Organisational learning and changes is a value-based approach to system change in individual organisation and communities. To demonstrate this concept broadly, Senge’s book “The Fifth Discipline” describes the three stages of explanation that include events, behaviour and the structural level. The book describes the way through which an organisation can aware themselves from learning disabilities. The second chapter of this book demonstrates the five disciplines of learning that are comprised of shared vision, the mental models, the personal mystery, the team learning and system thinking (Pallett 2018). I believe, these disciplines not only help the organisation to accomplish the desired goals but it also aids the workforce to be creative and innovative in their work. The shared goals refer to the shared vision where organisation members think on the shared vision and automatically participate in each process. A shared vision helps the employees to be responsible for the accomplishment of vision without considering any kind of pressure.
Mental models refer to the presumptions of the people have which influence their actions. The next discipline of learning is the personal mystery that refers to the strength of an individual to be always proactive and keep learning continuously to accomplish desired goals. The team learning is the other discipline of learning which has two constraints that are when an individual work in a team he grooms himself faster rather than working alone (Presbitero 2017). While the other fellow members need to willingly shift their mental models and to be open up to continuous improvement and learning. System thinking refers to the discipline of learning that age organisation to analyse the patterns by looking from a Holistic viewpoint in place of small and pointless parts. This chapter helps to understand the ways through which a team should work and behaviour of an individual while working in a team in an organisation. According to me, this would help the organisations, today, to discover the potential of their employee to use them for the achieving excellence in the dynamic work environment.
The other chapter of Senge’s book “The Fifth Discipline demonstrates the seven learning disabilities that exist in the organisation and is responsible for organisation failure. In an organisation, there is the various point at which individual manager, team leaders needs to understand the concept of learning disabilities that help the organisation to eradicate the challenges which occurred due to behavioural issues. The seven learning disabilities are as follows. An individual start to say that what they have done for the organisation and what they perform for the organisation instead they need to say the value they add towards the organisation this is called the I am my position disability. The next disability is referred to as the enemy is there on which the results of all the failures is put on. The illusion of taking charge is considered as the 3rd disability in the constant for learning that demonstrates the danger of another collection in the place of corrective action.
The fourth constraint is the fixation on events instead of considering the small continuous improvement in the firm. The next constraint is the parable of the boiled frog which refers to the awareness towards the happening of an organisation changing environment that can impact the organisation performance. The next constraint is the delusion of learning from experience which refers that when an individual work for a very long time and he believed that he knows the long-term outcome by looking towards a short term outcome (Elliott 2020). The last is the myth of the management team this means that employees things that the management of the organisation will solve all the problems and a single manager can handle all these things without any delay. As it is impossible for one manager to understand the requirements of each employee some adjustment needs to be done by employees also as this is a cycle on which everyone needs to contribute. Understanding these seven learning constraints can help the organisation to adapt to change as it would help it create value for the company.
Elliott, I.C., 2020. Organisational learning and change in a public sector context. Teaching Public Administration, p.0144739420903783.
Presbitero, A., Roxas, B. and Chadee, D., 2017. Effects of intra-and inter-team dynamics on organisational learning: the role of knowledge-sharing capability. Knowledge Management Research & Practice, 15(1), pp.146-154.
Pallett, H., 2018. Situating organisational learning and public participation: Stories, spaces and connections. Transactions of the Institute of British Geographers, 43(2), pp.215-229.
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