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The author argues that in order to improve communication relationships with people in a particular organization, it is vital to combine critical inquiry, dialogue, and discussion, which in turn will provide a clear insight of the information being disseminated (Senge 13-15).
In this book, the author centers his discussion on the significance of “system” thoughts, which he perceives as indispensable for required qualities that strengthen long-term institutional change. For instance, he views an organization as systematically grounded partly in a holographic truth where each one represents the image of the organization as a whole. 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. The author calls for the application of system maps or diagrams that depict the core aspects of systems and how they fuse or connect (Senge 41).
Basing on the organizational theory, an organization or institution has the ability to understand and gain insight from experiences by observation, analysis, experimentation, and the willingness to examine failures and success. In this concept, an organization or institution learn through individuals who act as mediators for them. In addition, individuals also learn from organizations or are controlled by the organization’s learning system. The author clearly illustrates this notion by labeling organizations with the best opportunities to succeed. The author argues that organizations that regularly communicate, generate, and control their intellectual assets as organizations, allow people to frequently expand their capacity to initiate the results they really desire. Moreover, such organizations nurture expansive and new thinking patterns, where collective aspiration is
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