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Resources for product teams from industry experts.

The discipline of personal mastery starts with clarifying the things that really matter to us, of living our lives in the service of our highest aspirations. Here, I am most interested in the connections between personal learning and organizational learning, in the reciprocal commitments between individual and organization, and in the special spirit of an enterprise made up of learners.

— The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

Source: Amazon Kindle

Related Stories and Excerpts:

  1. Personal mastery is the discipline of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. As such, it is an essential cornerstone of the learning organization—the learning organization’s spiritual foundation. An organization’s commitment to and capacity for learning can be no greater than that of its members. The roots of this discipline lie in both Eastern and Western spiritual traditions, and in secular traditions as well. — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge Source: Amazon Kindle […]
  2. On building learning organizations Personal mastery: Continually clarifying and refining our personal visions, and seeing reality objectively. Building shared vision: The capacity to translate individual visions into collective visions that galvanize a group of people based on what they’ll really like to create together. Mental models: Learning to unearth our own personal pictures of the world, to bring them to the surface so that we see how they impact our actions. Team learning: Spending time together to suspend assumptions and come up with new ideas. Systems thinking: What causes patterns of behavior? It is a framework for seeing the whole picture instead of […]
  3. The “what” of service design may seem like the job of managers, not designers. But the “how” is different. And further, the approaches, methods, and skills required to do it (the “how”) in fact turn the “what” into something different. The work that managers see as analytical and abstracted becomes generative and materialized. The disconnected stuff of organizational life becomes connected and a shared matter of concern. Organizations are revealed as dynamically constituted in the multiple interactions between people and things and other people, in many places, over time. — Service Design: From Insight to Implementation by Andy Polaine, […]
  4. But the principle of constantly expanding your experience, both personally and vicariously, does matter tremendously in any idea-producing job. Make no mistake about that. Another point to encourage you. No doubt you have seen people who seem to spark ideas—good ideas—right off the “top of their heads,” without ever going through all this process that I have described. Sometimes you have only seen the “Eureka! I have it!” stage takes place. But sometimes you have also seen the fruits of long discipline in the practices here advocated. This discipline produces a mind so well stocked, and so quick at […]
  5. Because a new service can provide people with an experience they have never had before, it is important to make it real and tangible. If you ask people to imagine a new service, they tend to become analytical and problem-oriented. On the other hand, when people are allowed to experience a working prototype—something tangible that contains the key elements of the touchpoints and flow of the service interactions—they may react to the performance rather than the abstract concept. — Service Design: From Insight to Implementation by Andy Polaine, Lavrans Løvlie, et al. Source: Amazon Kindle […]

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