Why does it not work?"
The result of group activity was that group members themselves identified that the introduction of the "learning concept was not happening in their organization and asked the question, "why does it not work?". They suggested that this could be because "there are too many personal agendas, that the company is too big and that it is too scgrega ted and diverse". They concluded that the introduction of the concept requires "a subtle process and nut top down imposition of the five disciplines when a subtle process is adopted the emerging process will allow the practice of the five disciplines The impression gained by the author from these responses was that there was not a work ethos of teamwork and sharing, at all levels, across the organization (Critchley and Casey in Starkey, 1996) When course members were asked to consider the implications of the adoption of the concept for their PLC a number of barriers that could be significant were suggested.