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The Fifth Discipline: The Art and Practice of the Learning Organization is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations that learn to create results that matter as an organization.
Assumptions and generalizations held by individuals and organizations are called mental models. [6] Personal mental models describe what people can or cannot detect. [12] Due to selective observation, mental models might limit peoples’ observations. To become a learning organization, these models must be identified and challenged.
Peter Senge was born in Stanford, California.He received a B.S. in Aerospace engineering from Stanford University.While at Stanford, Senge also studied philosophy. He later earned an M.S. in social systems modeling from MIT in 1972, as well as a PhD in Management from the MIT Sloan School of Management in 1978.
The original set of system archetypes were published in The Fifth Discipline by Peter Senge. The exact source of these generic structures is not known. However "Accidental Adversaries" has a clear origin. It is derived from observations made by Jennifer Kemeny, a colleague of Senge's and a contributor to the original archetype descriptions.
In 1990, Peter Senge published “The fifth discipline” [4] together with a field book intended to show practical applications. [5] Amongst four other disciplines in management, the fifth which was intended to be systems thinking, a skill highly appreciated by Senge and, according to him, missing in most top management teams.
The Society for Organizational Learning (SoL) is an American organization founded in 1997 by Peter Senge. It replaced the Center for Organizational Learning at MIT. From 1999 until 2016, SoL published its own journal, "Reflections".
“The model that is geared toward alcoholism doesn’t effectively address heroin addiction,” Merrick said. “In a perfect world, we would have a 12-step model integrated with medically assisted therapy.” At least some of the top officials overseeing Kentucky’s response to the opioid epidemic are as open to medications as Merrick is.
Peter Senge, a thought leader of systems thinking for the business world, describes the structural source of systemic change resistance as being due to an "implicit system goal:" [18] "In general, balancing loops are more difficult to see than reinforcing loops because it often looks like nothing is happening.