Personal Learning Plan
The author has designed the personal learning plan around the diagnosis of his learning needs, statement of specific learning objectives, learning resources and strategies, evidence of accomplishment, how the evidence will be validated, and how the learning will be evaluated. I will concentrate on the five disciplines: Systems Thinking, Personal Mastery, Mental Models, Shared Visions, and Team Learning introduced by Peter M. Senge. This will allow me to expand my leadership abilities at my current job as well as jobs that I may hold in the future. What distinguishes leaders is the clarity and persuasiveness of their ideas, the depth of their commitment, and the extent of their openness to continually learning more. They do not "have the answer," but they seem to instill confidence in those around them that, together, "we can learn whatever we need to learn in order to achieve the results we truly desire" (Senge, 2006). Senge is explaining to us the importance of being open and to expand our knowledge. That is why every leader and employee should create a learning plan, so that they can understand as much about themselves. This allows them not only to believe in themselves, but others to believe in them as well.
Diagnosis of Learning Needs
To diagnose my learning needs I must be honest and realistic about myself. The strengths I have as a leader consists of personal mastery and building a shared vision. Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively (Senge, 2006). I have always strived to improve myself so that I can excel in every task that I set out to do. There is no destination in personal mastery. Personal mastery is a life-long journey. I understand and accept that I am unaware and unskilled when dealing with certain subjects. These are areas in which I feel are my strengths, but must continue to work on to improve my leadership ability.
The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrolment rather than compliance. In mastering this discipline, leaders learn the counter-productiveness of trying to dictate a vision, no matter how heartfelt (Senge, 2006). Ever since I have been in high school I have always been a good listener. People have always opened up to me, with their ideas and aspirations. By using a part of each person's idea or aspiration including my own. I was able to create a shared picture of the future, thus getting those individuals to commit to a shared vision. It is easier said than done, but it is something that I use and continue to develop.
In the military, I deal with people from different walks of life. Working with such a diverse group of people has allowed aspects of my mental model to interfere with my duties as a leader. Mental models are deeply...