Peter Senge's The Fifth Discipline

Writing "The Fifth Discipline" by Peter St. Ji is certainly the authority of "systematic thinking". This is the leadership framework that organizations use to improve learning within the organization. Senge further updated the idea and developed a strategy to make it possible to ascertain the dynamic complexity of a particular system. Senge defines the elements of dynamic complexity in system thinking as "seeing the whole." (Page 68). He explained how to develop not only "snapshots" but also a framework for seeing relationships. (No.

The learning organization is the management concept proposed by Peter Senge (Peter M. Senge) in "Fifth academic field". The five areas of learning organization are systematic thinking, personal proficiency, spiritual model, shared vision and team learning (Senge, 1990). In order to make the day-to-day change more prominent in the world, global organizations now need faster, lower cost and more effective learning for the workplace and mobile workers. Continued learning and knowledge is an important raw material for creating wealth and is a source of organizational and personal strength (Michael J. Marquardt 2011). Knowledge management is one of the most important parts of building a learning organization. Work and study become increasingly the same, and that trend is the core of production activities, which is a new form of labor (Zuboff, 1998, P 395). To enhance value, we often use new ideas and information rather than important products.

Professor and author of MIT Peter St. Michael wrote a wonderful work on systematic thinking called "The Fifth Discipline" in the 1990s. It actually focuses on organizational changes, but because it is a wonderful book it forgives him (and the business world of geeks is the idea of ​​the space system that was dominated when it first appeared). In the fifth academic field, Sheng Ji advocates cases that need to be systematically thought out. Society develops and reconstructs a structured and isolated way of thinking from scientific research assumptions to the resulting structure. - The silo system we designed is unrelated to the overall situation. These isolated systems confront each other, creating a very linear problem point and a finite way to solve problems.

Like Petersenge's fifth discipline, there are many ways to organize cultural changes. There are also various psychological methods that evolved into a system of specific outcomes, such as the "learning organization" in the fifth academic field and the "evolution of corporate culture" in educational communication. On the other hand, ideas and strategies seem to change based on concrete impacts that affect culture. Burman and Evans (2008) argues that "leadership" affects culture more than "management" and explains the difference. When people want to change aspects of organizational culture, this must be considered a long-term project. It is difficult to change corporate culture and employees need time to adapt to the new organization method. For companies with a very strong and concrete culture it will be more difficult to change.