Peter M. Senge reveals that after publishing the first edition of the book in 1990, he was asked to have someone write a comment on the book jacket. Senge chose Dr. W. Edward Deming, an internationally respected expert in management practice. According to Senge, Deming replied to him with a profound sentence that unveiled a bigger truth within Senge’s book: The problem with organizations’ management is the prioritization of rewards rather than building character in everyone involved in the organization. He further explains that Deming rejected the standard idea of management for a method focused on knowledge and inspiration, built on three ideas: encouraging goal-setting, creating an atmosphere of critical thinking and reflectiveness, and accepting intricacies. Within these three ideas, there are five disciplines. Senge uses a three-legged stool as a model for this learning organization.

Deming had realized that the authoritative and subordinate roles in schools and businesses are the same, with a great emphasis on rewards being at the center of these dynamics. Senge then explains that following Deming’s passing, he discussed management systems with colleagues and concluded that there are eight elements within it: measuring value, emphasizing compliance, establishing results, absolutist thinking, conformity, planning and control, competition, and splitting of innovations.