ticebecausetheyconflictw

ithpowerful,tacitmentalmodels.
royaldutch/shell,oneofthefirstlargeorganisatiotounderstandtheadvantagesofacceleratingorganisationallearningcametothisrealisationwhentheydiscoveredhow
pervasivewastheinfluenceofhiddenmentalmodels,eeciallythosethatbecomewidelyshared.shell'sextraordinarysucceinmanagingthroughthedramaticchangesanduredictabilityoftheworldoilbusineinthe1970sand1980scameinlargemeasurefromlearninghowtosurfaceandchallengemanager'smentalmodels.(intheearly1970s
shellwastheweakestofthebig7oilcompaniebythelate1980sitwasthestrongest.)ariedegeus,shell'srecentlyretiredcoordinatorofgroupplaing,saysthatcontinuous
adaptationandgrowthinachangingbusineenvironmentdependson"ititutionallearning,whichistheprocewherebymanagementteamschangetheirsharedmentalmodelsofthecompany,theirmarkets,andtheircompetitors.forthisreason,wethinkofplaingaslearningandofcorporateplaingasititutionallearning.
thedisciplineofworkingwithmentalmodelsstartswithturningthemirrorinward;learningtounearthourinternalpicturesoftheworld,tobringthemtothesurfaceandholdthemrigorouslytoscrutiny.italsoincludestheabilitytocarryon"learningful"conversatiothatbalanceinquiryandadvocacy,wherepeopleexposetheirownthinkingeffectivelyandmakethatthinkingopentotheinfluenceofothers.
（收到时间-1998年十一月20日星期五18:45:29）
buildingsharedvision
ifanyoneideaaboutleadershiphasiiredorganisatioforthousandsofyears,it'sthecapacitytoholdasharedpictureofthefutureweseektocreate.oneishardpreedtothinkofa

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