introduction
from a very early age, we are taught to break apart problems, to fragment the world. this apparently makes complex tasks and subjects more manageable, but we pay a hidden, enormous price. we can no longer see the consequences of our actions; we lose our intrinsic sense of connection to a larger whole. when we then try to "see the big picture", we try to reassemble the fragments in our minds, to list and organize all the pieces. but, as physicist david bohm says, the task is futile -- similar to trying to reassemble the fragments of a broken
mirror to see a true reflection. thus, after a while we give up trying to see the whole altogether.

the tools and ideas presented in this book are for destroying the illusion that the world is created of separate, unrelated forces. when we give up this illusion -- we can then build
"learning organizations", organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.

as fortune magazine recently said, "forget your tired old ideas about leadership. the most successful corporation of the 1990s will be something called a learning organization."

"the ability to learn faster than your competitors," said arie de geus, head of planning for royal dutch/shell, "may be the only sustainable competitive advantage."

as the world becomes more interconnected and business becomes more complex and dynamic, work must become more "learningful." it is no longer sufficient to have one person learning for the organization. it's just not possible any longer to "figure it out" from the top, and have everyone else following the orders of the "grand strategist." the organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.

（收到时间 - 1998年 十一月 10日 星期二 18:14:8 ）

peter senge 对 discipline 的说明
if a learning organization was an engineering innovation, such as the airplane or the personal computer, the components would be called "technologies". for an innovation in human behavior, the components need to be seen as disciplines. by "discipline", i do not mean an "enforced order" or "means of punishment", but a body of theory and technique that must be studied and

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