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such a tank, excessive pressures could be built up in the system that could rupture the distribution pipes and fittings The water circulating within the heating system operates under a pressure that normally ranges from 12 to 22 psi Although the water is constantly recirculating and there is no need for additional water, an automatic water-feed device is provided with all systems as a precautionary measure The automatic water-feed device is a pressure-reducing valve The water supply to the boiler is taken from the house water supply Since the house supply pressure is normally in a range from 30 to 60 psi, it must be reduced before being introduced into the boiler The reducing valve is usually preset by the manufacturer to 12 psi There are two basic types of hot-water heating systems gravity and forced.

Here we have the key to Senge s success: He promises a workplace in which people help one another to develop and thrive, while the company does better, too. No wonder his book is so popular. But still we ask: Does it work A dozen years have passed since The Fifth Discipline came out. Is that enough time for results In a 1994 interview, Senge said, If it isn t working, we should stop and do something else. 2 So do we know yet if the learning organization is working In 1996, Senge helped create the Society for Organizational Learning to advance the state of the art in building learning organizations. The society s Web site tells us about an Assessment Initiative. It began with a workshop for 33 participants in January 1998. In December 1998, Stella Humphries wrote a progress report that reviewed the workshop and presented assessment questions, such as How can we show others that something really changes We find nothing more on assessment after 1998. And no one else has reported on the success of learning organizations. So we do not know if the learning organization works. Still, we cheer Senge on, and we hope that his dream comes true. Meanwhile, we add to his fifth discipline a sixth sense: coup d oeil.

INSIDE VIEW Figure 13.102 Right-hand conver-

In Organizing Genius, Warren Bennis offers another view of the learning organization. Bennis first wrote on the subject in a 1965 essay, Beyond Bureaucracy. 3 Like Senge, he points to a better

DRIVER BAR (MUST BE HORIZONTAL)

world of the future, one in which hierarchy crumbles and people love their jobs. Bennis tells us that a pyramidal structure is fine for routinized tasks, but that it can t adapt when the environment changes. Therefore, he predicts the demise of bureaucracy and the collapse of management as we know it. In the future, fantasy, imagination, and creativity will be legitimate in ways that today seem strange. Bureaucracy fit an earlier time, but

OUTSIDE VIEW Figure 13.103 Right-hand conver-

In today s world, it is a lifeless crutch that is no longer useful. For we now require structures of freedom to permit the expression of play and imagination and to exploit the new pleasures of work.

INSIDE VIEW Figure 13.104 Right-hand conver-

Such is the dream of the learning organization. Yet here we are, nearly 40 years after Bennis wrote these words, and the pyramidal structure endures throughout the world. But Bennis did not give up. In Organizing Genius, he tries another assault on the fortress, this time with case studies. He tells the tale of six Great Groups that fought bureaucracy and won. Bennis starts with a motto: None of us is as smart as all of us. Right away we see where strategy comes from: the good ideas inside you. Put together many yous, and you get more good ideas. The art of what works says the opposite: Good ideas come from outside you. You see what works, and that shows you the path to success. If that s smart, fine. So our motto says: No one of us is as smart as all of us seeking what works. Bennis titles his first chapter The Death of the Great Man. He wants to topple the pharaoh. Out with the Great Man, in with the Great Group. Still, every group must have a leader. In a Great Group, people with rare gifts work together as equals. One of them acts as maestro, organizing the genius of the others :4