The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization

Cover
Crown, 20.06.1994 - 608 Seiten
2 Rezensionen
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Senge's best-selling The Fifth Discipline led Business Week to dub him the "new guru" of the corporate world; here he offers executives a step-by-step guide to building "learning organizations" of their own.
 

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Review: The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization

Nutzerbericht  - Jim Duncan - Goodreads

The phrase "shared mental models" has become a cornerstone in my approach to teamwork. Vollständige Rezension lesen

LibraryThing Review

Nutzerbericht  - Biovitrum - LibraryThing

Organizational effectiveness ; Work groups ; handbooks Vollständige Rezension lesen

Inhalt

I See You
3
An Exchange of Lore and Learning
4
How to Read This Book 4 Why Bother?
7
Why Bother? A CEOs Perspective
13
Moving Forward
15
Core Concepts About Learning in Organizations
48
The Wheel of Learning
59
Leadership Fields
65
48
328
Letter to the CEOs Partner
333
Strategic Priorities
344
Where to Go from Here
346
Strategies for Team Learning
351
What You Can Expect from Team Learning
355
Dialogue
357
The Cauldron
364

Reinventing Relationships
69
Finding a Partner
74
Opening Moves Systems Thinking
77
Strategies for Systems Thinking
87
What You Can Expect As You Practice Systems Thinking
91
Learning to See the World Systemically xi
94
Starting with Storytelling
97
15
112
Links and Loops
113
The Archetype Family Tree
149
Systems Sleuth
151
Enriching the Archetype
161
Seven Steps for Breaking Through Organizational Gridlock
169
Moving into Computer Modeling
173
A Natural Combination
184
Where to Go from Here
189
Personal Mastery
190
Strategies for Developing Personal Mastery
193
What You Can Expect from the Practice of Personal Mastery
198
Loyalty to the Truth
213
The Power of Choice
218
Innovations in Infrastructure for Encouraging Personal Mastery
220
Instilling Personal Mastery at Beckman Instruments
224
Intrapersonal Mastery
226
Where to Go from Here
232
Strategies for Working with Mental Models
235
What You Can Expect in Working with Mental Models
239
The Ladder of Inference
242
Balancing Inquiry and Advocacy
253
Conversational Recipes
260
Opening Lines
263
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 Build Shared Vision
304
Designing an Organizations Governing Ideas
306
How to Begin
312
Designing a Dialogue Session
374
Skillful Discussion
385
Skillful Discussion at Intel
392
59
400
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
65
429
Executive Team Leadership
435
Where to Go from Here
441
Arenas of Practice
443
Our Quality Program Isnt Working
445
69
454
Corporate Environmentalism
458
Training As Learning
463
Workplace Design
469
The Tricky Dynamics of Learning in a Familyowned Business
471
74
474
Health Care
479
Education
484
77
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
87
534
91
536
Creating Your Own Management Flight Simulator
543
The Du Pont Manufacturing Game
550
Creating a Learning Laband Making It Work
554
Coda
563
How to Stay in Touch with
571
Index
577

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Über den Autor (1994)

Peter M. Senge, senior lecturer at MIT and the founding chair of the Society for Organizational Learning (SoL), is the author or coauthor of several bestselling books, including The Fifth Discipline, Schools That Learn, and Presence. He was named as one of the 24 people who had “the greatest influence on business strategy over the last 100 years” by the Journal of Business Strategy.

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