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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JANURAY 2011
VOL 2, NO 9
absurd notion, accepting of responsibility; when an organization is encountered with a
problem this feeling is existed and it is necessary for the management to act activistically.
Focusing on results; learning could not be permanent in an organization in which individuals
are focused on short-term growing or a single result. Story of boiled frog; an organization that
returns from its daily dazzling speed in order to witness gradual changes in a process is
necessary for learning and (pay attention to subtle as well as the sudden). Hallucination of
learning from experience; the most powerful learning is the result of direct experience. We
can learn from experience in the best manner but we can never experience many results of
important decisions directly. Myth of management team; most individuals who live with
micro-management theory and are controlled are the best examples of skilled and experienced
inefficiency. Such people act very offensively in trying for control and have no general
understanding and meaning from the process in which special tasks are occurred.
Sange has introduced five rules in order to be able to convert change to the learner
organization. These are:
i. Personal excellence
ii. Mental model
iii. Common insight
iv. Team learning
v. System thinking
i. Personal excellence refers to capabilities and skills. It means developing of an
individual's life as a creative adventure. When personal excellence is converted to a
rule, an active part of his daily life (takes on two strong movements). The first is to
shed light on issues that are important and this action is done permanently and
continuously and the second one is permanent learning of the manner of observation
and perceiving of the present fact.
ii. Mental models: what managers know is that many of the best ideas are never inserted
in the operation and application phase. Especially new insights are not accepted,
because they are in contrast with too deep internal or mental imaginations which
restrict the individual with familiar methods for thinking and action. Mental models
are very strong in affecting individual's action, since they could affect the manner of
observation and understanding of individuals. It is because that mental model
management in relation to mental picture is a significant and fundamental step for
creating of learner organizations.
iii. Common insight is not an opinion, rather it is a force in person's mind; a power.
Insight is common when more than one person has similar perception with another
person and also they should commitment towards having such opinion. Common
insight is important for learner organizations, because it creates concentration and
energy for learning.
iv. Team learning is the process of cooperation and creation of a team for establishing of
results that members of the team want it really. It is founded based on rules of common
insight and personal excellence. Team learning has three important scopes: the need
for wisely thinking about subjects, the need for innovative and coordinated actions and
role of team members in other teams. Team learning needs action and exercise.
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