|
Essences |
Principles |
Practices |
| Systems Thinking |
- Holism
- Inter-connectedness
|
- Structure influences behavior
- Policy resistance
- Leverage
|
- Systems Archetypes
- Simulations
|
| Personal Mastery |
- Being
- Generativeness
- Connectedness
|
- Vision
- Creative tension vs. Emotional tension
- Subconscious
|
- Clarifying personal vision
- “holding” creative tension
Focusing on the result
Seeing current reality
- Making choices
|
| Mental Models |
|
- Espoused theory vs. Theory-in-use
- Ladder of inference
- Balance inquiry and advocacy
|
- Distinguishing “data” from abstractions based on data
- Testing assumptions
- Left-hand column
|
| Building Shared Vision |
- Commonality of purpose
- Partnership
|
- Shared vision as “hologram”
- Commitment vs. Compliance
|
- Visioning process
Sharing personal visions
Listening to others
Allowing freedom of choice
- Acknowledging current reality
|
| Team Learning |
- Collective intelligence
- Alignment
|
- Dia logos (dialogue)
- Integrate dialogue and discussion
- Defensive routines
|
- Suspending assumptions
- Acting as colleagues
- Surfacing own defensiveness
- “Practicing”
|
Source: Based on The Fifth Dicipline, by Peter Senge, pps. 375-376
