Reflection Paper and the Review of Senge, P. (1990) - Book Report/Review Example

It is an analytical device that can identify what should be done, splitting mental habits of concentrating on the bottom line of sales incomes. Secondly, employees are powered to make up their minds locally, requiring openness, and honesty throughout the institution as standard practice, enabling them to learn and question as an individual or as a whole team, thus a subtitle of a learning organization. Finally, the work of a leader is to create an organizational system where all these can be achieved.

Rather than managing all decisions centrally according to a rigid plan, a leader should develop a vision regarding where the organization should focus and then motivate employees to pursue the vision as a group with much autonomy. In his book, Senge outlines five disciplines to be mastered at every level of an organization. This includes personal mastery, mental models, shared vision, systems thinking, and team learning. The author argues that mental models are vital because they determine the way people perceive reality.

As an employee of page design studio, I realize that what I observe is not reality at an ideal quality, but my view of reality, which is consistently shaped by my world perception (Senge, 1990). On Senge’s understanding, organizational perception is socially built, which he believes gives untold chance for renewal if built in an incorrect system-like fashion. To improve communication relationships with people in a particular organization, the writer recommends combining critical inquiry, dialogue, and discussion, where he means advocacy.

A sensitive application of the three processes will promote greater learning and assist in reducing the prevalent learning disabilities, which the author feels are persistent within an organization. Senge’s specific slant is the significance of “systems” thoughts that he perceives as indispensable for the particular qualities that strengthen long-term institutional change. He looks at different components, then at his ultimate organization as systematically grounded partly in a holographic truth where each one represents the image as a whole from a distinct point of analysis (Senge, 1990).

By use of organic integration, supporters who are able to inquire into other people’s visions give way to the likelihood of the vision to change, and to enlarge than individual visions. To him, this is the principle of the hologram, which I believe is the apogeal view underneath Senge’s prominence on systems thinking. A system view permits a reader to look beyond the surface of events to the fundamental structures of attitudes and behavior in order to obtain an advantage for constructive change that was not accessible via a concentration on specific occasions.

From his reading, I am encouraged to consider archetypes by which structural predicaments are spotted at their root that consequently can beckon a suitable, though often hurting response by other members. This belief in archetypes being the real basis of organizational life is the centre of the author’s thesis (Hickman, 2009). According to Senge, the effective management concept is to avoid pushing growth and instead remove the factors hindering growth. He demonstrates this by drawing on an invasive aim of reaching the desired objective by using food consumption as a metaphor.

By doing this, he helps readers evaluate the dilemmas and challenges of growth in the life of an organization arbitrated through the interaction of a broad range of