1. Senge, Chapter 13 THE FIFTH DISCIPLINE
Part IV: Prototypes
Senge, Chapter 13
THE FIFTH DISCIPLINE

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Prototypes
Are essential to discovering and solving key problems
We are in the prototyping stage
Significant innovation requires prototyping
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Where are we?
Somewhere between invention and innovation
To what extent are we open to innovation?
To what extent are we willing to address
new curricula
new organizational structures
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4. What explicit innovations would we like to see prototyped?
Many of these will fail
Out of these failures workable structures will evolve
Sometimes this is the only way to learn and advance the state of practice
For some firms a culture that encourages trying new things even though they will fail fosters learning
To what extent do we provide a “laboratory” for research in organizational learning?
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5. Another Reality: Business Integration
Integrating themes
Information technology
Quality
Entrepreneurship
Leadership
Systems thinking/System dynamics
Projects and processes
February 19, 2000
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Business Integration
FIN IS
MAN
MAR
ACC
Information Technology
Quality
Leadership/Entrepreneurship
Systems Thinking/System Dynamics
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Back to prototyping
How to encourage openness
the elimination of politics and game playing
How to discourage localness (Ch 14)
the distribution of responsibility widely, while retaining coordination/control
How do managers create the time for learning (Ch 15)
How can the war between work and family be ended (Ch 16)
How can we learn from Microworlds (Ch17)
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8. Openness--Chapter 13--Outline
How to eliminate politics and game playing
Building an environment where self interest is not paramount
Participative Openness and Reflective Openness
Openness & Complexity
The Spirit of Openness
Freedom
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9. How to eliminate politics and game playing
A political environment is one in which “WHO” is more important than “WHAT”
Who proposes the idea is more important than the idea itself
Some individuals lose political power at the expense of others
The wielding of arbitrary power over others is the essence of authoritarianism
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10. Is there anything that can be done about org. politics??
In most orgs, no, Senge says, so don’t even dwell on it
Yet very few people want to linve in organizations corrupted by internal politics and game playing
Challenging the grip of politics and game playing starts with building shared vision
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Shared vision
Galvanizes people beyond their personal agendas and self interest
We want an organizational climate dominated by merit rather than politics, where doing what is right predominates over who wants what done.
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Openness
The norm of speaking openly -- participative openness
The capacity to continually challenge one’s own thinking -- reflective openness
Openness is needed to break down the game playing that is deeply embedded in most organizations
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13. Building an environment where self interest is not paramount
Badaracco and Ellsworth in Leadership and the Quest for Integrity assume that practitioners believe that people are motivated by self-interest and by a search for power and wealth
The assumption can be self-fulfilling; assume this and you will have a very political org.
Really, people want to be part of something larger than themselves
Personal Mastery encourages people to look beyond themselves for personal vision
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Shared Visions
Draw forth this broader commitment and concern
Begins to establish a sense of trust that comes naturally
Start by getting people to talk about what is really important to them
When people hear each other’s visions, the political environment begins to crumble
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15. Honesty begins to Prevail
Honesty and forthrightness must pervade every relationship
Cannot sanction lying to anyone, administrators, students
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16. Unlearning the habits of politics and game playing
Shared vision, once it takes root, does not completely dissolve game playing
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17. Participative Openness and Reflective Openness
Most Common, Part. Openness-the freedom to speak one’s mind
Because participative management is widely espoused.
But total honesty does not prevail
There is little real learning
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18. Reflective Openness
While Part. Openness gets people speaking out, reflective openness gets people looking inward
Starts with the willingness to challenge our own thinking

19. Reflective Openness, Continued
Requires that we test our views, assumptions against other peoples views, assumptions and revise them as necessary
Requires inquiry and reflection discussed in the mental models chapter
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Openness & Complexity
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The Spirit of Openness
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Freedom
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23. Copyright C 2000 by James R. Burns
All rights reserved world-wide. CLEAR Project Steering Committee members have a right to use these slides in their presentations. However, they do not have the right to remove this copyright or to remove the “prepared by….” footnote that appears at the bottom of each slide.
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