In Peter Senge’s (1990, in De Wit & Meyer, 2010, Reading 9.3) article ‘Building learning organizations’, what is a feature of creative tension?
It produces energy for change
It can occur with or without a vision
It can substitute for vision
It creates demotivation.
In Senge’s (1990, in De Wit & Meyer, 2010, Reading 9.3) article ‘Building learning organizations’, which of the following is an aspect of ‘system thinking’?
Understanding and working with dynamic complexity
Focusing on areas of incremental gain
Encouraging symptomatic solutions
Increasing both accountability and intuition.
According to Senge (‘Building learning organizations’, 1990, in De Wit & Meyer, 2010, Reading 9.3), future leaders will require which of the following, in order to become ‘system thinkers’?
To see inter-relationships and move beyond blame
To be able to adopt system models for strategy making
To systematically analyze phenomena and translate them into linear problems
To be able to observe the details of complex phenomena.
Which of the following design sequences best fits with Senge’s (‘Building learning organizations’, 1990, in De Wit & Meyer, 2010, Reading 9.3) article?
Vision - strategy - learning processes
Vision - learning processes - strategy
Strategy - purpose - structure
Vision - strategy - structure.
Which of the following is characteristic of Senge’s article ‘Building learning organizations’ (1990, in De Wit & Meyer, 2010, Reading 9.3)?
Building organizational culture, and shaping its evolution, is best done ‘from bottom up’ and should be part of everybody’s job
Generative learning requires new ways of looking at organization
Organizational leadership should emphasize prediction, more than adaptation
An important aspect of organizational design is ‘moving lines and boxes’.