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The Fifth Discipline and Klob's Learning Cycle
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Explaning The Fifth Discipline and Klob's Learning Cycle
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THE FIFTH DISCIPLINE1. Building a Shared vision
In learning organizations, the vision should be created through interaction with the employees in the
enterprise. Many leaders have personal visions that lack transferring them to a shared vision. The
only way to create a shared vision is by compromising the organization’s and individual’s visions.
People who do not share the same vision might not contribute as much to the organization. The
effect of sharing the same vision is that employees do tasks because they want to do so instead of
they are told to do so. It changes the relationship with the company, and it turns its performances in
a learning mechanism.
2. Systems Thinking
Instead of focusing on individual issues, systems thinking reflects the observational process of an
entire system. Managers have to understand that every action and consequence is correlated with
another. Many times it happens that managers focus on individual actions, and therefore, forget
about seeing the big picture. When the correlation is understood, it enables us to see
interrelationships and patterns of change in particular situations. Managers will be able to
determine cause and effect.
3. Mental Models
According to Peter Senge, the employees must identify the values of the company and what the
business is all about. A correct understanding of who we are will enable us to visualize where to go
and how to develop further. The organization has to be flexible in accepting changes to new mental
models and a new image of the company. The most successful companies are those who can learn
and adapt to new models to become faster than its competitors.
4. Team Learning
To accomplish excellent functional team dynamics, team-learning is a primary importance. It is the
discipline by which personal mastery and shared vision are brought together. It is crucial for the
workforce to consider its colleagues as team members instead of rivals. It is the first step to set up
dialogues wherein people dare to be vulnerable and express their real personality. The working
, environment should be safe where honest mistakes are forgiven. Otherwise, no learning can be
experienced.
5. Personal Mastery
Personal mastery occurs when an individual has a clear vision of a goal, combined with an accurate
perception of reality. The gap between the vision and reality drives the employee to practice all
necessary related activities to realize the vision. This creative tension depends on a clear
understanding of current reality. For this reason, for personal mastery and the related discipline of a
shared vision, looking at, and sharing the truth is a crucial fundamental. However, employees could
believe they lack the competencies to achieve their goals. A vicious circle might have established and
could be difficult to remove. According to Peter Senge, we should train our subconscious mind
because it can handle more complex problems quicker than what our consciousness can. When
people believe in their own powerlessness, it will hold them back from realizing their vision. For this
reason, we should train the subconscious mind to tackle the stress and problems in reality.
Conclusion
The key point of understanding and applying the five disciplines of learning organizations is that they
are all interrelated. Each discipline cannot stand independently. Even though the focus can be set at
one or two disciplines before preceding to the other, the interrelation will enable the organization to
identify complexities and opportunities both internal and external the organization. For this reason,
the implementation of the five disciplines of learning organizations will lead to a continuous learning
process, and therefore, created a learning and competitive organization. However, some disabilities
such as the experience of a traditional hierarchy in the organization can make the implementation
challenging.
Kolb’s Model for Learning Cycle
Effective learning occurs in four stages:
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