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How can a team of committed staff members with individual IQs above 120 have a collective IQ as low as 63? Why did one-third of the firms in the Fortune 500 in 1970 vanish by 1983? It is because most firms are “controlling organizations.” They emphasize individual work rather than teamwork, fragments rather than the whole picture, and the present rather than the future. So, modern firms need to adopt the conceptual framework of “systems thinking” to transform into “learning organizations.”
This book was written by Peter Senge, a senior lecturer at the MIT Sloan School of Management. He is renowned for developing the concept of the learning organization, winning acclaim for proposing a complete management system following those of celebrated management scholars W. Edwards Deming and Peter Drucker. BusinessWeek rated Senge one of the top 10 management gurus. He has integrated Western management theories with Eastern philosophical wisdom with emphasis on wholeness and connectedness.
