Peter Senge's model of the 'learning Organisation' includes valuable concepts such as: collaboration, complexity, team learning, systems archetypes and reflexivity. However, my observation is that his conceptual framework is a conjugation of pre-existing theories which utilises learning as a leverage in creating a knowledge economy in pursuit of competitive advantage. Whilst I applaud Senge for a refreshing alternative to the dominant narratives of managerial control, I somehow feel that his 'five disciplines' are mere euphemisms which fail to address the instrumental rationalism which pervades management theory. Furthermore, his disciplines of 'shared vision' and 'personal mastery' appear too idealistic to extrapolate into practice. In conclusion, the obscurity I find with the LO, is the apparent lack of focus in satisfying customer needs and/or the ultimate purpose of collaborative learning.
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