Introduction
Learning organizations are regarded as a necessity in the modern business world that is subjected to constant transformations. The key to success is the ability to adapt and change by the shifts occurring in society as well as within companies (Senge, 2006). Senge (2006) suggests that systems thinking is instrumental in the development of learning organizations. This kind of thinking consists of personal mastery, mental models, shared vision building, and team learning. All these components are properly illustrated in the drama Seabiscuit (2003). The movie is the adaptation of the book about Seabiscuit, the thoroughbred racehorse that remains a legendary manifestation of the American dream. The filmmakers tell the story of a remarkable team that managed to achieve the heights they aimed at. This paper includes a brief analysis of the five disciplines and some leadership concepts that are documented in the film mentioned above.
Learning Ability
One of the major ideas of the film is the value of being able to learn from others and be a part of a team. This idea is framed in the words of one of the protagonists utters in the final scene of the film. These words frame the movie, the story of Seabiscuit’s racing career, and the idea of five disciplines. Red, the jokey, claims that although everyone thinks that the three men “fixed” the horse and made him the winner, in reality, all of them including Seabiscuit “fixed” each other (Ross, 2003). These words reveal one of the central provisions of Senge’s framework of five disciplines. Senge (2006) stresses that all organizations, as well as any event, should be regarded as circles rather than lines. Some think that people or events affect the development of the organization or the success of an endeavor. Senge (2006) believes that relationships among the major stakeholders as well as their attitudes towards objective reality are the primary factors affecting the development of companies, teams, and people. Even if the most effective managers come together and start working in an ideal environment, they will fail unless they manage to see their project as a system. It is essential to see circles rather than lines and try to develop a shared vision to achieve organizational goals or the objectives of a single project.
The disciplines of personal mastery, mental models, and shared vision construction are depicted in the film in question. Three men and one horse had to go through devastating events, but they never stopped learning and looking for opportunities. The heartbroken Howard, who declared he would never buy a horse as there were cars, starts a new life and buys Seabiscuit. The man learns from the experiences of Tom Smith and Red, as well as the horse. Red becomes more conscientious learning from Howard and Smith. The trainer also feels he has found his place and does what he can reveal the potential of an underdog. Eventually, the four develop the relationships that enable them to become winners who achieve their goals. The development of the shared vision was the premise for the rise of a new star in horse races.
Small Changes and Big Outcomes
The principle of cause and effect relationship described by Senge (2006) also plays an important role in the film. The way the horse was trained is an illustration of this concept. Despite Seabiscuit’s family history, the horse was regarded as inappropriate for racing and unable to win. Instead of trying to make him a winner, the trainer decided to change his predestination. Seabiscuit raced with other horses but was made to lose to make the other horses more confident. It seemed a small change in the life of Seabiscuit that was still racing. However, this small shift translated into a huge transformation making the horse an unprecedented favorite. The horse developed into a keen racer with a strong will to be faster than the competitors. This detail from Seabiscuit’s life illustrates the relationships between causes and effects. It can be difficult to predict the outcomes of certain events and innovations. They may seem insignificant but prove to become the primary competitive advantage.
Pygmalion Effect
It is noteworthy that Seabiscuit can be seen as a conventional example of the victim of the so-called Pygmalion effect. Senge (2006) states that leaders tend to pay substantial attention to the employees who have certain potential (at least, in the leaders’ opinion). At the same time, underperforming members of the team and those lacking any potential are often neglect and ignored, which contributed to the corresponding behavior of these people. Senge (2006) provides an example of a student whose performance deteriorates due to the image she gained during the first semester at a new school. The girl was less concentrated due to her family issues, but teachers thought it was the lack of motivation. The image of a disinterested and underperforming student persisted in the following school years. Teachers became Pygmalions who shaped the student’s behavior or even created an underperforming and unmotivated youth.
Likewise, Seabiscuit’s first trainer did not see the hidden potential in the horse. Seabiscuit was soon regarded as a horse incapable of winning and capable of showing other animals’ capacity. Eventually, the horse was losing as this behavior was inflicted on him. However, the film shows that even the Pygmalion effect can be addressed effectively. Even underperforming members of the team can reveal their abilities and commitment if they are treated right. Tom Smith believes that every horse has a certain predestination (Ross, 2003). An effective leader should share this view and look for the potential any person has, as well as the environment where this ability can be used to the fullest.
Being a part of the System
Another valuable concept of leadership displayed in the film is associated with the roles people play in the process of change and functioning of any system. Senge (2006) emphasizes that a human is a part of the system and should act accordingly. It is stressed that people should make sure that their behavior is consistent with the principles and values existing in their organization. When some stand out or fail to conform, the system may fail as the harmony is violated. The concept of relationships is crucial for understanding the need to follow the major laws governing the functioning of the system. When a person breaks the existing rules, the relationships among different agents within the system change or even cease to exist. The system is not viable when its parts lose contact.
Tom Smith seems to apply this principle and reach a competitive advantage. When choosing a jockey for the rebellious horse, Smith chooses a man with the corresponding character. Smith knows that to win, a racehorse should not be simply fast, but it should be determined to come first. The character and will to win are major factors leading to the victory, at least, according to Tom Smith (Ross, 2003). Therefore, Smith chooses similar parts that could fit the system. Even the best jockey was unlikely to ride Seabiscuit unless he had similar traits and could fit in. Likewise, each member of the team does not operate in isolation but follows the conventions of the group. Tom Smith understood that they all are parts of the system and that they could win. Leaders should remember that harmonized effort is central to becoming successful.
Conclusion
In conclusion, it is necessary to note that learning organizations and systems thinking are pivotal to the success of any company. Senge’s five disciplines can help leaders manage their teams and encourage each member to contribute to their overall development and sustainable growth. It is essential to focus on the three pillars of efficient organizations. First, leaders should remember that each member is a part of the system and relationships are more relevant than events or personalities. Second, it is critical to have in mind the value of small changes as they tend to be associated with huge outcomes. Finally, leaders should never forget that every member of their team has the potential that can make their projects successful. It is necessary to encourage, motivate, and inspire each employee looking for their place in the system. This process is referred to as the construction of a shared vision. The film Seabiscuit (2003) is based on the leadership concepts mentioned above, which makes it a mandatory film to watch for leaders.
References
Ross, G. (Director). (2003). Seabiscuit [Motion picture]. United States: Universal Pictures.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.