How Systems Thinking Characteristics Relate to Organizations.
Organizations exist for a specific purpose and, over time, may proactively or reactively change, or evolve [ CITATION Sen94 l 1033 ]. They are based on a similar framework of values, strategy, structure, and style that interact with each other to determine the organization's results. Systems thinking provides a way for organizations to achieve their goals long-term with an iterative, generative approach. Adaptive organizations are reactive; they adjust or respond to economic, technological, and cultural changes [ CITATION Sen90 l 1033 ]. Generative organizations learn from patterns, and interactions, allowing then to create knowledge [ CITATION Mel09 l 1033 ]. The boundaries of a system, or an organization, may be chosen to reflect the organization as a whole, or defined at different levels [ CITATION Mel09 l 1033 ]. Systemic success occurs when the leadership of the organization operates collaboratively while systemic failure occurs when the organizational leadership operates independently, or in silos. .
Learning Organization Components and Relation to Systems Thinking.
Senge (2006, p. 10) identified five disciplines, or "developmental paths for acquiring certain skills or competencies" that distinguish learning organizations: (a) personal mastery, (b) mental models,(c) building a shared vision, (d) team learning, and (e) systems thinking. Personal mastery is an exceptional level of expertise, with a commitment to life-long learning, enabling individuals to achieve their maximum potential. Mental models are internal pictures, ideas, and beliefs that shape organizational culture and assumptions [ CITATION Bui10 l 1033 ]. Building a shared vision provides a focus, direction, and energy for the organization's members. Team learning is the process of aligning and developing the capacity of a team to create the learning and results the team seeks.