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Dr Russell L. Ackoff, Chairman, The Institute for Interactive Management, USA
Vice Chancellor Brenda Gourlay, University of Natal, South Africa.
Peter Senge follows in the tradition of the learning organisation, which came to the fore in the 1970s, for example, through the research of Chris Argyris and Donald Schon, and the practice in Royal Dutch/Shell of Arie de Geus. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index
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Customer Reviews
There is a significant degree of emergent synergy that arises from the complementarist use of the Senge's approach (as described within the "Fifth Discipline") when used in conjunction with Flood's guiding> frameworks for organisational intervention and improvement. In isolation, Senge provided his readers with guidance on organisational learning - but provided no pragmatic steps to guide organisational analysis and the actual selection and use of improvement strategies. Conversely, Flood's previous writings provided a guiding framework for facilitating organisational improvement but lacked the organisational learning approaches that are simultaneously required if the need for organisational improvement (i.e. change) is to be recognised, validated, operationalised, reflexively critiqued and assimilated as part of a revised organisational paradigm. Empirical studies have clearly demonstrated that without the tools to facilitate organisational learning, it is quite likely that the need and desire to implement change strategies will be attenuated by organisational defence mechanisms. (See the work of Argyris in this regard). Therefore, the augmentation of organisational improvement frameworks with organisational learning offers interventionists an enhanced degree of success.
Thus, by effectively combining his interventional strategies with the Senge's organisational learning strategies, Flood has successfully created a pragmatic approach that is more potent than the sum of its constituent parts. The emergent synergy is not by any means a coincidental by-product of the amalgam. Flood clearly explains how the inescapable and tangible manifestations of Complexity Theory require us to "learn our way into an unknowable future". Flood's book also effectively prepares the reader for the adaptations that will be necessary in contending with a dynamically changing organisational landscape.
This book is highly recommended to all those with an interest in organisational learning, change management, systems theory and complexity theory.
It is an easy and interesting read.
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