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Transforming your organization into a “learning organization” can be challenging, especially if your organization is rooted in industrial age paradigms.

The genius of Peter Senge’s book, results from the fact that he offers his readers an easy to understand, way to lead your organization from the industrial to the information age.

Peter Senge also introduces with great mastery and utmost simplicity, the concepts of new-science (chaos, complexity, systems’ theory) upon which he basis his methodology.

The reason this book is mandatory reading for all M2MSys collaborators is because M2MSys uses the same concepts, to improve business processes. (http://m2msysonline.com).

Would like a copy of this presentation? Download the presentation on http://www.slideshare.net/M2MSys/peter-senge-fifth-discipline-book-review-presentation

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Continuum theories or models explain variation as involving a gradual quantitative transition without abrupt changes or discontinuities. It can be contrasted with ‘categorical’ models which propose qualitatively different states.

In physics, for example, the space-time continuum model explains space and time as part of the same continuum rather than as separate entities. A spectrum in physics (e.g. of light) is often termed either a ‘continuous spectrum’ (energy at all wavelengths) or ‘discrete spectrum’ (energy at only certain wavelengths).

In psychology, theories of mental phenomena can propose discrete differences between individuals (e.g. everyone has certain personality traits and not others) or a continuum (e.g. everyone lies somewhere on a particular personality dimension). This can also apply to fields such as law or sociology or ethics in explaining or judging variation in human behavior.

In clinical psychology or psychiatry, categorical models seek to distinguish and define particular mental disorders or illnesses, whilst continuum or dimensional models propose that some people are more extreme than others on particular dimensions.

Leadership in organizations

[edit] Leadership in formal organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber’s definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]

[edit] Leadership in informal organizations
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.[3]

In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[4]

Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[4]

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