Three Levels in Senge's 5 Disciplines

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Three Levels in Senge's 5 Disciplines
Robert, UK
A ‘discipline’ is viewed by Senge as a series of principles and practices that we study, master and integrate into our lives. Each of the five disciplines can be approached at three levels:
1) PRACTICES: what you do.
2) PRINCIPLES: guiding ideas and insights.
3) ESSENCES: the state of being those with high levels of mastery in the discipline.

BEN ONG, malaysia
We need to address issues of resistance.

Personal Mastery is Key
Keen To Learn, Manager, United Kingdom
In my opinion, personal mastery is the key goal as this will drive progress with all other disciplines. There is little point driving forward a shared vision or team learning if individuals in the organization are not enlightened enough to make the most of a pro-learning climate.

3 Levels of Senge’s 5 Disciplines
Wendy Meijer, Management Consultant, Netherlands
@BEN ONG: I agree that we need to address issues of resistance. In my opinion we need to acknowledge the resistance, and inquire about the qualities in the resistance, and where differences come together.
Where does this fit in the three levels above?

Resistance or Readiness?
Gerard Leigh, Business Consultant, United Kingdom
@BEN ONG and @Wendy Meijer - On the subject of resistance I would suggest that resistance only occurs when readiness is missing!
Assessing change readiness prior to any initiative is a good investment as it will reveal either a path of success or an early warning of problems – that can be dealt with prior to the event thus maximising the chance of a successful change.
Readiness within an organisation is one of the key factors that will dictate employees’ initial support and buy-in to any change initiative and as such a state of readiness is desirable if the initiative is to be successful.
It might be appropriate, for example, to quantitatively measure the readiness at the individual level of the key members. It is the amalgamation of individual activities that will define if an organisation accepts, or rejects change. In short it can be argued that the sum of the individual readiness defines the overall organisational readiness for change.


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Gerard Leigh
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