Glossary: Creating learning organizations: a systems perspective

> **Derived from an academic source (private repository).** > Bui, H., & Baruch, Y. (2010). Creating learning organizations: a systems perspective. The Learning Organization, 17(3), 208-227. https://doi.org/10.1108/09696471011034919 # A Systems Perspective of the Learning Organization The following glossary defines key terms and concepts within the multi-level framework proposed by Bui and Baruch (2010). This work translates Peter Senge’s foundational "Five Disciplines" into a structured, open-systems model involving inputs, processes, and outputs. | Term | Definition | | :--- | :--- | | **Antecedents** | The foundational factors—such as individual values, organizational culture, and leadership—that trigger and support the development of learning disciplines. | | **Creative Holism** | A state achieved when Peter Senge’s five disciplines interact collectively to produce an organizational capacity greater than the sum of individual efforts. | | **Flywheel of the LO** | A conceptual metaphor illustrating how the momentum of various learning disciplines reinforces and accelerates the organization's growth and adaptability. | | **Inputs-Process-Outputs Model** | An open-systems framework used to categorize how organizational resources and actions lead to specific performance and learning outcomes. | | **Mental Models** | Internal cognitive frameworks and entrenched assumptions that individuals use to perceive their environment and determine their subsequent actions. | | **Moderators** | Variables, such as the internal learning environment and communication quality, that influence the strength of the relationship between learning disciplines and performance. | | **Personal Mastery** | An individual’s dedicated practice of clarifying their personal vision and maintaining an objective view of reality to drive lifelong growth. | | **Shared Vision** | The collective alignment of individual goals and aspirations into a common purpose that inspires commitment rather than mere compliance. | | **Systems Thinking** | The "Fifth Discipline" that integrates all others by allowing members to see the underlying structures and interconnections within complex organizational problems. | | **Team Learning** | The collaborative process of developing group intelligence and dialogue to ensure that the collective capacity for action exceeds that of any single member. | ## Source **Authors:** Hong Bui and Yehuda Baruch **Year:** 2010 **Journal:** The Learning Organization **DOI:** https://doi.org/10.1108/09696471011034919 Bui, H., & Baruch, Y. (2010). Creating learning organizations: a systems perspective. *The Learning Organization*, 17(3), 208-227. https://doi.org/10.1108/09696471011034919