A short summary of this great book!

1. In the long run, the
only sustainable
source of
competitive edge is
your organization's
ability
to learn faster than
its competitors

2. 2
The Five Disciplines
•Personal Mastery
•Mental Models
•Building Shared Vision
•Team Learning
•Systems Thinking

3. 3
Personal Mastery
 Personal vision
 Personal purpose
 Holding crea?ve tension between vision
and current reality
 Mi?ga?ng the impact of deeply rooted
beliefs, contrary to personal mastery
 Commitment to the truth
 Understanding the subconscious

4. 4
Mental models
 Many insights into new markets or
organiza?onal prac?ces fail to get put into
prac?ce because they conflict with
powerful mental models

5. 5
Building shared vision

6. 6

7. 7
Match your vision

8. 8
Dialogue, discussion, discipline

9. 9
Team learning

10. 10
Systems Thinking

11. 11

12. 12
The Learning Disabilities
 “I am my posi?on”
 “The enemy is out there”
 The illusion of taking charge
 The fixa?on on events
 The parable of the boiled frog
 The delusion of learning from experience

13. 13
“I am my position”
 “Most people describe
the tasks they perform
every day, not the
purpose of the greater
enterprise in which they
take part.”

14. 14

15. 15
“The enemy is out there”
 “Thou shalt always find an external
agent to blame”
 By‐product of “I am my posi?on”
 When we focus only on our
posi?on, we do not see how our
ac?ons extend beyond the
boundary of that posi?on

16. 16
The illusion of taking charge
 All too oZen, pro‐ac?veness is
reac?veness in disguise
 True pro‐ac?veness comes from seeing
how we contribute to our own problems

17. 17
Fixation of events

18. 18
The delusion of learning from experience
“We learn best
from our
experience but we
never directly
experience the
consequences of
many of our most
important
decisions.”

19. 19
The parable of the boiled frog

20. 20

21. 21
Thank You