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the question, What do we want to create And the fifth, systems thinking, is a conceptual framework to make patterns clearer, and to help us see how to change them effectively. For each discipline, Senge cites a few examples. But overall, he presents a utopian picture not what is, but what should be. Building a learning organization has no there, no ultimate destination. There is only a lifelong journey. In this utopian world, Senge takes us very far from the art of what works. Instead of new combinations of past achievements that show you a path to success, Senge offers five ways to learn, forever. Strategy in a learning organization comes not from a coup d oeil, but from the shared vision of team members throughout the system who open their minds through personal mastery and mental models. In expert intuition, a vision is a course of action to take. You see it by coup d oeil. In the learning organization, a vision is the end goal, a picture of where you want to end up. It s Jomini s objective point again. Senge thinks that a shared vision of the end goal is the key to success through the ages:1
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If any one idea about leadership has inspired organizations for thousands of years, it s the capacity to hold a shared picture of the future we seek to create.
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Senge tells us that great organizations feature goals, values, and missions that become deeply shared throughout the organization. For IBM, this is service. For Polaroid, it s instant photography. For Ford, it s public transportation for the masses. For Apple, it s computing power for the masses. Senge tells us that, despite their drastic differences in content and kind, these organizations bind people together around a common identity and sense of destiny. But is it true that shared vision gave IBM, Polaroid, Ford, and Apple their greatness The art of what works sees the opposite: Greatness produced the shared vision. Success came first, or at least a coup d oeil that showed the way to success. That s what holds people together. That s what created the vision, the common identity, the sense of destiny.
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Once again we are back to the question of where the goal or vision or objective comes from in the first place. Senge says that no formula for how to find your vision exists, but he knows how to build a shared vision. It takes ongoing conversations where individuals not only feel free to express their dreams, but learn how to listen to each others dreams. You unearth shared pictures of the future. That makes for genuine commitment and enrollment rather than compliance. It s counterproductive to dictate a vision, period. We saw that emergent strategy is flexible strategic planning. The learning organization goes one step further, to participatory flexible strategic planning. All join in with their dreams. Through dialogue, you arrive at a shared dream. The result is your strategy. This method is the opposite of Leonardo s advice to want what you can do. Senge says instead that you should do what you want, as long as others want it too. It s like Jomini with the chairs in a circle and everyone holding hands. Senge offers a variety of tools for building a learning organization: systems drawings and archetypes, dialogue sessions, computer models, and team discussion. His Fifth Discipline Fieldbook presents these tools in greater detail. Of the five disciplines, he seems to favor the fifth, systems thinking, in both the amount of text devoted to it and the number of tools available. After all, Senge has a Ph.D. in systems design, and this discipline is the title of the book. In systems thinking, we see a glimmer of intuition. You bring to light the underlying systemic structures that are otherwise hard to explain. The more you practice systems thinking, the more you find that your intuitions become explicable :
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Eventually, reintegrating reason and intuition may prove to be one of the primary contributions of systems thinking.
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This sounds very promising, but we hear no more about intuition and systems thinking. Perhaps this is because intuition gives you an answer quickly. The Fifth Discipline seems more like an endless search for an answer, where the journey counts more than
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