20. 聖吉(Senge)認為一個學習型組織至少應該有五項基本修練，請問其所謂的第一項修練為何？
(A)自我超越
(B)系統思考
(C)改善心智模式
(D)團隊學習

答案：登入後查看
統計： A(2662), B(1055), C(589), D(155), E(0) #32219

詳解 (共 10 筆)

#50923
我們來改善願景：讓團隊更會思考！
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#8547
第一項修煉為自我超越
第二項修煉為改善心智模式
第三個為建立共同的願景
第四項修煉為團隊的學習
第五項修煉是系統思考
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0
#133303

第一項修練：系統思考。

第二項修練：自我超越。

第三項修練：改善心智模式。

第四項修練：建立共同願景。

第五項修練：團隊學習。         出自<教育行政學>(林天祐等，2009，心理)

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#874324
＊口訣:(學習)是為了考上:我心願學系

自(我)超越

改變(心)智模式

建立共同(願)景

團體(學)習

(系)統思考
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#399748


    (1)第一項修練：自我超越(Personal Mastery)
　(2)第二項修練：改善心智模式(Improving Mental Models)
　(3)第三項修練：建立共同願景(Building Shared Vision)
　(4)第四項修練：團隊學習(Teaming Learning)
　(5)第五項修練：系統思考(Systems Thinking)

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#769223
自我超越---改善心智模式---建立共同遠景----團隊學習----系統思考
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0
#552962
有分順序, 系統思考是第五項但卻是最重要的^^
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0
#136247

答案沒錯：A

 

陳嘉陽老師(上冊552頁)

 

(1)自我超越

(2)改善心智模式

(3)建立共同願景

(4)團隊學習

(5)系統思考→「第五修煉」，學習概念的核心，非第一項修煉。

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#1152765

聖吉（P. Senge）提出了五項修練→ 我心願學系 自我超越  改善心智模式 建立共同願景  團隊學習 系統思考

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#322078
系統思考應該是第五項吧!

The Fifth Discipline: The Art & Practice of the Learning Organization [Paperback] Peter M. Senge (Author)
Editorial ReviewsAmazon.com ReviewPeter Senge, founder of the Center for Organizational Learning at MIT\'s Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987. That was the day he first saw the possibilities of a "learning organization" that used "systems thinking" as the primary tenet of a revolutionary management philosophy. He advanced the concept into this primer, originally released in 1990, written for those interested in integrating his philosophy into their corporate culture.

The Fifth Discipline has turned many readers into true believers; it remains the ideal introduction to Senge\'s carefully integrated corporate framework, which is structured around "personal mastery," "mental models," "shared vision," and "team learning." Using ideas that originate in fields from science to spirituality, Senge explains why the learning organization matters, provides an unvarnished summary of his management principals, offers some basic tools for practicing it, and shows what it\'s like to operate under this system. The book\'s concepts remain stimulating and relevant as ever. --Howard Rothman


From Publishers Weekly
 
A director at MIT\'s Sloan School, Senge here proposes the "systems thinking" method to help a corporation to become a "learning organization," one that integrates at all personnel levels indifferently related company functions (sales, product design, etc.) to "expand the ability to produce." He describes requisite disciplines, of which systems-thinking is the fifth. Others include "personal mastery" of one\'s capacities and "team learning" through group discussion of individual objectives and problems. Employees and managers are also encouraged to examine together their often negative perceptions or "mental models" of company people and procedures. The text is esoteric and flavored with terms like "recontextualized rationality," but the book should help inventory-addled retailers whom the author cites as unaware of their customers\' desire for quality. Macmillan Book Clubs selection. 
Copyright 1990 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
 
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