Reading notes of the fifth cultivation

Book information

name ： The fifth discipline : The art and practice of learning organization ( Revised edition )
author ： Peter · Saint Jean (Peter Senge)

Learning organization

Various practices of learning organization

There are five new component technologies that are gradually concentrated in the innovation process of learning organizations . Every technology is important for engaging in real “ Learning ” Of 、 The organization building work that can continuously develop the ability to achieve their highest ideals , It's all important . These five technologies are :

1. Think systematically (systems thinking). Systematic thinking is a conceptual framework , A body of knowledge , One in the past 50 Tool series developed in , Its function is to make all kinds of system modes clearly visible , And help us understand how to effectively change these patterns .
2. Self transcendence (personal mastery). Self transcendence is the practice of constantly clarifying and deepening our personal vision , Is to keep concentrating our energy 、 Strengthen our perseverance , And objectively observe the practice of reality .
3. Mental patterns (mental models). Mental models are deep-rooted assumptions that determine how we understand and behave about the world 、 inductive , Even images 、 A picture or image .
4. Shared vision (shared vision). If there is a concept of leadership , For thousands of years, the organization has been inspired and enlightened , That is to have the ability to constantly share the future vision we are pursuing .
5. Team learning (team learning). Team learning is important , Because the team , Not an individual , Is the basic learning unit of modern organizations .

The fifth discipline

Systematic thinking becomes the fifth practice (fifth discipline). It is the practice of integrating other practices , It integrates other practices into a coherent system of theory and practice . It prevents other practices from becoming separate tricks , Or the latest fashion of organizational change . There is no systematic view , You don't want to understand the relationship between various practices . By strengthening other practices , The fifth cultivation constantly reminds us : A combination in which the whole is greater than the part .

Systematic thinking also requires the development of a shared vision 、 Mental patterns 、 Team learning and self transcendence training , To develop their potential .

The transformation of the mind

This is it. “ Learning organization ”(learning organization) The basic meaning of , That is, an organization that continuously develops the ability to create the future .

“ Survival learning ”(survival learning), Or is often called “ Adaptive learning ”(adaptive learning), It's also important. —— In fact, it is also necessary . But for learning organizations ,“ Adaptive learning ” Must be with “ Generative learning ”(generative learning, Learning to enhance our ability to innovate ) Combination .

learning disorder

For organizations , Learning disabilities are a tragedy , And is often overlooked . eliminate The first step to the obstacle , Is to start identifying the following 7 A learning disability :

1. I am my position . When people in an organization focus only on their position , They lack a sense of responsibility for the results of the interrelationship between all positions .
2. The enemy is outside .
3. The illusion of control .
4. Cling to events . If everyone's thoughts are dominated by short-term events , Then an organization cannot continue to engage in creative generative learning .
5. Boiling frog . Learn to observe slowly 、 A gradual process , Ask us to slow down our hectic pace , Pay attention to the subtle , And dramatic changes .
6. The illusion of learning from experience . Each of us has one “ Learning horizon ”(learning horizon), That is, we can only observe the effect of our actions within a certain space-time and visual range . When the results of our actions exceed our learning horizon , It is impossible to learn through direct experience . The most important decisions of many organizations , In a few years or decades 、 Impact across the system . In such decisions , We seldom have “ Trial and error learning ”(trial and error learning) The opportunity of .
7. The myth of management team .

Prisoners of thought

Structural patterns influence behavior

When in the same system , No matter how different humans are , Both tend to produce similar behavioral results .

The key leverage to solve problems often comes from new ways of thinking

Explanation of the event , such as “ Who did something to who ”, People who hold this view are bound to be confined to a reactive mindset . As discussed earlier , What happens most often in modern culture , Is the explanation of the event , This is what “ Reactive management ”(reactive management) Why it's popular .

“ Patterns of behavior ” Describes seeing long-term trends , And judge the hidden meaning . It focuses on answering the following questions :“ What causes this behavior pattern ?”
Structural understanding is so important , Because only this understanding can involve the reasons behind the behavior ; Only at this level , Behavior patterns can be changed .
Structural patterns can produce behavior , Potential structural changes can lead to different behavior patterns .

The fifth rule of cultivation

Today's problems come from yesterday's solutions

Solutions that move problems from one part of the system to another , It often doesn't attract attention , because , The person who inherited the new problem here is not the original one “ It's solved ” The first question is .

The harder you push , The greater the rebound force of the system

“ Compensation feedback ”(compensating feedback), That is, the intervention of measures with good intentions will lead to a systematic response , The results offset the benefits of intervention .
We all know what it feels like to have compensation feedback : The more you push , The greater the rebound force of the system ; The harder you try to improve , It seems that the more you are asked to make more efforts .

Things get better before they get worse

“ First good, then bad ” It is the result of many management measures , It is it. , Making the political decision-making process often produce unhelpful counter effects .
“ Political decision-making process ” It means that in addition to comparing the value of various alternatives , The decision-making process also takes into account various other factors —— Such as expanding one's sphere of influence ,“ Earn a decent salary ” perhaps “ Please the boss ”.

Choosing an easy way often leads to failure

If the solution can be found so easily , Or so obvious to everyone , It may have been discovered long ago . Work hard in a familiar way , Try again , And the underlying fundamental problems have not changed , Or worse , but “ Unsystematic thinking ” Reliable indication signal .

Therapy can be worse than disease

Use non systematic solutions , Will bring long-term 、 More potentially harmful consequences , That is, the demand for this method will be increasing .

Fast is slow

When managers begin to realize , How do these systematic principles hinder many of their favorite interventions , They will feel very depressed 、 downhearted . These systematic principles may even become an excuse for inaction —— To take no action , Because it may backfire , Even worse .

Cause and effect are not closely connected in time and space

The characteristics of complex systems in reality , And the mainstream way we think about reality , There is a fundamental gap . The first step in closing this gap , Is to give up the idea that cause and effect are closely connected in time and space .

Small changes can produce great results

Systematic thinking also points out : minute 、 Concentrated action , If you choose the right place , Sometimes it will bring considerable 、 Sustainable improvement . System thinking scholars call this principle “ Leverage ”(leverage).

Dealing with difficult problems , It is often necessary to find “ Efficient leverage ”(high leverage) Where is the , That is to find the most labor-saving , And can produce lasting 、 An appreciable improvement in the method of change .

The only problem is , The path of highly leveraged change is usually not obvious to most people in the system . These changes are for the obvious symptoms of the problem , Is not “ Closely connected in time and space ”.
There are no simple rules to follow in the search for highly leveraged changes , But there are some ways of thinking that make the job more likely to be done . One of the starting points , It is learning to observe the structural pattern behind the event , Not just the event itself .

Fish and bear paw can have both , But not immediately

Many obvious paradoxes , Such as centralized control and local control 、 Employee satisfaction and labor cost control 、 Reward individual achievements and reflect collective values , These are the products of static thinking . They look like “ either this or that ” Rigid choice , But that's because we are at a fixed point in time and space .
The real leverage benefit lies in , See how you can gradually improve both .

Cut an elephant in half and you won't get two little elephants

There is an important principle , be called “ System boundary principle ”(principle of the system boundary), It tells us about the interactive factors that must be taken into account , Is the most important factor for a specific problem under the eyes , Without considering the limited organizational boundaries .

Don't blame

Systematic thinking tells us , Separate “ Others ” There is no such thing as , You and the accused are part of the same system .
Treatment of diseases , It's about you and your “ The enemy ” In the relationship between .

The transformation of the mind

Think systematically

Systematic thinking is the practice of observing the whole . It is a thinking framework , It is used to observe the correlation of interaction , Not separate things ; It is also used to observe changing patterns , Not static “ Snapshot pictures ”.

Systematic thinking is more important than ever , Because the complex situation we are facing is putting more and more pressure on us .
Complex situations can easily damage self-confidence and responsibility .

All five practices are about a change of mind , That is, from observing the part to observing the whole ; From seeing people as helpless reactive animals , To see people as active participants in shaping their own reality ; From the reaction to the present , To create the future .
No systematic thinking , There is no power and method to integrate these learning and Cultivation in practice .
As the fifth cultivation , Systematic thinking is the cornerstone of how learning organizations view the world .

Systematic thinking will gradually form a rich language , To describe a variety of interrelated and changing patterns . It will eventually help us see the deep patterns behind events and details , To simplify life .

The positive feedback

In a positive feedback system , But maybe I just can't see , How small actions can be magnified , Bring great results —— Good or bad results . No matter what you do , It will be magnified as soon as it happens , Will produce more and more big movements in the same direction .

Positive feedback is not always a bad thing . There is also a virtuous circle , That is, the process of increasing in the direction you want to see .

Negative feedback

Negative feedback systems are systems that seek stability . If the goal of the system is what you agree , You'll be happy ; If not , You will find that all your efforts for change have met with obstacles —— Until you change your goal , Or weaken the system .

In negative feedback ( Stable feedback ) In the system , There is a self regulating mechanism , To maintain certain goals or targets .

Nature has a special preference for the balance and stabilization of negative feedback . But humans often make decisions that run counter to these balance mechanisms , And pay for it .
The negative feedback loop is more difficult to identify than the positive feedback loop , Because it often looks like nothing happened .

Delay

Delay is the gap between action and result .
In the human social system , Delays between actions and results are everywhere .

An indistinguishable delay , Can make you overdo it , It backfired , It may also lead to unstable and abnormal faults .

Natural templates ： Identify the patterns that govern events

if , The positive feedback 、 Negative feedback and delay are nouns and verbs of systematic thinking , Then the basic pattern of the system is the basic sentence that appears repeatedly , Or a simple story paragraph .

In a large number of different actual management situations , There are also a relatively small number of basic system modes .
The basic model of the system reveals , Behind the complexity of management problems , There is an unexpected simplicity and elegance .

Master the basic mode of the system , It allows organizations to integrate the system perspective into practice .
For learning organizations , Only when managers begin to use the basic model of the system in their thinking , Only systematic thinking can work on weekdays , To constantly reveal how we create our reality .
The function of the basic mode of the system , Is to reshape our perception , So that we can better see the operation of the structural model , And the leverage effect point . Once a basic pattern of a system is discovered , It will constantly tell us the transformation action point of high leverage benefit and low leverage benefit .

Growth limit

A positive feedback ( Zoom in ) The process starts , Produce a desired result . It creates a successful growth spiral , But it also has unintended side effects ( In the process of negative feedback ), So that growth slows down gradually .

Management principles ： Don't force growth , To eliminate the factors that limit growth .

There is a way to deal with the case of growth limits . The leverage of each growth limit case is on the negative feedback loop , Not in the positive feedback loop . To change the status quo of the system , It is necessary to identify and change the impact of negative feedback constraints .
The growth limit model has another revelation : There will always be limitations . A limiting factor is eliminated or weakened , Growth is back , But new constraints will emerge . Sophisticated leaders are always looking at the next set of constraints , Try to understand its nature , Think about how to deal with it .

Transfer the burden

The symptoms caused by the deep problems need our attention . But people find it difficult to solve , Maybe because the problem is still vague , Maybe it will be too expensive to deal with , therefore , Just put the question “ Transfer the burden ” To other solutions , These solutions are well intentioned 、 Easy to use , It also looks very efficient . Unfortunately , Easy “ resolvent ” Only reduced the symptoms , But it doesn't change the deep problems , It even masked the seriousness of the underlying problem .

Management principles ： Treat the symptom relief methods with extra caution . A solution that addresses only the symptoms of the problem without touching the root cause , At best, it can only bring short-term benefits . In the long term , The problem will reappear , The pressure to apply symptom relief measures has also increased ; meanwhile , Development “ The fundamental solution ”(fundamental solutions) Therefore, the ability of .

The pattern of shifting burdens reveals a wide range of behavioral manifestations , That is, those with good wishes “ Solution ” Actually make the long-term situation worse .

“ Symptom relief methods ”(symptomatic solutions) It's tempting : The improvement will be obvious , It can relieve the internal and external pressure of dealing with difficult problems .
however , The relief of problem symptoms will weaken people's need to find more fundamental solutions .
The underlying problems that have not been solved may become more and more serious .
People are increasingly relying on symptom relief methods , As if it were the only available method .

We should effectively deal with the pattern of shifting the burden , We must combine the strengthening of fundamental solutions with the weakening of symptom relief measures .
Strengthening fundamental solutions requires a long-term perspective and a shared vision .
Weaken those symptom relief measures , It requires the parties to be willing to tell the truth , Face the symptoms, methods and “ It looks good ” Solutions for .

Symptom relief measures are sometimes necessary , however , Symptom relief measures must be clearly defined as methods to alleviate symptoms , At the same time, it should be combined with the ability and measures to restore the fundamental solution , Only in this way can we break through the functional loop of transferring the burden .

Self sustained growth

Insufficient growth and investment

Once a company has limited its growth due to insufficient investment , It is this basic pattern that works .
Insufficient investment means insufficient capacity-building , Unable to meet the growth of customer demand .

The reason why this pattern is difficult to see , There are two main reasons . First , The process is slow . secondly , Managers in this syndrome , There are a lot of problems that they need to deal with —— And they have no ability to see bigger patterns and patterns .

Self transcendence

The spirit of a learning organization

Only through personal learning , Organization can learn . Individual learning does not guarantee organizational learning . however , There can be no organizational learning without individual learning .
People with a high level of self transcendence , Be able to continuously expand your ability to create the life outcomes that you sincerely pursue . The spirit of a learning organization , From the individual's pursuit of continuous learning in the organization .

Self transcendence is not limited to ability and skill , Although it should be based on ability and skill . It is not limited to spiritual expansion or openness , Although it also needs spiritual growth . It aims to treat one's life as a creative work of art ; Not to live from a reactive point of view , But to live from the perspective of active creation .

When self transcendence becomes a practice , Become a part of our lives , It includes two actions . First , It continues to clarify what is important to us . secondly , It also includes learning how to observe reality more clearly .
Put the vision ( What we want ) And clear realistic images ( Where we are now relative to our vision ) Side by side , Then came what we call “ Creative tension ”, That is, the power to pull the two together , It is the natural tendency of tension to seek release .
The essence of self transcendence , Is to learn how to live in our life , Keep growing and maintaining creative tension .

People who have a high level of self transcendence , Have several basic characteristics . Behind their vision and goals , Have a special purpose and sense of mission . Always living in a state of continuous learning , There is no end to cultivation . Such people can also delay gratification , Even consider “ The impact of their decisions on future generations ”.

boycott

There are obvious reasons for enterprises to resist the pursuit of self transcendence .

1. Self transcendence is “ Soft stuff ”, Partly based on unquantifiable concepts such as intuition and personal vision .
2. Many people who sneer at self transcendence have high ideals and expectations for others . Because others don't live up to their expectations , They were disappointed , Get hurt , And gradually become cynical .
3. Some people worry that self transcendence will threaten the existing good management order of the company .

The practice of self transcendence

Personal vision

Personal vision comes from the heart , Is a specific destination , Is the future you desire .

Maintain the necessary tension

We are well aware of , There is a gap between our vision and reality . If there is no gap , There is no need for any action to pursue the vision . Actually , This gap is the source of creative energy . We call this gap creative tension (creative tension).

Creative tension often leads to feelings or emotions related to anxiety , For example, sadness 、 depressed 、 despair 、 Worry, etc . These emotions , It's what we call emotional tension (emotional tension).
The organization has insufficient tolerance for emotional tension , It will erode all kinds of goals . When we can't bear emotional tension , We will no longer stick to our goals , But let it erode .

When our vision is inconsistent with reality , The gap between them ( Creative tension ) There are two ways to eliminate .
“ The fundamental solution ”: Strive to bring the reality closer to the vision .
However , It takes time to change the status quo . This creates a negative feedback process , It includes depression and emotional tension , It belongs to the lower vision 、 Bring it closer to reality “ Symptom relief ”.

Grasp the creative tension , Can change people's understanding of “ Failure ” View of the . Failure is actually a deficiency , It shows the gap between vision and reality . Failure is a good opportunity to learn , It can clarify people's improper understanding of reality , Can reveal that some strategies are not as effective as expected , It can also improve the clarity of the vision .
Grasp the creative tension , It can bring people perseverance and patience .
Grasp the creative tension , It can also make a fundamental change in our overall position in the face of reality .

“ Structural conflict ”： The power you can't do

There are two conflicting ideas , Will limit our ability to create what we really want , And most of us , Both hold one of these two ideas .
The more common one , I think I can do nothing —— That is, lack of the ability to create what we really want .
Another idea , What he said is unworthy and unworthy , That is, we don't deserve what we really want .

In creative tension , Pull you in the direction you want ; meanwhile , The idea of powerlessness and unworthiness is pulling you back. You can't ( Or not ) A deep sense of achieving your goals . Fritz called it “ Structural conflict ”(structural conflict).

There are three general strategies for dealing with the impact of structural conflict , Each has its own limitations .
The first is to lower the vision .
The second is called “ Manipulating conflict ”(conflict manipulation), That is, by creating artificial conflicts , To manipulate our own work in pursuit of vision .
The third group is the willpower strategy , That is, simply use the method of mental excitement , To destroy all obstacles that prevent us from achieving our goals .
All of these are “ Symptom relief ”, Leverage points for dealing with structural conflicts , Where is it ?
The answer is a commitment to the truth ”(commitment to the truth).

A commitment to the truth

A commitment to the truth means , Willingly eradicate those who make us limit and deceive ourselves 、 The habit of not letting yourself see the truth . Constantly questioning our understanding of the truth . Constantly expanding the scope of our consciousness . Constantly deepen our understanding of the structural patterns behind the current events .

Using the subconscious , That means you really don't have to figure it out

What is implied in self transcendence practice , Is another dimension of mental activity , Subconscious (subconsciousness). We all face complex problems , Will use the subconscious .

We need to constantly develop deeper coordination between the normal consciousness and the subconscious .
In our normal consciousness of highly intense activities , The subconscious is overwhelmed by conflicting thoughts and emotions . And in a relatively quiet state of consciousness , When we focus our minds on something particularly important , Or a particular aspect of our vision , The subconscious mind will be free from the scattered chaos .
Focus on the inner results you desire , It's a skill .

Self transcendence and the fifth practice

Systematic view , It not only helps to clarify that self transcendence as a practice has its specific structure and components ( Such as creative tension 、 Emotional tension and structural conflict ), It can also reveal some more subtle aspects of this practice —— Especially the combination of reason and intuition 、 See our connection with the world in depth 、 Compassion , And a commitment to the whole .

People with a high level of self transcendence , Don't deliberately blend reason and intuition . contrary , What they have achieved is a natural fusion .

People with a high level of self transcendence have one characteristic , That is, a sense of compassion and connectivity (connectedness), This naturally brings them great visions .

Cultivate self transcendence in the organization

Any practice of personal growth should be a voluntary choice . No one can be forced to practice self transcendence , Coercion is bound to backfire .

that , What can a leader who wants to promote self transcendence practice do ?
They can turn back without hesitation 、 Work tirelessly to create an atmosphere , The principle of self transcendence can be practiced in daily life .
That means , Build an organizational climate , So that everyone can create a vision and feel safe , Let us gradually take the commitment and exploration of the truth as the norm , Let's look forward to challenging the status quo —— Especially what people want to avoid in challenging the current situation 、 Ambiguous aspects .

This organizational atmosphere can strengthen the practice of self transcendence in two aspects .
First , It will continue to reinforce an idea , That is, organizations really value personal growth .
secondly , It will provide a “ On the job training ”, And become an important source of vitality and self transcendence , According to their own abilities , You can get something .

The core strategy of leadership is simple : Be a role model , Is to promise and practice self transcendence . Talk about self transcendence cultivation , It can open people's hearts to a certain extent , But action is more powerful than words .

Mental patterns

Although people do not ( Always ) Follow your own words ‘ The claimed theory ’( What they say ) To act , But they will follow their own reality ‘ The theory of practice ’( Their mental model ) To do .

Why do mental models have such a huge impact on our behavior ?
Part of the reason is that it affects our observation . Two people with different mental models observe the same thing , Will give different descriptions , Because they see different details , And made different explanations .
Mental models shape how we perceive .

The ingrained inertia of mental models , Will drown out the most outstanding systematic thinking wisdom .
however , If mental models hinder learning , It can confine the whole company and even the whole industry to outdated practices , Then why can't it help us speed up our study ? This simple question , Gradually promote the practice of mental model cultivation , Let the mental model surface , And examine and challenge it , And improve it .

There are three elements , It can help the development organization reveal (surface) And the ability to detect mental patterns :
The first is a tool to improve personal awareness and reflection skills .
The second is to institutionalize the cultivation of mental models “ infrastructure ”.
The third is to advocate the cultural atmosphere of exploring and challenging our thinking methods .

No matter how popular induction training is , Organizations must still often provide opportunities for follow-up practice , So that employees can continuously improve their skills .
I have seen many institutionalized methods , They integrate the work of reflecting on practice and emerging mental models into the work of formal management “ infrastructure ” in .

There are two broad categories of skill development , That is, the development of reflection skills and exploration skills .
Reflective skills involve relaxing the process of thinking , It makes us more aware of how our mental models are formed , And how it affects our actions .
Exploring skills involves our face-to-face interactions with others , It also deals in particular with complex and conflict issues .

Reflective practice is the essence of mental model cultivation . For managers , This requires both business skills , It also requires reflective and interpersonal skills .
A basic reflective skill is , Raise awareness by comparing the gap between what we say and what we do .

When we look directly at ( Specifically “ data ”), Reach the generalized concept without testing , There is jumping inference . Jumping inference hinders learning , Because it has become something without proof , It takes assumptions as facts .

Imprisoned mental models can hinder the systematic thinking of change solutions that can be brought about .

Shared vision

A common vision is not an idea, but a wish of people's hearts , A willingness generated by a deep and unforgettable influence .
At the simplest level , A shared vision is an answer to the following questions ——“ What we want to create ?”

In today's enterprise leaders ,“ vision ” It is a very familiar concept . however , If you take it seriously , majority “ vision ” It's someone ( Or a group ) A vision imposed on the organization . This vision can only lead to mandatory compliance at best , Never inspire dedication and commitment . A common vision is a vision that everyone is truly committed to , The reason is that it represents everyone's personal vision .

Shared vision , Especially the vision with inner depth , It can stimulate people's aspirations and aspirations .
A shared vision can inspire the spirit , Rejuvenate , Expand your passion , So as to improve the organization , To transcend mediocrity .
A shared vision will change the relationship between everyone and the company . The company is no longer “ Their company ”, And become “ Our company ”.
Shared vision can inspire people to take risks , Dare to explore and experiment . A shared vision naturally brings courage to everyone .
There is no learning organization without a shared vision . There is no really desired goal , There is no rush , The influence of maintaining the status quo mentality will prevail .

The common vision is crystallized from the personal vision . An organization that wants to build a shared vision , We should constantly encourage the members of the organization to develop their own vision . Self transcendence is the basis for the development of a common vision .

Just as most top-down vision processes fail , Most strategic planning does not foster a real vision .
First , This vision is a one-time vision , It's a big deal in the company's strategy .
secondly , A vision statement written behind closed doors by senior management , Not rooted in everyone's personal vision .
Last , Vision is not a solution to a problem （ Such as low morale or unclear strategic direction ）.

Truly shared vision , It takes time to emerge , It is a by-product of our personal vision communication .
Experience shows that , Truly shared vision , Need constant communication , We should not only express our dreams freely , And learn how to listen to each other's dreams . From this listening , New insights 、 New possibilities , Can gradually emerge .

In today's organizations , True dedication and devotion , It is extremely rare . According to our experience ,90% The above is considered as dedication , It's just obedience .
“ Compliance ”, follow , Follow the vision , Do what you are told to do . Up to a point , They support the vision . But will not really sign up to join , Or commit to .

Focus on the vision ：

1. Commit yourself to (Commitment): to want to 、 Volunteer to achieve your vision ; Create any necessary “ The laws of ”( The architecture ).
2. Sign up to join (Enrollment): to want to 、 Volunteer in “ The inner spirit of the law ” Do what you can within your scope .
3. True obedience (Genuine compliance): See the benefits of vision , Will do whatever is assigned , And will do more ; comply with “ The strict meaning of the law ”, yes “ A good soldier ”.
4. Formal obedience (Formal compliance): I have seen the benefits of the vision in general , Be able to do the assigned tasks , But not much ; yes “ Not bad soldier ”.
5. Reluctantly submissive (Grudging compliance): You can't see the benefits of the vision , But I don't want to lose my job for it ; Assigned to do , Have to do , Just do it almost ; It also clearly states : He didn't really cooperate .
6. Disobedience (Noncompliance): You can't see the benefits of the vision , Unwilling to do the assigned work ;“ I don't do this , You can't force me to do ”.
7. indifferent (Apathy): Neither oppose , I don't agree with the vision ; No interest , Not motivated ;“ It's time to get off work ?”

There is a huge difference between obedience and commitment . People who commit themselves bring passion 、 Energy and excitement , Only obedience , Even a genuinely submissive attitude , You can't do this .

Building a shared vision is just part of a larger task . This larger task includes : Develop the leading idea of the enterprise , Corporate vision 、 A goal or mission , And core values .
These dominant ideas , There are three key questions to answer :“ What is it? ”、“ Why? ” and “ How to do ”.
These three leading ideas as a whole , answer “ What do we believe in ” This is a problem .

“ What do we want ” And “ What we want to avoid ” It's a different question . It seems clear , But in fact, a negative vision may be better than a positive one (positive vision) More generally .
There are three limitations to a negative vision .
First of all , The energy of innovation is dispersed and transferred , Go to “ To guard against ” What we don't want .
second , Negative visions bring a subtle but clear message of powerlessness : We all don't really care about . This vision is only possible when there is enough danger , To unite everyone .
Third , Negative visions are inevitably short-term . Organizational motivation is only effective when the crisis continues , Once the crisis is over , The vision and energy of the organization will disappear .

The key to unleashing the energy of the innovation process , Not in the personal vision itself , The key is “ Creative tension ”, The tension between vision and reality . This principle also applies to organizations .

The vision is spread because of the increasing clarity 、 Enthusiasm 、 Communication and commitment , They will reinforce each other , Become a positive feedback process .
But there are also various constraints , Any of these could work , To slow down the positive feedback process of this virtuous circle . Will encounter an increasing diversity 、 Disagreements and negative feedback processes that limit the spread of the vision .

Team learning

Team learning is a process of collaborative correction , It is the process of developing team capabilities , This ability will create the results that team members really want .

Within the organization , There are three key aspects of team learning .
First of all , We should have deep thinking and clear understanding of complex problems .
second , Need to be innovative 、 Coordinated action .
Third , Team members act on other teams .

Team study and practice , Including in-depth talks and discussions (discussion) Practice art , These are two unique methods of team communication .
In the in-depth talks , For complex and delicate problems , Be free 、 Creative discussion , Hang or temporarily forget your point of view , Mutual depth “ listen ”.
In discussion , Different points of view are presented , Be expounded and defended , And look for the best ideas , Support the decisions that must be made now .

A breakthrough is brewing in the practice of team learning , The reason is that we have gradually learned how to “ rehearse ”.
We think , The in-depth meeting should be seen as “ rehearse ”, Because its purpose is to develop team skills . meanwhile , Such meetings may indeed lead to important practical results .
Ground rule recommendations ：
(1) Hanging Hypothesis .
People tend to take a position , And vigorously defend it , Cling to it , Others take the opposite position . The result is polarization . In this meeting , We want to examine some of the assumptions behind our goals and Strategies , Instead of defending it .
(2) Communicate with colleagues .
We ask everyone to leave their position outside the door . There was no particular hierarchical structure for this meeting , It's just that there are counselors to help us stay on track .
(3) Explore the spirit .
We hope that you will begin to explore the thinking behind your point of view , Explore the underlying assumptions you may hold , And the basis that led to my own point of view . therefore , It is appropriate to ask people questions , For example, ask “ What caused your statement or opinion ?” perhaps “ What makes you ask this question ?”

Basics

Establish a reflective culture of in-depth communication .

Participatory opening can also be called “ Expressive openness ”(expressive openness), It means talking openly about one's own views . Participatory opening is not enough , Because it doesn't inspire commitment , Can't build consensus , And these are all necessary for real change .
Reflective opening is introspection , Let's talk to ourselves , In order to be more aware of the prejudices and limitations in our thoughts , And how our thoughts and actions help create problems and contradictions .

People's growth starts with a commitment to what is really important . And its unfolding , To be in “ Transformative relationships ”(transformative relationships) In the network .

Driving force

Build a learning culture (learning-oriented cultures) It is a hard job under any conditions . It takes a lot of time to do —— Actually , It is an endless journey .

Create more meaningful 、 A more satisfying and fulfilling working atmosphere , Will bring great performance improvement , This is no accident .

Strategy and strategy

Think and act strategically

There are always two levels of learning .
The first level is to say , All learning practices must be evaluated according to the practitioner's ability to do things , That is, what he can do .
On a deeper level , Learning practice is to develop an ability , It allows us to reliably and repeatedly achieve certain results .

The deep learning loop includes five links : Assumptions and beliefs 、 Customary practice 、 Skills and abilities 、 Networks , And the level of consciousness and sensitivity .
The focus of the strategic structure is to establish the learning environment needed to support this deep learning .
Where can we intervene to affect the deep learning loop ? There may be many ways , But a coherent strategy generally consists of three elements :
(1) guiding ideology ;
(2) theory 、 Tools 、 Method ;
(3) Infrastructure innovation .

Strategy 1： The combination of study and work

The main reason why organizational learning plans are blocked , I'm afraid it's the fragmentation of learning activities , That is, to arrange the learning task as “ additional ” The activities of , Separate from everyone's daily work .

Simple learning mechanisms like post action reflection , It can be used to link action and reflection , This is an important measure , And the supportive atmosphere of the management , Is an essential element .

DTE The practical strategy of integrating post Action Reflection into corporate culture ：
(1) Lead by asking and demonstrating .
The importance of one-off events and emergency measures , Help managers at all levels understand deep learning and continuous cultivation ; Help them learn and practice , And make learning practice reflect their own priorities , It can also reflect the challenges they face .
(2) See events as opportunities for learning .
On the organizational level 、 in 、 The lower , Fully develop the capabilities of the entire organization , Make them realize that daily events and major crises are learning opportunities . At the same time, help the study group connect past events with present events , So that the lessons of the past can help improve the current results .
(3) Let the grass-roots staff experience the reflection after action .
Introduce the tools for post action reflection to various teams , Demonstrate how to provide a suitable environment , To understand your priorities and challenges in this environment . But don't force orders , Don't try to be perfect .
(4) Train instructors as backbone .
We should train a group of experts , They know how to carry out post action reflection , Also know how to guide the team to find “ High yield ” Practical application of ( That is, the tangible return on investment ).

Strategy 2： Starting from the existing conditions and manpower

It's easy for people to think , The strategic framework of deep learning is only related to the top management . But actually , Strategic thinking is for leaders at all levels , It's all necessary .

Strategy 3： Learn the cultural ability of two-way communication

People with continuous innovation achievements , There seems to be a subtle characteristic of mentality and skills , This makes them never cut off the connection with the larger organizational environment —— We call this “ Learn to communicate in both directions ”.

Strategy 4： Set up a drill ground

Set up a drill ground , Arrange regular drills , Become a common strategy for learning organization development practitioners .

Strategy 5： Linked to the core business

Radical new ideas and practices should take root in the organization , There must be fertile soil . To find this soil , It wasn't that easy at first . Successful learning practitioners want to have a large-scale impact , Learn how to connect with the core business of the organization , And it is connected in the deepest sense of personal and collective identity ; Also learn to organize the most natural way of value creation .

Strategy 6： Build a learning community

When our own deep problems and desires , When associated with the intrinsic nature of the organization , The community has been formed and developed . On the basis of common goals and values , Build a harmonious and integrated 、 New learning communities and networks , This is a strategy , It's also a result .

Strategy 7： And “ rival ” Collaboration

Be committed to the possible negative problems of community development , Is to form gangs , Even fanatical worship : When people who basically agree get together , Others are excluded .
therefore , The seventh strategy is to embrace diversity , For leaders , This should become a guiding ideology and principle , It goes beyond political correctness (political correctness) The attitude of the , And beyond the realm of only starting from feelings .

Strategy 8： Develop learning infrastructure

Learning infrastructure (learning infrastructures) Innovation , It is often a key factor in effective learning strategies .
Learning infrastructure can ensure that learning practice does not become an accidental event .

The new work of leadership

Front line leaders , They are integrating innovative practices , And integrate them into the key of daily work .
This includes : Test the effectiveness of the system thinking tool , Dealing with various mental models , In depth communication , Build a shared vision and connect with everyone's reality , And establish a working environment combining learning and work .

The leader of the intranet is the midwife 、 Seeders and contacts , They often work closely with front-line leaders , Build local autonomy , And integrate various new practice methods .
For the dissemination of new ideas and practices among groups and organizations , For the links between front-line leaders in various parts , They all play a vital role . They build a bigger network , Promote successful innovative practical experience , Spread important learning and practical knowledge .

Senior executive leadership , That is, the executives of the organization , Affecting the overall innovation and change environment .
Their leadership , Through the development of guiding ideology 、 Ambition and goal 、 Value system , And the vision of the entire organization .
They must take responsibility , Ensure convincing 、 The sustained vitality of the inspirational guiding ideology in your organization .
Senior executive leadership is critical to addressing structural issues that hinder innovation , Such as poor evaluation and reward system , Is crucial . meanwhile , They must also be role models , Practice those values and aspirations , To convince everyone .

The new concept of leadership in learning organizations , Around those more subtle 、 More important tasks . In a learning organization , Leaders are designers , It's a teacher , It's the trustee .

If leaders understand an organization as a life system , He would design in different ways . They realized that , The software and hardware structure of the organization can be created , For example, the new evaluation standard 、 Formal positions and procedures 、 Internal websites or innovative meeting methods , But what really matters is , People are using these hardware 、 Procedure or when attending a meeting , What's going to happen .

A good teacher can give everyone around him a chance to learn . A good teacher will create an atmosphere for learning , And invite others to join .

Servant leaders are servants first … This begins with our natural desire to serve others … Then there is the conscious choice , Be determined to play a leading role .
Sense of accountability (stewardship) It is also around a larger goal . Fiduciary duty is ultimately about “ Do what is good for the whole 、 The right thing ”.

Systematic citizens

All organizations are in a larger system : industry 、 Community , And larger life systems .
In a sense , If you think that the healthy development of a company organization , It can be divorced from the industries it depends on 、 social , And the healthy development of natural systems , That is illogical .
It's becoming increasingly clear that , As an individual or collective, the impact of enterprises on these systems and its consequences will become increasingly severe .

Systematic citizens first need to see the systems that interact with us .
See that the system basically includes two aspects : See the patterns of interdependence and the future .

The frontier of the future

We are at the forefront of reshaping the popular management system . A situation developed over hundreds of years , It cannot be reversed in a few years . There is no sign of optimism , Think that the new will surely replace the old steadily .

The common definition of learning in the network of the international organization learning society is : Learning is a process , It will enhance the ability of individuals and groups to achieve the results they really want .
It highlights two key learning elements that are often misunderstood :
(1) Learning is not just intellectual development 、 Accumulation of knowledge , It is about building the capacity for effective action ;
(2) Building this capacity takes time , And usually a lot of time .

A change of intention and direction , Leaders who need to make fundamental changes must cross three “ The threshold ” Or open window : Open your mind 、 Open your mind 、 Open will .
The first opening is to see and hear what is already in front of us , What we haven't been able to find .
The second opening is to see the original mind , Open your heart , See how you relate to your surroundings , Including pain 、 troubled 、 The connection between problems and happiness .
The third open threshold , It means giving up what summer said “ Ego ”, Let what is naturally present come out through itself .

An indivisible whole

All kinds of study and practice

Each of the five cultivation items can be divided into three different levels :

1. Practice practice (practices): What you do
2. Principles and ideas (principles): Guiding ideology and philosophy
3. Spiritual essence (essences): The physical and mental state of people who master the essence of cultivation at a high level (state of being)

Practice is an activity that cultivators concentrate their time and energy on .
Practice is the most outstanding aspect of any cultivation , It is also when individuals and teams begin to engage in some kind of cultivation , The main focus of the activity .

The principle behind practice , It is equally important for beginners and masters .
For starters , The principle idea can help to understand the basic principle behind the practice , Understand the significance of practice ; For the master , The principle idea is the reference , It can help to continuously improve the practice of cultivation , And explain and describe to others .

Third levels , It is for cultivation “ Spiritual essence ”. There is no need to deliberately focus on seeking the spiritual essence of a certain learning practice . The spiritual essence of cultivation , When an individual or a team is proficient in practice at a high level , The natural state of mind and body .
On the spiritual level , All kinds of cultivation began to merge . There will be a common sensitivity to integrate various practices , This sensitivity is in an interdependent world , Sensitivity to be a learning practitioner .

Diana Spencer · Smith. (Diana Smith) A model of continuous development of new capacity in three stages is envisaged ：
The first stage ： New cognitive ability .
You see something new , Use new language nouns to express yourself . This helps people better understand their own and others' assumptions and behaviors , And the consequences of both . But people often can not put new cognitive and language skills , Change to a fundamentally different behavior . People may start to have new behaviors , But the basic rule 、 Assumptions and values remain the same .
The second stage ： New rules of conduct .
On the basis of the first stage of cognitive gains , Old assumptions “ Shake ” 了 . People start to use new assumptions to establish rules of behavior , And put it into practice , In order to observe the results . You may also need to rely on new language to facilitate new behaviors , Under pressure, people will find it difficult to grasp and implement , Or series integration of new rules .
The third stage ： Values and operational assumptions .
You can integrate rules that reflect new behavioral values and operational assumptions . You can use these rules when stress and uncertainty come , To help yourself and others learn . At this stage , Everyone has turned the rules into their own special model , And describe it in your own words .

Think systematically ：

1. Practice practice ： Basic mode of the system 、 Simulation exercise .
2. Principles and ideas ： Structure influences behavior 、 Policy resistance 、 Leverage .
3. Spiritual essence ： Holism 、 Internal interoperability .

Self transcendence ：

1. Practice practice ： Clarify personal vision 、 Maintain creative tension （ Focus on the results of the vision & See the reality ）、 Make a choice .
2. Principles and ideas ： vision 、 Creative tension vs Emotional tension 、 The subconscious mind .
3. Spiritual essence ： Survival state 、 Generating force 、 Connectivity .

Mental patterns ：

1. Practice practice ： Distinguish between data and abstract theory based on data 、 Test hypothesis 、 Left hand column .
2. Principles and ideas ： The claimed theory vs The theory of practice 、 The ladder of inference 、 The balance between seeking and preaching .
3. Spiritual essence ： Love the truth 、 open .

Shared vision ：

1. Practice practice ： The process of forming a vision （ Share your vision & Listen to others & Allow free choice ）、 Acknowledge reality .
2. Principles and ideas ： As “ Hologram ” A shared vision of 、 Commit yourself to vs Compliance .
3. Spiritual essence ： Commonality of intention 、 partnership .

Team learning ：

1. Practice practice ： Hanging Hypothesis 、 As a colleague 、 The emergence of their own defensive mentality 、“ Practice ”.
2. Principles and ideas ：“ The flow of meaning ”、 A combination of in-depth talks and discussions 、 Habitual defense .
3. Spiritual essence ： Collective intelligence 、 Collaborative correction .

Basic mode of the system

Negative feedback with delay

describe : personal 、 A group or organization that acts for a goal , And react to delays in the feedback process , Adjust action . If you are not aware of the delay , They will make too many adjustments and corrections , also ( Sometimes ) You may give up completely because you don't see any progress .

Management principles : In a dull system , Aggressive and excessive actions will lead to instability . Or be patient , Or make the system more responsive .

Growth limit

describe : This is a self reinforcing process of accelerating growth or expansion over a period of time . But then growth began to slow ( Participants in the system often fail to understand ), And gradually stop completely , It may even be reversed , Start accelerating the crash .

Management principles : Don't give positive feedback ( growth ) Push hard on the loop , Try to eliminate ( Or weaken ) Limiting factors .

Transfer the burden

describe : Short term used to correct problems “ Mitigation methods ”, It seems to work immediately , But with the repeated application of this correction method , More fundamental long-term correction methods are increasingly ignored . The end result is that the ability to develop fundamental solutions shrinks or disappears , Cause to be right “ Symptom relief ” More serious dependence on .

Management principles : Focus on fundamental solutions . If “ Symptom relief ” be necessary ( Because the fundamental solution is delayed ), Then use it to buy time , To perfect the fundamental solution .

Shifting the burden on the intervener

describe : A very common and harmful situation in shifting burdens , It's the outside “ Intervener ” Trying to help solve the problem , This is particularly noteworthy . The intervention is to improve the obvious symptoms of the problem , And it was very successful , So that people inside the system simply can't learn to solve problems by themselves .

Management principles :“ Teach people to fish , Instead of giving people fish .” Pay attention to “ Master's system ” Develop your ability to solve problems . If you need outside help ,“ Helpers ” It should either be strictly limited to a one-time intervention ( And everyone knew that beforehand ), Or have the ability to help people develop their own skills 、 Resources and infrastructure , In order to have greater ability in the future .

Target erosion

describe : This is one of the modes of transferring the burden , The short-term mitigation method makes the long-term 、 The fundamental goal is eroded .

Management principles : Keep the vision .

Vicious competition

describe : Two people or two organizations think , Your own well-being depends on building an advantage over each other . If one side has the advantage , The other side feels more threatened , So they are more aggressive to rebuild their own advantages , As a result, the former is even more threatened , It also makes the former more aggressive , And so on. . Both sides often regard their aggressive behavior as a defensive response to each other , And each “ Defence ” Actions lead to a vicious circle that neither side wants to see .

Management principles : seek “ Win-win ” Methods , Let both sides achieve their goals . in many instances , One side can unilaterally reverse this vicious circle , The method is to make it public 、 Take the initiative 、 Bold “ peace ” action , To make the other party feel less threatened .

The stronger the stronger

describe : Two activities compete for limited support or resources . One side becomes more successful , Will get more support , And the other side will lose support .

Management principles : Find the overall goal of both , In order to achieve a balanced performance . Sometimes it is necessary to cut off or weaken the connection between the two , This avoids their competition for the same limited resource ( If the connection between the two is only due to accidental negligence , But it causes bad competition for resources , Then you need to do this ).

Tragedy of the Commons

describe : Individuals use limited public resources only according to their own interests , In the beginning, everyone got something , Later, I got less and less , As a result, people redouble their efforts to obtain resources . Last , Significant depletion of resources 、 Destroy or use up completely .

Management principles : To manage “ Common land ”(Commons), If we want to educate everyone , Establish self-discipline mechanism and peer restraint ; Or establish official regulations , But this is best done jointly by those involved in the use of the Commons .

Quench a thirst with poison

describe : Effective short-term remediation measures have unknown long-term consequences , May result in the need to continue to use more similar repair measures .

Management principles : Stay focused on long-term goals . If possible , Avoid using short-term “ Remedial measures ”, Or just for “ Buy time ” To use it , But at the same time, develop long-term solutions .

Insufficient growth and investment

describe : The growth of the company or individual has reached its limit , But it can be done by building larger “ Capacity ” To break the limit , Or postpone the arrival of the limit . However, investment in such construction must be timely and sufficient , And before growth slows down , Otherwise, it will never be finished . People tend to lower key goals or performance standards , So as to rationalize the insufficient investment . But this way , A self-evident prophecy will be realized : Lower goals lead to lower expectations , These, in turn, are confirmed by poor performance due to insufficient investment .

Management principles : If there is real growth potential , We must build our own capacity before the market demand comes , This is the strategy of creating market demand . Keep your vision , Pay special attention to the key performance standards , And whether our current capabilities can fully adapt to the potential market demand .

U Type process

U The type process theory is summer 、 Joseph · Javosky 、 Adam · A method developed by Kahan and many other colleagues to design and guide the process of deep collective learning .

perception

Observe reality by transcending prejudice , To explore their mental models .

Present the present

So as to enter the deep connection process , Individuals and groups connect aspirations and goals and form visions .

Realize the harvest

then , Rapid prototyping , To turn the vision into a concrete working model , To collect feedback , And further modify and adjust the model .

The five cultivation items can be used in U Type process

U Type process “ Downward phase ”, Especially when it comes to hanging existing mental models , Collective exploration through direct experience of the actual situation of the system , And conduct in-depth talks between different views .
The formation of personal vision and common vision is U The core content at the bottom of the process .
The team learns and continues to reflect on the mental model and vision , It is “ Uplink phase ” Characteristics .