Updates on the Alma Powell Branch Library can be found on kpl.gov/pow

Book

3 of 3 Copies Available

  • CENTRAL: Second Floor (3 copies)
Log In to Place HoldAdd Author AlertMore Details

The fifth discipline : the art and practice of the learning organization

Call Number

  • 658.4 S476 2006 (CEN)

Browse similar titles by call number

Edition

Rev. and updated.

Publication Information

New York : Doubleday/Currency, c2006.

Physical Description

xviii, 445 p. : ill. ; 23 cm.

Summary

"In The Fifth Discipline, Peter Senge describes how companies can rid themselves of the learning "disabilities" that threaten their productivity and success by adopting the strategies of learning organizations - ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire." "The revised and updated Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi Aramco, and organizations like Roca, Oxfam, and The World Bank. It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book's inception, as well as new chapters on Impetus (getting started), Strategies, Leaders' New Work, Systems Citizens, and Frontiers for the Future."--BOOK JACKET.

Contents

  • PART I: HOW OUR ACTIONS CREATE OUR REALITY AND HOW WE CAN CHANGE IT: "Give me a lever long enough ... and single-handed I can move the world"
  • Does your organization have a learning disability?
  • Prisoners of the system, or prisoners of our own thinking?
  • PART II: THE FIFTH DISCIPLINE: THE CORNERSTONE OF THE LEARNING ORGANIZATION: The law of the fifth discipline
  • A shift of mind
  • Nature's templates: identifying the patterns that control events
  • Self-limiting or self-sustaining growth
  • PART III: THE CORE DISCIPLINES: BUILDING THE LEARNING ORGANIZATION: Personal mastery
  • Mental models
  • Shared vision
  • Team learning == PART IV: REFLECTIONS FROM PRACTICE: Foundations
  • Impetus
  • Strategies
  • The leader's new work
  • Systems citizens
  • Frontiers
  • PART V: CODA: The invisible whole
  • Appendix 1: The Learning disciplines
  • Appendix 2: Systems archetypes
  • Appendix 3: The U process.

Share: Facebook Twitter