WMBA 6040 Walden University Detail Complexity and Dynamic Complexity Essay

Review Senge’s Chapter 5, “A Shift of Mind,” consider his descriptions of detail complexity and dynamic complexity. Because organizations do not operate in a vacuum, they are invariably dealing with dynamic complexity. A company that attracts new customers with an innovative product will likely find itself facing many competitors with a similar offering. The market changes as a result of the new product, and the competitive response further changes the market. These shifting dynamics constitute the world in which most managers operate.
Consider organizations where you have worked or with which you are familiar. The organization could be a business, non-profit, or a government agency. Think about examples of detail complexity and dynamic complexity at these organizations.
A comparison of detail complexity to dynamic complexity from a systems thinking viewpoint
Two or more examples from organizations with which you are familiar that illustrate important elements of complexity within the system and that explains the negative impacts of such complexity.

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In the long run, the only sustainable source of competitive advantage is your organization’s ability to learn faster than its competition. Founder and Director of the Center for Organizational Learning at MIT’s Sloan School of Management, which boasts such members as Intel, Ford, Herman Miller, and Harley Davidson, author Peter M. Senge has found a means of creating a “learning organization.” In THE FIFTH D I SC I P L I N E , he draws the blueprints for an organization where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. THE FIFTH DISCIPLINE fuses these features into a coherent body of theory and practice, making the whole of an organization more