A mind map of the disciplines of learning organizations, as described in Peter Senge's book The Fifth Discipline

1. System archetypes
Practices
Simulation
Structure influences behavior
Principles Policy resistance
Systems thinking
Leverage
Holism
Essences
Interconnectedness
Clarifying personal vision
Thinking New understandings Focusing on the result
Learning "Holding" creative tension
Practices Seeing current reality
Doing New behaviors
Making choices
Vision
What you do Practices Creative tension vs. emotional tension
Principles
Guiding ideas and insights Principles Personal mastery Subconscious
State of being of those Being
Essences
with high levels of mastery Discipline, 3 levels
Essences Generativeness
a body of theory and technique Connectedness
that must be studied and mastered Definition
to be put into practice ...
a developmental path for acquiring Distinguishing "data" from abstractions based on data
certain skills or competencies (p.10)
Disciplines
of learning Practices Testing assumptions
organizations "Left-hand" column
Do you continuously test your experiences?
Espoused theory vs. theory-in-use
Are you producing knowledge?
Ladder of inference
(capacity for effective action) Mental models Principles
Is the knowledge shared?
Checklist* Balance inquiry and advocacy
Love of truth
Is the learning relevant?
Essences
Openness Sharing personal visions
Visioning process Listening to others
Fifth Discipline pp.373-7 Allowing freedom of choice
Sources Practices
*Fifth Discipline Fieldbook p.49 Acknowledging current reality
Shared vision as "hologram"
Principles
Building shared vision Commitment vs. compliance
Commonality of purpose
Essences
Partnership
Suspending assumptions
Acting as colleagues
Practices
Surfacing own defensiveness
"Practicing"
Dia logos
Karen O. Storer 2006
www.pictureitsolved.com Team learning
Principles Integrate dialogue and discussion
Defensive routines
Collective intelligence
Essences
Alignment