NCJ Number
212630
Journal
FBI Law Enforcement Bulletin Volume: 74 Issue: 12 Dated: December 2005 Pages: 9-11
Date Published
December 2005
Length
3 pages
Annotation
This article discusses the features of organizational learning and systems thinking in law enforcement agencies, based on Peter Senge's concepts of how institutions can change their perspectives of their missions and operations.
Abstract
Senge emphasized the importance of learning in organizations, and he outlined five key internal interventions required for continuous learning to occur: mental models, personal mastery, team learning, shared vision, and systems thinking. Mental models include the thoughts, beliefs, and assumptions of individuals in an organization, based on their knowledge, experiences, and opinions. "Personal mastery" is the continuous, ongoing improvement in the use of information and resources to achieve better results. "Team learning" consists of becoming more knowledgeable and proficient in working well as a group. "Shared vision" means that members of an organization have a clear understanding and commitment to a common mission and methods of implementing it; and "systems thinking" is a paradigm that explains the interconnectedness and interdependence of the parts of an organization. It deconstructs the concept that the organization is a machine composed of interchangeable parts. Instead, according to Senge, members of an organization and the causes of problems in the organization are part of a single system, such that the problem and its resolution are owned by all parts of the organization. 17 notes