(Senge, Fieldboook, 195)
The central practice of Learning Organisations involves learning to keep both a personal (or shared) vision
and a clear picture of reality (results) before us. Doing this will generate a force within ourselves called
"structural tension:. Tension by its nature, seeks resolution, and the most natural resolution of this tension is
for our reality to move closer to what we want. It's as if we have set up a rubber band between the two
poles of our vision and current reality.
- People who are convinced that a vision or result is important, who can see clearly that they must
change their life in order to reach that result, and who commit themselves to that result
nonetheless, do indeed feel compelled. They have assimilated the vision not just consciously, but
unconsciously, at a level where it changes more of their behaviour. They have a sense of deliberate
patience - with themselves and the world - and more attentiveness to what is going on around them.
All of this produces a sustained sense of energy and enthusiasm, which (often after a delay) produces
some tangible results, which can then make the energy and enthusiasm stronger.
- We may not be able to command ourselves to snap instantly into this frame of mind, but the disciplines
suggest that we can, as individuals, cultivate a way of thinking (a thinking we have lost due to beliefs
we hold that we are unworthy or powerless) to obtain our deepest aspirations. The more we practice
this way of thinking, the more we will feel competent and confident, and the more we will allow
ourselves to be aware of the tension which can pull us forward it we cultivate it.
- The disciplines also teaches us not to shrink back from seeing the world as it is, even if it makes us
uncomfortable. Looking closely and clearly at current reality is one of the most difficult tasks of
these disciplines. It requires the ability to ask yourself, not just at quiet times but during times of
stress, "What is going on right now? Why is my reality so difficult?"
- Finaly, personal mastery teaches us to choose. Choosing is a courageous act: picking the results and
actions which you will make into your destiny.
Practicing the disciplines is like a conversation within ourselves. One voice within us dreams of what we
want for the future (PERSONAL MASTERY AND SHARED VISION). Still another casts an (often baleful) eye
on the world around us (SYSTEMS THINKING). A third voice, often well hidden (MENTAL MODELS), is willing
to say, "I have chosen what I want and accepted that I will create it." In the skills of Learning Organisation,
we try to hear all these facets clearly (TEAM LEARNING), knowing that the power which pulls us toward our
vision emerges from the relationship between them.
