Peter Senge's Five Core Components Of Team Learning?

3.6 Team learning

Senge said that team learning is “the way toward aligning and building up the capacities of a team to make the outcomes its members truly desire”. Senge also mention that team learning expands base on personal mastery and shared vision but these are insufficient. He also mentioned that people should have the capacity to action together. Peter Senge mentioned that when team learn together, it not only can provide great outcomes and results for the organization, team members also will develop more quickly than could have happened something else.

When teams begin to “thinking together”, include sharing their insight, experience, information, knowledge and abilities with each other in a team on how to improve the things better

The last things just mentioned enables individuals to comprehend what and how the company has made. The traditional method of share vision always failed in most company because employees cannot synchronize with the share vision from the top management. However, 3M able to create a core values aligned with their vision that make all the employees understand what they need to do in order to achieve the vision.

Conclusion

In summary, 3M culture has apply Peter Senge’s five core disciplines, which needed in order to create learning environment in an organization. A learning organization is one which facilities learning and improvement of its employees, while persistently growing their capacities to shape the future to guarantee that organizations constantly learn, adapt to a changing environment with agility and do well.

There is a lot of tools and method to shape the learning and innovative culture in 3M. By combine all the tools such as the 15% rules, sourcing effectiveness, risk tolerance for new ideas, good reward system and all combine together to achieve successful

By deciding sustainable vision and translating those visions, objectives, and strategies into the operative values of their employees in 3M, 3M's leaders successful create more incentive to the stakeholder and shareholder. 3M’s leaders can implement value creation systems faster throughout their company, capturing and controlling the strongest force in business today by understanding the invisible strengths of values of 3M. On the other hand, 3M can create more talent program to improve the innovation and creative culture in 3M. 3M can open their doors to different kind of talent that not only limit to R&D background like allow different kind of talent from HR, sales & marketing and finance with relevant experience and skillset and not only rely on their education