Peter Michael Senge (born 1947) is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition of 2007). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute.

viaPeter Senge – Wikipedia, the free encyclopedia.

The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity.

viaThe Fifth Discipline – Wikipedia, the free encyclopedia.

A Learning Organization is the term given to a company that facilitates the learning of its members and continuously transforms itself[1]. Learning Organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment[2]. A Learning Organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning[3].

via Learning organization – Wikipedia, the free encyclopedia.

Organizational learning is an area of knowledge within organizational theory that studies models and theories about the way an organization learns and adapts.

In Organizational development (OD), learning is a characteristic of an adaptive organization, i.e., an organization that is able to sense changes in signals from its environment (both internal and external) and adapt accordingly. (see adaptive system). OD specialists endeavor to assist their clients to learn from experience and incorporate the learning as feedback into the planning process.

via Organizational learning – Wikipedia, the free encyclopedia.

Knowledge management (KM) comprises a range of practices used in an organisation to identify, create, represent, distribute and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.

via Knowledge management – Wikipedia, the free encyclopedia.

Systems thinking is any process of estimating or inferring how local policies, actions, or changes influence the state of the neighboring universe. It also can be defined, as an approach to problem solving, as viewing “problems” as parts of an overall system, rather than reacting to present outcomes or events and potentially contributing to further development of the undesired issue or problem

via Systems thinking – Wikipedia, the free encyclopedia.