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The Fifth Discipline: The Art & Practice of The Learning Organization Broché – Séquence inédite, 21 mars 2006
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This 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.
Senge 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.
Mastering the disciplines Senge outlines in the book will:
• Reignite the spark of genuine learning driven by people focused on what truly matters to them
• Bridge teamwork into macrocreativity
• Free you of confining assumptions and mindsets
• Teach you to see the forest and the trees
• End the struggle between work and personal time
This 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.
- Nombre de pages de l'édition imprimée464 pages
- LangueAnglais
- ÉditeurCrown
- Date de publication21 mars 2006
- Dimensions15.9 x 2.64 x 22.94 cm
- ISBN-100385517254
- ISBN-13978-0385517256
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Extrait
Give Me a Lever Long Enough… And Single-Handed I Can Move The World
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.
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.
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.
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 learned how to produce extraordinary results.
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.
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.”
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.
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.
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Détails sur le produit
- Éditeur : Crown; 1er édition (21 mars 2006)
- Langue : Anglais
- Broché : 464 pages
- ISBN-10 : 0385517254
- ISBN-13 : 978-0385517256
- Poids de l'article : 567 g
- Dimensions : 15.9 x 2.64 x 22.94 cm
- Classement des meilleures ventes d'Amazon : 911 en Communication et présentation des entreprises
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- 5 étoiles4 étoiles3 étoiles2 étoiles1 étoile5 étoiles74%17%6%1%2%74%
- 5 étoiles4 étoiles3 étoiles2 étoiles1 étoile4 étoiles74%17%6%1%2%17%
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Pour calculer le nombre global d’étoiles et la ventilation en pourcentage par étoile, nous n'utilisons pas une simple moyenne. Au lieu de cela, notre système prend en compte des éléments tels que la date récente d'un commentaire et si l'auteur de l'avis a acheté l'article sur Amazon. Les avis sont également analysés pour vérifier leur fiabilité.
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- Avis laissé en France le 7 juillet 2014Dans un contexte de mutation économique, de nouvelles organisations de travail voient le jour, plaçant l'individu acteur de son propre destin. C'est le cas du concept des organisations apprenantes dont Peter Senge est un des pionniers en la matière.
- Avis laissé en France le 15 décembre 2013This book demonstrate the value of 5 Displines to be practised. the 5h one being Systems thinking. I recommend this book to any CEO who really believe that his/her own learning, and his/her firm collective ability to learn is essential for growth.
- Avis laissé en France le 26 février 2010Qu'est-ce que la 5ème discipline ? C'est comprendre que les organisations humaines sont aux prises avec des boucles de rétroaction qui en contrôlent le comportement (mécanisme du thermostat), et qui trompent notre intuition (en nous menaçant de cercles vicieux).
C'est une application des travaux de Jay Forrester, fondateur d'une branche de la systémique.
C'est un livre qui compte dans l''histoire des théories du management, mais je doute qu'il ait rendu les services qu'en attendaient les centaines de milliers de lecteurs qui ont cru y trouver le salut...
- Avis laissé en France le 5 juin 2010J'avais apprécié il y a quelques années l'analyse des dysfonctionnements observables dans les organisations et systèmes complexes.
J'ai redécouvert, au travers du LEAN, l'importance de nombreux concepts présentés dans cet ouvrage.
- Avis laissé en France le 16 novembre 2009J'avais pu lire des extraits de ce livre qui m'ont fait cheminer dans ma vision du management d'équipe.
Je le recommande aux cadres voulant faire de la"gestion humaine des ressources" (Ph. ZARIFIAN)
Meilleurs commentaires provenant d’autres pays
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社会人教育アドバイザーAvis laissé au Japon le 7 août 2011
5,0 sur 5 étoiles マネジメントの基本を深く考えた内容
初版も大きな衝撃があったが、初版に新たに実践的な手法を書き加えた改訂版。2006年に出版されたときから大きな話題になった。
ドラッカー亡き後、経営学の中心にあって、「学習する組織」あるいは「組織学習」という理念で、人間が組織を創り、その人間が志。自分への謙虚さ、対話、チーム学習、固定概念の打破等で5つのDiscipline(日本語「稽古」に近いかも知れない)を修得すること説いている。翻訳も出たが、著者の精神を読み取るために是非原書で読んで欲しい1冊である。
低迷している日本経済を建て直すヒントがこの本にあるようだ。
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Kathryn DuPontAvis laissé au Canada le 25 février 2022
5,0 sur 5 étoiles Excellent - beyond what I expected
I ordered this book for a Masters level program I'm taking. I'm pleased this is one of my textbooks, as I will use it forever more! Great content.
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Miquel BonillaAvis laissé en Espagne le 28 octobre 2017
5,0 sur 5 étoiles The fifth discipline, por Miquel.
recibir una lección de un maestro y ser entendida no es tarea fàcil para él. Si se lee el libro con pasión se acaba la clase con un deseo cumplido por ambas partes. Siempre se pude encontrar el camino del trabajo bien hecho, que nos dà entereza.
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Cliente AmazonAvis laissé au Brésil le 11 août 2023
5,0 sur 5 étoiles Ótima leitura para quem busca entender o diferencial de empresas do futuro.
O livro fala de disciplinas que as empresas precisam dominar para serem bem sucedidas.
Dentre as disciplinas a quinta disciplina o autor destaca como sendo a principal e que não é muito presente nos dias de hoje.
Recomendo a leitura.
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Christoph DibbernAvis laissé en Allemagne le 15 janvier 2023
5,0 sur 5 étoiles Amazing book about fostering learning organizations
This book sharpened my view on organizational development and learning organizations. It is easy to read and offers deep insights how to make the first steps towards better results and a culture of trust, learning and reinvention.