Just got to a book last night which has been on my “anti-library” shelf for several months–Peter Senge’s The Necessary Revolution (2008)–which I highly recommend. Here’s an article from Business Week’s “Innovation” section which reviewed the book last summer and spurred me to acquire a copy of it.
The following paragraphs from the book’s first chapter, “A Future Awaiting Our Choices,” provide a good introduction to the nature and scope of Senge’s recent work.
The Industrial Age has often been called the “machine age” because the rise of machines and the way they operated transformed the way people thought and worked. It wasn’t long before people were expected to work like machines and the assembly line became the icon of efficiency and standardization for all organizations. Gradually, machine thinking shaped much more than manufacturing: Economic progress became synonymous with increases in efficiency and productivity; cultural advance became equated with dazzling new technologies; and nature, including the other creatures with whom we share the earth, was reduced to ‘natural resources,’ inputs to the economic machine.
A sustainable world, too, will only be possible by thinking differently. With nature and not machines as their inspiration, today’s innovators are showing how to create a different future by learning how to see the larger systems of which they are a part and to foster collaboration across every imaginable boundary. These core capabilities–seeing systems, collaborating across boundaries, and creating versus problem solving–form the underpinnings, and ultimately the tools and methods, for this shift in thinking.
For over a quarter of a century our work, first at the Massachusetts Institute of Technology and then through the Society for Organizational Learning (SoL) global network, has involved helping organizations of all sorts to “learn how to learn”–which naturally leads to the question, “Learning for what?” For many years, precedent provided the answer: learning so that companies could be more innovative and profitable, so that schools could help students learn, so that governmental organizations could better serve their constituencies. For the past decade, however, we have begun to also see a larger answer: shaping a sustainable, flourishing world for life beyond the Industrial Age. This represents perhaps the greatest learning challenge humans have ever faced, and it will require extraordinary leadership from institutions of all sorts.
This is not pie-in-the-sky rhetoric or intellectual idealism, but in fact is reflected in ways organizations and individuals are already working together. The organizations and people you will meet in the pages that follow are starting to enact new ways of managing, leading, and ultimately creating value, not just for today’s real needs but for tomorrow’s, and their practices are spreading to hundreds of businesses and non-business organizations of all sizes around the world. There is no silver-bullet formula for putting these ideas into practice widely, but there are principles, practices, and ways of getting started.
I once was guided professionally by Senge’s idea of the “learning organization” in my own organizational development / knowledge management work. I’m guided again by him, this time by his idea that the environmental and social challenges we face create an unprecedented opportunity for us to bring about real, sustainable (and “revolutionary”) change in the ways we work and live.
