accelerating organisational learning came to this realisation when they discovered how
pervasive was the influence of hidden mental models, especially those that become widely shared. shell's extraordinary success in managing through the dramatic changes and unpredictability of the world oil business in the 1970s and 1980s came in large measure from learning how to surface and challenge manager's mental models. (in the early 1970s
shell was the weakest of the big 7 oil companies; by the late 1980s it was the strongest.) arie de geus, shell's recently retired coordinator of group planning, says that continuous
adaptation and growth in a changing business environment depends on "institutional learning, which is the process whereby management teams change their shared mental models of the company, their markets, and their competitors. for this reason, we think of planning as learning and of corporate planning as institutional learning.

the discipline of working with mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny. it also includes the ability to carry on "learningful" conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others.

（收到时间 - 1998年 十一月 20日 星期五 18:45:29 ）

buildi

ng shared vision
if any one idea about leadership has inspired organisations for thousands of years, it's the capacity to hold a shared picture of the future we seek to create. one is hard pressed to think of any organisation that has sustained some measure of greatness in the absence of goals, values, and missions that become deeply shared throughout the organisation. ibm had
"service"; polaroid had instant photography; ford had public transportation for the masses and apple had computing power for the masses. though radically different in content and kind, all these organisations managed to bind people together around a common identity and sense of destiny.

when there is a genuine vision (as opposed to the all-too-familiar "vision statement"), people excel and learn, not because they are told to, but because they want to. but many leaders have personal visions that never get translated into shared visions that galvanize an organisation. all too often, a company's shared vision has revolved around the charisms

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