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Senge’s System Laws

Senge’s System Laws

A Senge System Law that Impacts My Performance

One of Senge’s system laws that impacts my performance is the ‘delusion of learning from experience.’ Senge (2006) avers that experience shapes human learning in various activities. Even children learn crawling, walking, and communicating through experience, an exercise involving trial and error. Learning from experience involves taking action, observing the consequences of the action, and adopting an alternative strategy based on the consequences. However, Senge introduces the downside of experiential learning by asserting that one will not learn if consequences unfold beyond one’s learning horizon of time and space. That is, action implementers may not be the ultimate recipients of the consequences of their actions; hence, there is no opportunity for learning.

How the law Impacts my Performance

Senge’s law of the delusion of learning from experience affects my performance when I handle projects with long-term impacts. Some of my decisions while working with teams have long-term impacts that are sometimes hard to foretell (Edgren, 2000). Therefore, I sometimes fail to consider the long-term repercussions of my critical decisions. Besides, the effect of some decisions is systemwide, affecting parts of the organization that I may not be able to figure out (Pensieri, 2019). Finally, cycles are hard to determine, especially if they take one year or more (Senge, 2006). The features mentioned above make learning from experience an exercise in futility and one that may adversely affect performance.

Actions I can take to Eliminate this law from Impacting my Performance

One way to eliminate the law of the delusion of experiential learning from impacting my performance is by working with the direct recipients of an action. Such teams will offer a hands-on experience of the consequences of an action, thus eliminating the loss of foresight (Franta, 2012). Another good way is to divide my teams into functional components that will be easily manageable (Franta, 2012). Finally, I will observe shorter time metrics regularly and learn from the short-term consequences before implementing corrective action to eliminate the challenge of observing long cycles.


Edgren, G. (2000). Fashions, myths and delusion: obstacles to organizational learning in aid agencies. Learning in Development Co-operation, 41.

Franta, D. (2012). SOF as a Learning Organization (Doctoral dissertation, Monterey, California. Naval Postgraduate School).

Pensieri, C. (2019). Senge’s fifth discipline in schools. A literature review. Italian Journal of Educational Research, (22), 75-112.

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Broadway Business.


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Senge’s System Lawss

Senge’s System Lawss

In this Discussion Board, you will explore one system law that impacts you.
For this law, please do the following:
Describe a Senge system law that impacts your performance.
Discuss how it impacts your performance.
Provide three actions that you can take to eliminate this law from impacting your performance. Make sure you discuss why these actions would eliminate the law.

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