Book Summary – The Fifth Discipline: The Art & Practice of The Learning Organisation (Part 1)


In today’s increasingly dynamic and complex word, an organization’s ability to learn and renew itself is a sustainable competitive advantage. This book provides the blueprints for the “learning organization”, which is a potentially better model for:
• Managing and leading change
• Building adaptive organizations that can cope with an increasingly connected and volatile world
• Improving performance and happiness in the workforce

The book is packed with powerful insights and details. In this article, we’ll provide a brief overview of the book highlights. Do check out our complete book summary bundle or get a copy of the book for more details!

Summary Bundle_The Fifth Discipline


The Fifth Discipline_the learning organization

A learning organization is “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.”

Learning organizations combine adaptive learning (that help us respond and adapt to environmental changes) with generative learning (that enhances our capacity to create). In so doing, they continually expand their capacity to create their future.

Deepen your understanding of The Learning Organization through real-life examples and case studies – Click here to order the book online.

As the world becomes more dynamic and connected, organizations that thrive and excel are those that tap on people’s ability and commitment to learn, at all levels. This is highly achievable as we are all learners by nature.

The Fifth Discipline_Learning disabilities_title

The 5 Disciplines of the Learning Organization

There are 5 basic disciplines that set learning organizations apart from “traditional organizations”.

1. Systems Thinking, i.e. seeing underlying systemic structures. This is the “Fifth Discipline” that integrates all the disciplines.

2. Personal Mastery: Continually learn, achieve clarity & depth of vision, see reality objectively, and close the reality-vision gap

3. Mental Models: Uncover limiting beliefs & flaws in our world view

4. Shared vision: Commitment to a shared long-term aspiration

5. Team learning: Align & develop the capacity of the team as a whole, building on individual talent and vision

In applying the 5 disciplines, it is important to understand:
• A discipline is a path for developing skills or competencies, and practicing it is a lifelong process.
• These disciplines are personal disciplines that determine how we think, interact and learn with one another. Our personal disciplines combine to define the organizational disciplines.

Get a bird’s eye view on the concepts and ingredients behind the learning organization – Download our book summary and infographic here!

The 7 key learning disabilities

• “I am my position”: Most people focus on their job title or daily tasks, not the purpose of their enterprise. When people focus on their positions, they don’t see their impact on the whole and feel little responsibility for organizational results.

• “The enemy is out there”: When we focus only on our positions, we don’t see how our actions generate consequences that boomerang back to hit us. Instead, we blame others.

• The illusion of taking charge: When we take aggressive action to fight the “enemy out there”, we are actually being reactive. True proactiveness starts in our way of thinking.

• The fixation on events: Monthly sales, quarterly earnings etc. are all short-term events that distracts us from the larger, longer-term patterns and causes that lie behind those events. If we focus on events, we can only predict and react to them; we cannot create.

• The parable of the boiled frog: A frog in a pot of water that is slowly brought to boiling point will not try to escape. Likewise, we won’t notice the slow, gradual changes around us (which often pose the greatest threats) unless we slow down to observe them.

• The delusion of learning from experience: We learn best from direct experience. The problem is, we usually don’t directly experience (and learn from) the consequences of important organizational decisions (e.g. R&D, leadership changes) because they have a complex ripple effect over long periods of time.

• The myth of the management team: The organization is supposedly led by capable management with diverse expertise. However, most of us are trained not to admit that we don’t know the answer. The reality is, we often have management teams who are pretending to know, rather than actively learning.

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