Applying Mnemonic Tools

			
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			              Five Disciplines > Forum > Applying Mnemonic Tools
			            
			              Applying Mnemonic Tools
Arif ur Rehman, Professor, Pakistan, Member
			                
			                Senge's 5th discipline offers a practicable tool leading to organizational learning and enhanced overall corporate relationships and performance. However, it fails to meet the dynamics of change and chaos -- the undercurrents of which are global today.

The answer lies in applying the tools of the mnemonic (Ed: reminding) scope, i.e. scrutinize, criticize, optimize, prioritize and emphasize /energize.

The business environment is scrutinized vis-a-vis the global and industry upheavals, and aligning them to the organizational demands. Critically the organization reaffirms its priorities contextually in terms of the value chain and develops an optimal mode of training, development and culturalization. Priorities are then rescheduled to target future demands on a proactive tangent, and energizing relationships through enhanced empathy.

The magic of learning and enhanced performance would continue.
			            
			                  			Mnemonic Tools in 5th Discipline of Senge

															Dilip Khanal, CEO, Nepal, Member
				                  		
What mnemonic tools to scrutinize or prioritize can we find? What is the role of managers in using such tools? I would appreciate receiving details on such tools.
			                  		
			                  			Scrutinizing Tools - Jumping the S-Curve

															Gary Wong, Consultant, Canada, Premium Member
				                  		
@Dilip Khanal: Consider two S-curves, the existing one that has been in operation for some time and a new one that is just beginning to emerge. The zone of interest is the "bubble" formed where the existing curve is on its downward slope and meets the new curve rising up. Scrutinizing is watching the existing in decline and reading/hearing/observing what is emerging to take its place.

A current example is the decline of the DVD industry due to the popularity of online movie streaming. The disruptive force here is Technology, essentially the ability to move broadband data across the Internet. Netflix read the change and responded; Blockbuster Video didn't and died.

The key is knowing what should be on your "radar screen" and then tuning in the weak signals. Scrutinizing will lead to new mental models. We call this process: Jumping the S-Curve.
			                  		
	                              Special Interest Group Leader
	                            
	                              Gerard Leigh
Business Consultant
	                            
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	                                Summary
	                                ForumSummary of Senge's Ideas
More Factors than Learning in Organizations
Hard But Sweet Nut to Crack
How to Become a Systems Thinker?
Skills of Leaders of Learning Organizations?
Aligning a Firm's Vision Statement to Peter Senge's Disciplines
Learning Organizations in Social Services
Learning Organizations vs Social Media
Pillars of the Five Disciplines
Does Senge's View of Systems Thinking Go Far Enough?
Applying Mnemonic Tools
What are the Merits of Senge for Human Resources Development?
Why creating Learning Organizations is hard
Applying Learning Organizations at Society Level

												              Best Practices
												            
		                          	Turning an Organization into a Learning Organization
What are Mental Models?
Schools as a learning organisation
Three Levels in Senge's 5 Disciplines
Characteristics of a Learning Organisation
What Skills do Employees Need in a Learning Organization?
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