Enhanced descriptions from Syndetics:

Peter Senge, founder and director of the Society for Organisational Learning and senior lecturer at MIT, has found the means of creating a 'learning organisation'. In The Fifth Discipline , he draws the blueprints for an organisation where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together. The Fifth Discipline fuses these features together into a coherent body of theory and practice, making the whole of an organisation more effective than the sum of its parts.

Mastering the disciplines will:

*Reignite the spark of learning, driven by people focused on what truly matters to them.
*Bridge teamwork into macro-creativity.
*Free you from confining assumptions and mind-sets.
*Teach you to see the forest and the trees.
*End the struggle between work and family time.

The Fifth Discipline is a remarkable book that draws on science, spiritual values, psychology, the cutting edge of management thought and Senge's work with leading companies which employ Fifth Discipline methods. Reading it provides a searching personal experience and a dramatic professional shift of mind.

This edition contains more than 100 pages of new material about how companies are actually using and benefiting from Fifth Discipline practices, as well as a new foreword from Peter Senge about his work with the Fifth Discipline over the last 15 years.

Reviews provided by Syndetics

CHOICE Review

The acceptance of the learning organization and its treatment in education and in business literature, from assessment to the corporate bottom line, is a powerful testament to Peter Senge's vision and recognition of his original work, The Fifth Discipline (1990), as a classic. In this major revision, Senge (Sloan School of Management, MIT) closely examines the core disciplines to reveal many familiar individual and organizational tenets constituting the art and practice of the learning organization. He discusses the importance of learning to an organization's competitive advantage and provides guidance on how to implement the strategies of successful learning organizations. The author shares insights from interviews with a wide range of corporate and organization leaders from, e.g., Unilever, Intel, Saudi Aramco, Oxfam, and the World Bank. Responding to feedback in the same manner as Jim Collins in Good to Great and the Social Sectors (2005), Senge in this new edition refines his mind-set for applying the art of the learning organization. Readers of this important volume, whose talents and skills are the underlying strength of the learning organization, will become more discerning of a corporation's vitality and culture and also its role in fulfilling their needs in meaningful ways. ^BSumming Up: Essential. General readers, undergraduate and graduate students, faculty, and practitioners. R. W. Fernekes Georgia Southern University