Relaii Publice SectorialeOrganizaii Corporativ-PrivateAnul IIIAn universitar 2012-2013, semestrul ICurs 8.11.2012

Idei centrale A cincea disciplin Peter SengeAsist. dr. Anca Anton

Ce este organizaia care nva?O organizaie care utilizeaz o filosofie managerial bazat pe cunoatere i pe nelegerea complexitii contextului n care i desfoar activitatea, nu pe teama de acesta.

Ce este organizaia care nva?O organizaie care se opune filosofiei de management dominante n Vest, n care sunt rspltite deciziile ce vizeaz termene scurte (reacie la evenimente), bazate pe idei preconcepute (dominante, main-stream) i nerespectnd importana experienei.

Ce este organizaia care nva?O organizaie care nelege faptul c toate elementele din cadrul su sunt interconectate; prin urmare decizii diferite au un impact diferit asupra acestora, ntr-un mod care nu poate fi ntotdeauna intuit.

Ce este organizaia care nva?Un nivel organizaional atins prin studiul continuu a 5 discipline: Personal Mastery, - Miestrie personalMental Models, - Modele mentale, intelectualeTeam Learning, - nvarea n echipShared Vision, - Viziune mprtitSystem Thinking. Gndire sistemic

Partea 1 (cap. 1-3)Argumente pentru necesitatea OcI

Tulburri de nvareEu m definesc prin poziia meaDumanul este n exteriorIluzia iniiativei (i a dobndirii controlului)Obsesia asupra evenimentelorParabola broatei fierteMirajul nvrii din experinMitul echipei de management

Partea 2 (cap. 4-7)Concepte necesare nelegerii OcI

Cele 11 legi ale complexitiiToday's problems come from yesterday's solutions.The harder you push, the harder the system pushes back.Behavior grows better before it grows worse.The easy way out usually leads back in.The cure can be worse than the disease.Faster is slower.Cause and effect are not closely related in time and space.Small changes can produce big results ... but the areas of highest leverage are often the least obvious.You can have your cake and eat it too but not all at once.Dividing an elephant in half does not produce two small elephants.There is no blame.

Partea 3 (cap. 8-11)Punerea n practic a OcI

Disciplinele 1 i 2Personal masteryPersonal masteryis a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.Mental modelsMental modelsare deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.

Disciplinele 3 i 4Building shared visionBuilding shared vision is a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance.Team learningTeam learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together.

A cincea disciplinSystems thinking also needs the disciplines of building shared vision, mental models, team learning, and personal mastery to realize its potential. Building shared vision fosters a commitment to the long term. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. Team learning develops the skills of groups of people to look for the larger picture beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world.

Partea 4 (cap. 12-17)Cele mai bune practici (Best practices)

Partea 5 (cap. 18)ntregul indivizibilPag. 346 Natura (din care i noi facem parte) nu este alctuit din pri care compun ntregul. Este alctuit din ntreguri n cadrul ntregurilor.Nature (and that includes us) is not made of parts within wholes. Its made of wholes within wholes.