The Art and Practice of the Learning Organisation

This blog describes the third step in the NOBO Virtuous Circle by showing how a shared vision can support the art and practice of the learning organisation.

Peter Senge popularised the concept of the ‘learning organisation’. His idea of a learning organisation as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. This paper explains the five disciplines Senge sees as central to a learning organisation. The five disciplines are systems thinking, personal mastery, mental models, building shared vision and team learning. This blog focuses on the significance of building a shared vision in network-centric learning organisations looking at generative learning, systems thinking and leaders’ stewardship.

“Shared vision is vital for the learning organization because it provides the focus and energy for learning. While adaptive learning is possible without vision, generative learning occurs only when people are striving to accomplish something that matters deeply them. In fact, the whole idea of generative learning – ‘expanding your ability to create’ – will seem abstract and meaningless until people become excited about some vision they truly want to accomplish.” (Extract from Peter Senge’s “The Fifth Discipline) The practice of shared vision creates increased clarity, enthusiasm and commitment.

Senge also believes that the discipline of building shared vision lacks a critical underpinning if practiced without systems thinking. “Vision paints the picture of what we want to create. Systems thinking reveals how we have created what we currently have.” Systems thinking in network-centric organisations transcends linear thinking in traditional hierarchical organisations thereby increasing the possibility of the realisation of a shared vision.

Peter Senge also argues that learning organisations require a new view of leadership. He identifies three aspects – leader as designer, leader as steward and leader as teacher. Within the context of building a shared vision leader as steward is the most critical. “In a learning organisation, leaders may start by pursuing their own vision, but as they learn to listen carefully to others’ visions they begin to see that their own personal vision is part of something larger. This does not diminish any leader’s sense of responsibility for the vision – if anything it deepens it.” Senge believes being the steward of a vision shifts a leader’s relationship toward her or his personal vision. It ceases to be a possession and becomes a calling. You are part of the shared vision as much as it is yours.

The learning organisation is able to adapt to change and move forward successfully by acquiring new knowledge, skills, and/or behaviours. By building a shared vision a learning organisation can transform itself. The simple fact is a shared vision in a network-centric learning organisation becomes a living force whereby people truly believe they can shape their future.

The next blog describes step four of the NOBO Virtuous Circle. It explores how the art and practice of the learning organisation in the knowledge economy brings about social entrepreneurship.