Organisational learning

MODA + MODE thinking tools tap into the unique perspectives of individual people (agents) to surface motivations and valuable tacit knowledge, resulting in bridges of understanding between silos of expertise and complementary knowledge. Peter Senge defines systems thinking as reasoning about complex webs of interdependence between people and about non-obvious consequences of behavioural patterns, some of which can be problematic. He observes that multiple different perspectives are required to gain insights into complex problems that lead to points of significant leverage. This has important consequences for organisational learning, for optimising interaction patterns between people, and for the kind of intelligence needed to make progress.

Keywords: thinking tools, learning, collective intelligence, leverage

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