are the fundamental learning unit in modern organisations. this where "the rubber meets the road"; unless teams can learn, the
organisation cannot learn.

systems thinking
a cloud masses, the sky darkens, leaves twist upward, and we know that it will rain. we also know that after the storm, the runoff will feed into groundwater miles away, and the sky will
grow clear by tomorrow. all these events are distant in time and space, and yet they are all connected within the same pattern. each has an influence on the rest, an influence that is usually hidden from view. you can only understand the system of a rainstorm by contemplating the whole, not any individual part of the pattern.

business and other human endeavors are also systems. they, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each
other. since we are part of that lacework ourselves, it's doubly hard to see the whole pattern of change. instead, we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get solved. systems thinking is a conceptual framework, a body of knowledge and tools that has been developed over the past fifty years, to make the full patterns clearer, and to help us see how to change them effectively.

though the tools are new, the underlying worldview is extremely intuitive; experiments with young children show that they learn systems thinking very quickly.

it is vital that the five disciplines develop as an ensemble. this is challenging because it is much harder to integrate new tools than simply apply them separately. but the payoffs are
immense.

this is why systems thinking is the fifth discipline. it is the discipline that integrates the disciplines, fusing them into a coherent body of theory and practice. it keeps them from being separate gimmicks or the latest organisation change fads. without a systemic orientation, there is no motivation to look at how the disciplines interrelate. by enhancing each of the other disciplines, it continually reminds us that the whole can exceed the sum of its parts.

下一次，我们看看甚麽是 组织学习智障(organisations learning disability )

（收到时间：1998-11-26， by mc & xm）

learning disability
chapter 2
does your organisation have a learning disability?

(ty 在这儿介绍了企业的生命周期，peter se

nge 在第二章的开头，提及了企业的寿命。)

大企业的寿命很少超过人类寿命的一半。1983年royal dut

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