mab2363 2013 zaki -fifth discipline
TRANSCRIPT
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MAB 2363
System Thinking
for Project Management
L3: 5th Discipline
Prof. Dr. Ahmad Zaki Abu Bakar
Malaysian National Computer
Confederation
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innovative entrepreneurial global
THE FIVE DISCIPLINESLEARNING ORGANIZATIONS
Team
Learning
Personal
Mastery
Mental
Models
Shared
Vision
Systems
Thinking
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COMPONENTS OF A LEARNING
ORGANIZATION
1. Mental models
2. Personal mastery
3. Building shared vision4. Team learning
5. Systems thinking
The Fifth Discipline is SYSTEMS THINKING
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ST
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THE LAWS OF THE
FIFTH DISCIPLINE
1. Todays problems come from yesterdayssolutions
2. The harder you push, the harder the systempushes back
3. Behavior grows better before it grows worse
4. The easy way out usually leads back in
5. The cure can be worse than the disease
6. Faster is slower
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THE LAWS OF THE FIFTH
DISCIPLINE..2
7. Cause & effect are not closely related in timeand space
8. Small changes can produce big results butthe areas of highest leverage are often theleast obvious
9. You can have your cake and eat it too but
not at once10.Dividing an elephant in half does notproduce two small elephants
11.There is no blame
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LEARNING
ORGANIZATIONS
The Fifth Disciplineby Peter Senge (1990)
A learning organization is a place where
people are continually discovering how theycreate their reality.
Innovate an invention to replicate at a meaningful
scale and cost.
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MENTAL MODELS
Why Best Ideas Fail
Conflict with deeply held internal images of
how the world works
Mental models determine how we take
action
Mental models are so powerful - because
they affect what we see
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LADDER OF INFERENCE
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I take Actions based on my beliefs
I adopt Beliefs about the world
I draw Conclusions
I make Assumptions based on the meanings
I added
I add Meanings (cultural and personal)
I select Data from what I observe
Observable data and experiences (as a
video tape recorder might capture it)
The
reflexive
loops
(our beliefsat least what
data we
select
next time)
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PERSONAL MASTERY
The Spirit of the Learning Organization
Organizations learn only through
individuals who learn Individual learning does not
guarantee organizational learning,
but without it no organizationallearning can occur
Personal Vision
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CREATIVE TENSION
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SHARED VISION
A Common Caring
A shared vision is a vision that many
people are truly committed to and it reflectstheir own personal vision
Helps establish overarching goals
Provides a rudder to keep the learning
process on course when stresses develop
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Stages of Group Development
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Prestage I Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage IV
Performing
Stage V
Adjourning
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THROUGH LEARNING,
WE CAN
Re-create ourselves
Become able to do things we never
were able to do beforeRe-perceive the world and our
relationship to it
Extend our capacity to create, to bepart of the generative process of life
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THE FIVE DISCIPLINES
4. Team
Learning
2. Personal
Mastery
1.
Mental
Models
3.
Shared
Vision
5. Systems
Thinking
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TEAM LEARNING
The fundamental learning unit
Alignment- necessarycondition before empowering
the individual will empower the
whole team
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Seven Principles of Learning
1. Learning is fundamentally social.Successful learning is often
socially constructedand also
requires even slight changes inone's identity, which makes the
process both challenging and
powerful.
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INTERACTION
MOMENTS OF MAGIC
Teacher
Colleague
Friend Author
Expert
Mentor
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Seven Principles of Learning
2. Knowledge is integrated in the lifeof communities.
When we develop and share
values, perspectives, and ways ofdoing things, we create a
community of practice
(CoP)/interest (CoI).
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Seven Principles of Learning
3. Learning is an act of participation.The motivation to learn is the
desire to participate in a
community of practice.
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4. Knowing depends on engagementin practice.
We often glean knowledge from
observations of, and participationin, many different situations and
activities. The depth of our
knowing depends in turn on thedepth of our engagement.
Seven Principles of Learning
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Seven Principles of Learning
5. Engagement is inseparable fromempowerment.
We perceive our identities in terms
of our ability to contribute and toaffect the lifeof communities in
which we are or want to be a part.
- Ubuntu
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We invoke each others potential by
our willingness to see the essence of each other.
Tribes of the Northern Natal in South Africa
Sawa Bona means I see you.(It is the equivalent of helloin English.)
Sikhona means I am here.
(Until you see me, I am not here.When you see me, you bring me into existence.)
A person is a person only because
of other people.Zulu Folk Saying
The Spirit of Ubuntu
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African Worldview:
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African Worldview:
Ubuntu
I am because we are, and because we are, I am
A person is a person through other people
Africana identity is connected to Africana spiritualworldview
Oneness of humans, deity, and nature are espoused
Triad: spirit (ROHO), body (MWILI) and Soul (NAFSI)
Societal collectivismencouraging and rewarding
collective action
Leadership attributes - such as generosity,compassion, human orientation
Used in AVATAR movie26
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Ubuntu
I see you!
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Seven Principles of Learning
6. "Failure" to learn is often theresult of exclusion from
participation.
Learning requires access and theopportunity to contribute.
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Seven Principles of Learning
7. We are all natural lifelong learners.
All of us, no exceptions.
Learn ing is a natural part of beinghuman.
We all learn what enables us to
participate in the communities ofpractice of which we wish to be apart.
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STRUCTURAL CONFLICT
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How the 5 Disciplines Work
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How the 5 Disciplines Work
Together
Five Discipline Matrix
Creating something
bigger than
ourselves
Building meaning
and sharing your
understanding with
others
Connecting with
others and
developing learning
relationships
Understanding the
bigger picture
Some are just
along for the ride.
No personal
commitment or
development.
PersonalMastery
Shared Vision Mental Models Team LearningSystemsThinking
RESULTS
Growing and learning
Building meaning
and sharing your
understanding withothers
Connecting with
others and
developing learningrelationships
Understanding the
bigger picture
Frustration.
Organization isn't
moving. Feeling
alive in a dead
organization
Growing and learning
Creating something
bigger than
ourselves
Connecting with
others and
developing learning
relationships
Understanding the
bigger picture
Lots of conflict and
misunderstanding.
Stressed
relationships.
Growing and learning
Creating something
bigger than
ourselves
Building meaning
and sharing your
understanding with
others
Understanding the
bigger picture
Lone Rangers and
competitiveness.
Isolation and
stalled innovation.
Growing and learning
Creating something
bigger than
ourselves
Building meaning
and sharing your
understanding with
others
Connecting with
others and
developing learning
relationships
Good results don't
last, or produce
unintended
consequences
someplace else.
Growing and learning
Creating something
bigger thanourselves
Building meaning
and sharing your
understanding with
others
Connecting with
others and
developing learning
relationships
Understanding the
bigger picture
People collectively
enhancing their
capacity to create
the results they
really want to
create.
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CONCLUSION
Learning is
distributed&
self-directed
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