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Peter Senge

Peter Senge
At Quest to Learn, a New York City public school which uses a systems thinking approach to secondary education (February 2013)
Born 1947
Stanford, California
Fields Systems science
Institutions MIT, New England Complex Systems Institute
Alma mater MIT Ph.D,1978; M.S.,1972
Stanford University B.S.
Known for Learning organization
Influences David Bohm

Peter Michael Senge (born 1947) is an American The Fifth Discipline: The Art and Practice of the Learning Organization (1990, rev. 2006).

Contents

  • Life and career 1
  • Work 2
    • Organization development 2.1
    • Learning organization and systems thinking 2.2
  • Publications 3
  • See also 4
  • References 5
  • External links 6

Life and career

Peter Senge was born in Stanford, California. He received a B.S. in Aerospace engineering from Stanford University. While at Stanford, Senge also studied philosophy. He later earned an M.S. in social systems modeling from MIT in 1972, as well as a PhD in Management from the MIT Sloan School of Management in 1978.[1][2]

He is the founding chair of the Society for Organizational Learning (SoL). This organization helps with the communication of ideas between large corporations. It replaced the previous organization known as the Center for Organizational Learning at MIT.

He has had a regular meditation practice since 1996 and began meditating with a trip to Tassajara, a Zen Buddhist monastery, before attending Stanford.[3] He recommends meditation or similar forms of contemplative practice.[3][4][5]

Work

An engineer by training, Peter was a protégé of John H. Hopkins and has followed closely the works of Michael Peters and Robert Fritz and based his books on pioneering works with the five disciplines at Ford, Chrysler, Shell, AT&T Corporation, Hanover Insurance, and Harley-Davidson since the 70s and 80s through today.

Organization development

Senge emerged in the 1990s as a major figure in systems (as defined in Systemics) in a state of continuous adaptation and improvement.

In 1997, Harvard Business Review identified The Fifth Discipline as one of the seminal management books of the previous 75 years.[6] For this work, he was named by Journal of Business Strategy as the 'Strategist of the Century'. They further said that he was one of a very few people who 'had the greatest impact on the way we conduct business today'.[6]

Too many businesses are engaged in endless search for a heroic leader who can inspire people to change. This effort creates grand strategies that are never fully developed. The effort to change creates resistance that finally overcomes the effort.[7]

Senge believes that real firms in real markets face both opportunities and natural limits to their development. Most efforts to change run directly into interpersonal and cultural issues embedded in the prevailing system that resist change. No amount of expert advice is useful. It's essential to develop reflection and inquiry skills so that the real issues can be opened for discussion. [7]

According to Senge, there are four challenges in initiating changes.

  • There must be a compelling case for change.
  • There must be time to change.
  • There must be help during the change process.
  • As the perceived barriers to change are removed, it is important that some new problem, not before considered important or perhaps not even recognized, doesn't become a critical barrier. [7]

Learning organization and systems thinking

According to Senge 'learning organizations' are those 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 to see the whole together."[6] He argues that only those organizations that are able to adapt quickly and effectively will be able to excel in their field or market. In order to be a learning organization there must be two conditions present at all times. The first is the ability to design the organization to match the intended or desired outcomes and second, the ability to recognize when the initial direction of the organization is different from the desired outcome and follow the necessary steps to correct this mismatch. Organizations that are able to do this are exemplary.

Senge also believed in the theory of

  • SoL, Society for Organizational Learning - which Senge founded
  • Systems Thinking in Action Conference, an annual event that Senge has keynoted for the last 19 years
  • Leading The Necessary Revolution
  • Moral Development in Learning Organizations

External links

  1. ^ Society for Organizational Learning biography for Peter Senge
  2. ^ Sloan School bio
  3. ^ a b Excerpt from an Interview with Peter SengePrasad, Kaipa (2007)
  4. ^ Senge (1990) pp.105,164
  5. ^ Spirituality in Business and Life: Asking the Right QuestionsSenge, Peter (2004) Excerpt
  6. ^ a b c The Fifth Discipline is one of his most popular books with over one million copies sold. Peter Senge and the Learning Organization at the Infed Website
  7. ^ a b c Open Future, New Zealand
  8. ^ http://www.thinking.net/Systems_Thinking/Intro_to_ST/intro_to_st.html

Notes

References

See also

  • 1990, The Fifth Discipline: The art and practice of the learning organization, Doubleday, New York.
  • 1994, The Fifth Discipline Fieldbook
  • 1999, The Dance of Change
  • 2000, Schools that Learn: A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares about Education
  • 2004, Presence: Human Purpose and the Field of the Future
  • 2005, Presence: An Exploration of Profound Change in People, 'Organizations, and Society'
  • 2008, The Necessary Revolution: How Individuals and Organizations Are Working Together to Create a Sustainable World

Peter Senge has written several books and articles throughout his career. A selection of his works:

Publications

Rather than focusing on the individuals within an organization it prefers to look at a larger number of interactions within the organization and in between organizations as a whole. [8]

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