceptance of different
management approaches from consultants or management guru.
Symptom: Investment in new management approach generally due to a)
good or new ideas b) logical recipe-like program / activities for
easy implementation.
Symptom: Management commitment to new approach is expressed as
resources and investment rendered.
Symptom: There are two distinct "dis-connects" in above so called
"committed" approach. a) "Dis-connect" from Current Reality or
Actual Business Practices with objective and statistical evidence,
b) "Dis-connect" from one owns' belief, core-value of the policy,
decision makers or change agents.
Cause: The psychology and good feeling in doing something tangible
(like following a recipe-like program) and getting some quick fixes
fit well with fire-fight (action - reaction) instinct of most human
nature.
Cause: Deep probing into Actual Business Practices with objective
and statistical evidence only exposes more weaknesses of policy and
decision makers.
Fix: Most enduring change to really satisfy a worthy goal of an
entity does not come about by performing activities, program or
system implementation, but deep soul searching on the part of the
policy and decision makers on their own belief, core-values,
principles, knowledge, techniques and skills.
Fix: Since "The Fifth Discipline" does not offer quick fix or
recipe-like program, it is not the most popular management approach
to practice the said disciplines based on theories. But for persons
who are ready for personal transformation to take place, e.g. in
reshaping their own mental model, vision etc. (not introducing or
organising program for organisation), the much researched theories
and disciplines as per "The Fifth Discipline" can be a powerful
guide for enduring change to take place in the said persons and
simultaneously in the organisation.
Fix: There must be a shift of focus from "activities / program that
expects others to perform" TO "personal transformation through own
PRACTICES".
Regards
Andrew Wong
Organisation Observer and Thinker
Homepage http://www.geocities.com/Athens/5621
--andreww@petronas.com.my (Andrew Wong Hee Sing)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>