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The Core Disciplines. Kenneth M. York School of Business Administration Oakland University. The Fifth Discipline , Peter M Senge. Systems Thinking. The Core Disciplines. Systems Thinking

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the core disciplines

The Core Disciplines

Kenneth M. York

School of Business Administration

Oakland University

the core disciplines1

The Fifth Discipline, Peter M Senge

Systems Thinking

The Core Disciplines
  • Systems Thinking
    • Methods, tools, and principles, all oriented to looking at the interrelatedness of forces, and seeing them as part of a common process (a system)
    • A system is a perceived whole whose elements "hang together" because they continually affect each other over time and operate toward a common purpose
the core disciplines2

Systems Thinking

The Core Disciplines
  • Examples of systems include biological organisms (including human bodies), the atmosphere, diseases, ecological niches, factories, chemical reactions, political entities, communities, industries, families, teams--and all organizations. You and your work are probably elements of dozens of different systems.
the core disciplines3

Systems Thinking

The Core Disciplines
  • What is the effect of downsizing by 10% of your workforce?
    • Save on labor costs
    • Employees fear another cut, look for work elsewhere
    • Better employees can find other opportunities, others stay
    • Applicants are less likely to apply in the future, cost per hire recruiting costs increases
the core disciplines4

Team Learning

The Core Disciplines
  • Team Learning
    • Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations
    • Unless teams can learn, the organization cannot learn
the core disciplines5

Building a Shared Vision

The Core Disciplines
  • Building a Shared Vision
    • Building pictures of the future that foster genuine commitment in people rather than compliance
      • The fundamental reason for the organization\'s existence
      • An image of the desired future
      • The values that describe how we intend to operate, on a day-to-day basis, as we pursue our vision
the core disciplines6

Building a Shared Vision

The Core Disciplines
  • What is your vision for your college education?
    • To get a degree?
      • Confuses the degree with the education that the degree represents
    • To get job training?
      • Prepares you for your career
    • Why are you here?
the core disciplines7

Mental Models

The Core Disciplines
  • Mental Models
    • Semi-permanent tacit "maps" of the world which people hold in their long-term memory, and the short-term perceptions which people build up as part of their everyday reasoning process
    • Deeply ingrained assumptions, generalizations, or mental images that influence how we understand the world
the core disciplines8

Mental Models

The Core Disciplines
  • When you apply for jobs, who are you competing against?
  • When you are a Manager…
    • What tasks will you be doing?
    • What knowledge will you need?
    • What skills will you be using?
    • What is the standard of job performance your employer will expect of you?
    • What is the standard of job performance you will expect of yourself?
the core disciplines9

Mental Models

The Core Disciplines
  • As a Human Resources Manager, what will you bring to the table?
    • How should the job performance of someone in this job be evaluated?
    • How much should this job pay?
    • Is this training program working?
    • Does this test discriminate?
    • Does this test predict job performance?
the core disciplines10

Personal Mastery

The Core Disciplines
  • Personal Mastery
    • Continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively
    • Mastery means a special level of proficiency; people with a high level of personal mastery consistently realize the results that matter most to them
the core disciplines11

Personal Mastery

The Core Disciplines
  • A commitment to excellence, holding yourself to a high standard of performance
  • Self-insight into what really matters to you
    • What do you think deserves your best effort?
a take home exercise

The Fifth Discipline Fieldbook, Senge, Kleiner, Roberts, Ross, and Smith

A take home exercise
  • What is your Personal Vision?
    • Work: What is your ideal professional or vocational situation? What impact would you like your efforts to have?
    • Personal pursuits: What would you like to create in the arena of individual learning, travel, reading, or other activities?
    • Community: What is your vision for the community or society you live in?
    • Other: What else, in any other arena of your life, would you like to create?
    • Life purpose: Imaging that your life has a unique purpose, fulfilled through what you do—describe that purpose