The Core Disciplines of the Learning Organization

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Table of Contents

Introduction
Personal mastery
Mental models
Aspects of mental models that hinder growth
Shared vision
Linking personal vision to shared vision
Organization’s vision, mission, and values
Commitment, enrollment, and compliance
Conclusion
References

Introduction

In the modern world, continuous learning has become an essential pillar of successful leadership and organizational management. Apparently, the competitive environment requires leaders who can instigate a learning culture that promises opportunities both at organizational and individual levels. This article will explore the core of the learning organization grounded in various learning disciplines as analyzed by Peter Senge. A learning organization is one that often minds about its potential to influence its future performance (Senge 2006). These subjects naturally link to each other, and the coherence of the flow manifests as these disciplines play out within an organization. In this paper, the focus will be on three options that include personal mastery, mental models, and the shared vision. These three options, explore various aspects of a learning organization that can help to solve problems in the computer sector.

Personal mastery

Unlike in the past, today learning continues even when academicians receive credentials. Currently, education is continuous and deliberate to ensure that organizations remain relevant in the global markets. An inclusive career development system is essential to enable procedural career advancement and training for the workforce at all levels of their career (Rowley & Gibbs, 2008). Therefore, to attain this system, skills needed in each organizational level should be highlighted, and research done to improve on personal skill. Besides, research should be regular to identify training needs concerning the evolving business environment. As a result, individuals experience personal mastery and start enjoying what they practice.

Personal knowledge invokes a sense of effortlessness since a person has mastered the underlying aspects that bring forth the expected outcomes. According to Bailey and Black (2014) personal mastery can be used as a tool to win people to the desired point of view, repair broken systems and help solve issues that seemed intractable. Because of the intense pressure to achieve, organizations need individuals whose minds can work at peak potential without straining.

Within the computer industry, applying personal mastery can be of great help in clarifying what is the best practice and practicing how to face current issues concerning actualizing organization’s vision. In this industry, personal vision entails establishing new products that can fill the gaps that instigate cyber attacks. This vision does not only influence oneself, but also the world since cyber attacks pose a threat to global security.

Through personal mastery, it is easy to see what gaps exists and what behaviors one has to add to the team while seeking to fulfill organizational targets (Jyoti, Utpal, & Debasis, 2015). Some organizations do not embrace personal mastery among its workers with the fear of over-relying on certain individuals. It is worth noting that, for the teams to work successfully as a system, it has to have several members with the potential to think and act decisively. Gradually, this serves as the impetus upon which other members can learn and change a personal vision to a shared vision. Leaders should utilize the mastery and enthusiasm within employees to generate meaningful change to self and others.

Mental models

According to Senge (2006), mental models determine how individuals understand the world and how they respond to the changing business environment. The concept of mental models entails the perceptions and generalizations that individuals hold concerning the business community. Mental models require transparency and trust with oneself and with others. It is through openness that workers can learn from each other and enhance a sense of security within a team. When workers integrate what they share with what they do, a sense of connection emerges forming a systemic thinking across the network. However, it is discouraging to note that the best ideas rarely get into action. For instance, in the computer sector, brilliant changes are developed, but a widespread incorporation of the perceived model never happens. Conflict emerges when shifting from the familiar ways of production, thus limiting the integration of the new insights (Bailey & Black, 2014).

In the computer industry, the most prevalent mental models involve simple perceptions such as seeing people as not aggressive, as untrustworthy, and lacking self-confidence. When such negative connotations develop, workers act differently from the way they would if they perceived their colleagues as self-motivated and trustworthy. Such beliefs, ideas and descriptions that people grow from experience control their thinking and behavior (Rowley & Gibbs, 2008). In this industry, the predominant mental models are those cherished by the primary decision makers. Those models can derail change if unevaluated because managers act to what is familiar and accommodating. In this regard, the efforts to sustain systems thinking within an organization may inflate.

Aspects of mental models that hinder growth

Even though mental models enhance stability and momentum in a changing world, they also block leaders from seeing the facts and ideas that promise change (Senge 2006). In most cases, the models are self-reflective and incomplete. Since everyone has a unique way to solve problems, organizations should ensure team learning to find a way that accounts for everyone’s ideas. If workers do not participate in the decision-making process, it becomes hard to develop a shared vision. Lack of trust develops and workers may choose to stick to the usual ways of practice. Consequently, possible solutions to diagnose identified problems fade. In the computer industry, most decision makers aim at winning the argument rather than finding the best case collectively. When this happens, organizations miss the flaws that exist because workers are compelled to fit in others’ reasoning. Employees should be encouraged to offer different views based on shared understandings and goals.

Shared vision

The organization’s leadership must commit to creating a sense of devotion to workers by identifying a shared vision for the organization’s progress. In a bid to achieve this, the organization has to plan together and ensure learning that anchor a shared knowledge of the organization’s mission and vision (Bailey & Black, 2014). A common target can lead to increased productivity since resources flow towards a common direction. When individuals reflect on what they desire and develop personal mastery, they generate an innate sense of purpose that go beyond individual targets to address the concerns of their organization.

These visions emanate from an individual, but they stretch further to meet the organizational vision. When organizations embrace shared ideas, they invite this wider devotion and teamwork. When managed with care and consistency, creating a common goal starts to establish positive connotations among the personnel (Snow, 2014). Employees begin to trust each other, embrace each other’s dream and end up realizing the potential they have when they work as a team.

Linking personal vision to shared vision

In most cases, organizational ideas propagate from personal views of individuals within an organization. The origin of the idea does not matter but the effect it has in the process of developing a shared vision. For example, the personal goal in this situation is influencing lives through innovation. Ultimately, sharing this personal vision to the members of the organization may form the basis for building a shared vision. To link personal vision to shared vision, one has to ask for support from members and allow them to make changes if necessary. If the vision is comprehensive, members can see through the lens of their leader rather than following blindly without inquiring (Hess, 2014).

Organization’s vision, mission, and values

Vision provides the image of what the organization will shape to within the stipulated time. The idea, in this case, is to produce computers that fill the gaps that hackers use to cause cyber attacks. It is the work of the management to encourage workers to embrace this vision as their own and identify what aspects of the vision matter most. Testing is required to identify how members feel about the idea, and the results should determine what aspects need improvement. The purpose or mission explains the question “Why?” the organization exists. Focused organizations have well-defined goals such as meeting customer needs and employee satisfaction.

However, the mission of this organization is to offer excellent services and remain useful to the world through innovations. The computer industry seeks to add to the business community in a significant way and add what has been missing in this field (Hess, 2014). On the other hand, the core values respond to the question “How?” the personnel should behave to meet organization’s standards. The core values include honesty, trustworthy, transparency, integrity, and open-mindedness.

Ultimately, all the three governing ideas represent the company’s purpose. Organizations need not only visions but also shared insights to make the mission more sensible. Core values guide people in their daily endeavors and enable them to make helpful decisions. However, the connection with these governing ideas becomes inevitable when translating policies into actions. For instance, to foster a shared vision, the core values of openness and honesty have to prevail to ensure the purpose is successful. This vision can only succeed if members are willing to take it as their own and a source of aspiration towards achieving the organization’s mission. Continuous learning and cooperation assist members to develop a sense of responsibility that helps build companies to great heights (Burlingham, 2005).

Commitment, enrollment, and compliance

Commitment is a rare factor, but when achieved within an organization, it can bring forth tremendous changes. Members of this team understand the importance of taking responsibility towards attaining the shared vision. The organization is flexible and gives members the chance to alter structures and redesign approaches to suit their style in a bid to foster commitment. Enrollment entails working out of choice and having the freedom to embrace one’s style (Burlingham, 2005). Compliance happens to be the prevalent vice adopted by workers in most organizations. However, in this case, members can assess the benefits of the image, and if favorable, they act beyond expectations.

This company’s vision is compelling enough since it has the support of the members. Members view it as a shared vision and use it as a platform to create coherence to the divergent opinions. The common aspiration leads to commitment since members see the vision as a symbol that reflects their personal objectives.

Being the CEO of this organization can be challenging when identifying what changes to make to improve the vitality of the vision to the personnel. First, in articulating the vision, the CEO has to progress by coming up with the idea and presenting it to the members. Members use this chance to inquire and introduce changes that they deem necessary (Snow, 2014). This fundamental stage ensures balance and comprehensiveness of an organization’s policy.

Enrolling is the second step; the CEO should try to introduce members into the vision. If members fail to buy into the concept, then they should have the chance to state what aspects should be included or omitted. The CEO should use the feedback to redesign the concept by incorporating members’ views. The third stage should entail consultations. At this level, it is a fundamental stage for a CEO who reckons the importance of team learning and participation. The answers lie within the team members, and the CEO should just coordinate the process. Eventually, this leads to the creation of a future that all individuals cherish and collectively identify with (Covey, 2013).

Conclusion

The ideas presented in this paper are for terminating the perception that the world is built of distinct units. After dropping this illusion, it becomes possible to develop a learning organization. When such organizations develop, people will continually increase their capability to achieve personal visions and later through learning together, a shared vision thrives. Organizations can gain a competitive advantage if they discover how to ensure workers’ commitment and compliance at all levels. Organizations grow to significant entities rather than big bodies if mental models advocate for ideas that balance inquiry and advocacy. When all these aspects converge, they create systems thinking that enhance motivation and growth.

References

Bailey, S., & Black, O. (2014). Mind gym: Achieve more by thinking differently. New York: HarperOne. Web.

Burlingham, B. (2005). Small giants: Companies that choose to be great instead of big. New York: Portfolio. Web.

Covey, S. R. (2013). The 7 habits of highly effective people: Powerful lessons in personal change. New York: Simon & Schuster. Web.

Hess, E. D. (2014). Learn or die: Using science to build a leading-edge learning organization. New York: Columbia University Press. Web.

Jyoti, J., Utpal, B., & Debasis, M. (2015). A Framework for Communities of Practice in Learning Organizations. Business Perspectives & Research, 3(1), 1-20. Web.

Rowley, J., & Gibbs, P. (2008). From learning organization to practically wise organization. The Learning Organization, 15(5), 356-372. Web.

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency. Web.

Snow, S. (2014). Smartcuts: How Hackers, Innovators, and Icons Accelerate Business. New York: HarperCollins. Web.

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