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Harold Jarche

Keynote Speaker

A Vision

for Learning

Harvard Business Review described The

Fifth Discipline by Peter Senge, as one of

the seminal management books of the

previous 75 years.

The five disciplines necessary for a learning

organisation are:

• Personal Mastery

• Mental Models

• Shared Vision

• Team Learning

• Systems Thinking (which integrates the

other four)

In the January 2017 issue of Inside Learning

Technologies, I discussed personal mastery

and mental models. The key challenge for

learning professionals today is to help their

enterprises become learning organisations,

as described in Senge's book. It is also to

master the new literacies of the network era

and promote critical thinking, for ourselves

and others. Questioning existing hierarchies is

necessary to create the organisations of the

future where power and authority are shared,

based on mutual trust. Personal knowledge

mastery (taking control of our professional

development) and an attitude of working in

perpetual beta (continuous experimentation)

are two of the disciplines required to develop

the third discipline: 'shared vision' or our


Shared Vision

Companies today need to become networkcentric and especially learning-centric.

Networked individuals are the new engaged

citizens and we have to connect with our

professional communities, finding them where

we can, often aided by social media. These

awareness networks can keep us connected

to the real world, through wide and diverse

human relationships. We cannot rely on our

'algorithmic overlords' to tell us how to

understand our environment. Building these

networks is everyone's responsibility.

We can develop a shared vision in our

communities of practice. Finding such

communities, where we can test alternative

ways of thinking and doing, then becomes a

priority. Professionals without communities to

help them continuously refine their practice,

are at a real loss in this network era.

It is only by working and learning

interdependently, retaining our autonomy, codeveloping our mastery, and feeling a shared

sense of relatedness, that people are truly

motivated. Workers have to feel they are part

of something. Relatedness is the universal

need to interact, be connected to and care for



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