{"product_id":"the-fifth-discipline-isbn-9780385517256","title":"The Fifth Discipline","description":"\u003cb\u003eMORE THAN ONE MILLION COPIES IN PRINT • “One of the seminal management books of the past seventy-five years.”—\u003ci\u003eHarvard Business Review\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e \u003cbr\u003eThis revised edition of the bestselling classic is based on fifteen years of experience in putting Peter Senge’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories demonstrate the many ways that the core ideas of the Fifth Discipline, many of which seemed radical when first published, have become deeply integrated into people’s ways of seeing the world and their managerial practices.\u003cbr\u003e \u003cbr\u003eSenge describes how companies can rid themselves of the learning blocks that threaten their productivity and success by adopting the strategies of learning organizations, in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create the results they truly desire.\u003cbr\u003e \u003cbr\u003eMastering the disciplines Senge outlines in the book will:\u003cbr\u003e \u003cbr\u003e• Reignite the spark of genuine learning driven by people focused on what truly matters to them\u003cbr\u003e• Bridge teamwork into macrocreativity\u003cbr\u003e• Free you of confining assumptions and mindsets\u003cbr\u003e• Teach you to see the forest \u003ci\u003eand\u003c\/i\u003e the trees\u003cbr\u003e• End the struggle between work and personal time\u003cbr\u003e \u003cbr\u003eThis updated edition contains more than one hundred pages of new material based on interviews with dozens of practitioners at companies such as BP, Unilever, Intel, Ford, HP, and Saudi Aramco and organizations such as Roca, Oxfam, and The World Bank.“Forget your old, tired ideas about leadership. The most successful corporation . . . will be something called a learning organization.”\u003cb\u003e—\u003ci\u003eFortune\u003cbr\u003e\u003cbr\u003e\u003c\/i\u003e\u003c\/b\u003e“One of the seminal management books of the past seventy-five years.”\u003cb\u003e—\u003ci\u003eHarvard Business Review\u003cbr\u003e\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e“Senge’s book has achieved the status of a management classic.”\u003cb\u003e—\u003ci\u003eBoston Globe\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e“The job of management in education, industry, and government should be the optimization of a system . . . Peter Senge’s book \u003ci\u003eThe Fifth Discipline,\u003c\/i\u003e from which I have learned much, is a good place to begin.”\u003cb\u003e—Dr. W. Edwards Deming, pioneer of the Total Quality Management movement\u003ci\u003e\u003cbr\u003e\u003c\/i\u003e\u003c\/b\u003e\u003cb\u003ePeter M. Senge\u003c\/b\u003e is the founding chairperson of the Society for Organizational Learning and a senior lecturer at MIT. He is the co-author of \u003ci\u003eThe Fifth Discipline Fieldbook, The Dance of Change,\u003c\/i\u003e and \u003ci\u003eSchools That Learn \u003c\/i\u003e(part of the Fifth Discipline Fieldbook series)\u003ci\u003e \u003c\/i\u003eand has lectured extensively throughout the world. He lives in Cambridge, Massachusetts.1\u003cbr\u003e\u003cbr\u003e Give Me a Lever Long Enough… And Single-Handed I Can Move The World\u003cbr\u003e\u003cbr\u003e From a very  early age, we are taught to break apart problems, to fragment the world. This apparently  makes complex tasks and subjects more manageable, but we pay a hidden, enormous price.  We can no longer see the consequences of our actions; we lose our intrinsic sense  of connection to a larger whole. When we then try to “see the big picture,” we try  to reassemble the fragments in our minds, to list and organize all the pieces. But,  as physicist David Bohm says, the task is futile–similar to trying to reassemble  the fragments of a broken mirror to see a true reflection. Thus, after a while we  give up trying to see the whole altogether. \u003cbr\u003e\u003cbr\u003e The tools and ideas presented in this  book are for destroying the illusion that the world is created of separate, unrelated  forces. When we give up this illusion–we can then build “learning organizations,”  organizations where people continually expand their capacity to create the results  they truly desire, where new and expansive patterns of thinking are nurtured, where  collective aspiration is set free, and where people are continually learning how  to learn together. \u003cbr\u003e\u003cbr\u003e As the world becomes more interconnected and business becomes  more complex and dynamic, work must become more “learningful.” It is no longer sufficient  to have one person learning for the organization, a Ford or a Sloan or a Watson or  a Gates. It’s just not possible any longer to figure it out from the top, and have  everyone else following the orders of the “grand strategist.” The organizations that  will truly excel in the future will be the organizations that discover how to tap  people’s commitment and capacity to learn at all levels in an organization. \u003cbr\u003e\u003cbr\u003e Learning  organizations are possible because, deep down, we are all learners. No one has to  teach an infant to learn. In fact, no one has to teach infants anything. They are  intrinsically inquisitive, masterful learners who learn to walk, speak, and pretty  much run their households all on their own. Learning organizations are possible because  not only is it our nature to learn but we love to learn. Most of us at one time or  another have been part of a great team, a group of people who functioned together  in an extraordinary way– who trusted one another, who complemented one anothers’s  strengths and compensated for one another’s limitations, who had common goals that  were larger than individual goals, and who produced extraordinary results. I have  met many people who have experienced this sort of profound teamwork–in sports, or  in the performing arts, or in business. Many say that they have spent much of their  life looking for that experience again. What they experienced was a learning organization.  The team that became great didn’t start off great–it \u003ci\u003elearned\u003c\/i\u003e how to produce extraordinary  results. \u003cbr\u003e\u003cbr\u003e One could argue that the entire global business community is learning  to learn together, becoming a learning community. Whereas once many industries were  dominated by a single, undisputed leader–one IBM, one Kodak, one Xerox–today industries,  especially in manufacturing, have dozens of excellent companies. American, European,  or Japanese corporations are pulled forward by innovators in China, Malaysia, or  Brazil, and they in turn, are pulled by the Koreans and Indians. Dramatic improvements  take place in corporations in Italy, Australia, Singapore–and quickly become influential  around the world. \u003cbr\u003e\u003cbr\u003e There is also another, in some ways deeper, movement toward learning  organizations, part of the evolution of industrial society. Material affluence for  the majority has gradually shifted people’s orientation toward work–from what Daniel  Yankelovich called an “instrumental” view of work, where work was a means to an end,  to a more “sacred” view, where people seek the “intrinsic” benefits of work.(1) “Our  grandfathers worked six days a week to earn what most of us now earn by Tuesday afternoon,”  says Bill O’Brien, former CEO of Hanover Insurance. “The ferment in management will  continue until we build organizations that are more consistent with man’s higher  aspirations beyond food, shelter and belonging.” \u003cbr\u003e\u003cbr\u003e Moreover, many who share these  values are now in leadership positions. I find a growing number of organizational  leaders who, while still a minority, feel they are part of a profound evolution in  the nature of work as a social institution. “Why can’t we do good works at work?”  asked Edward Simon, former president of Herman Miller, a sentiment I often hear repeated  today. In founding the “Global Compact,” UN Secretary General Kofi Annan invited  businesses around the world to build learning communities that elevate global standards  for labor rights, and social and environmental responsibility. \u003cbr\u003e\u003cbr\u003e Perhaps the most  salient reason for building learning organizations is that we are only now starting  to understand the capabilities such organizations must possess. For a long time,  efforts to build learning organizations were like groping in the dark until the skills,  areas of knowledge, and paths for development of such organizations became known.  What fundamentally will distinguish learning organizations from traditional authoritarian  “controlling organizations” will be the mastery of certain basic disciplines. That  is why the “disciplines of the learning organization” are vital.Revised and Updated with 100 New Pages More than 1 million copies in print","brand":"Crown Currency","offers":[{"title":"Default Title","offer_id":46301059809509,"sku":"NP9780385517256","price":30.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780385517256.jpg?v=1767739322","url":"https:\/\/k12savings.com\/es\/products\/the-fifth-discipline-isbn-9780385517256","provider":"K12savings","version":"1.0","type":"link"}