Introduction
In my plans to turn the Fund development department into a learning organization we must first know what the department does. The fund development department tasks are plan fund development activities, organize fundraising activities; promote the organization, Grant writing, and processing donation. Our fund development department consist of four people the Director of Development, two managers and administrative assistant. How I feel we could use The Fifth Discipline The Art & Practice of The Learning Organization is as followed.

Step to become a Learning Department
The first step that I would do is taking a few minutes to diagnose our needs as individual and how each one contributes to those needs of the department. This is the first discipline to find out what the goals of the individual in their position are, what they wish to accomplish, how they think they can get there and what you can offer the person to help them get there. For example for the Director of Development – their goal could be how to improve funding for the organization. The manager – goal could be how we can reach the communities, so they know who we are and what our mission is, and for the administrative assistant – their goal could be working more efficiently on keeping track of donation and processing donation, running reports and sending thank you letter in a timely manner. This is the Personal Mastery the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively and it start with clarifying the things that really matter to us. i Senge state that that an organization cannot learn until their members begin to learn. Personal Mastery has two components, one is the goal of one’s self and the second is to have a true measure of how close one is to the goal.
The second step is founding out what each one internal picture of them are. When we look at ourselves what do we see? When other look at us what do they see? These questions would give us a better idea of how we think and how we act as individual and as a department on a whole. We as individual resisted each which cause conflict within the department. We should look at ourselves and see how we contribute to the conflict and how we could change. This is the Mental models which are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action and it starts with turning the mirror inward; learning to unearth our internal pictures to the world.ii
The next step working as a Team; This is the most important discipline for this department. We need to work together as a team because as a department we all are working to achieve a departmental goal of raising money for the organization. We need to have a clear, elevating goal, a results driven structure, competent team member, and unified commitment, a collaborative climate, standards of excellence, external support and recognition and a Principled Leadership. We need to operate on four levels Organizational, expectations, group tasks, group maintenance, and individual needsiii. In order to have team build and learning we must first have dialogue, in order for this to occur: All participants must “suspend their assumptions;” all participants must “regard one another as colleagues;” and there must be a facilitator (at least until teams develop these skills) “who holds the context of the dialogue.” Bohm asserts that “hierarchy is antithetical to dialogue, and it is difficult to escape hierarchy in organizations.” (Senge, 1990, p. 245).
Learning among a team can only happen when it become a team. There are four stages that we must go through in order to be a successful team and they are;
1. Forming: When a group is just learning to deal with one another; a time when minimal work gets accomplished.
2. Storming: A time of stressful negotiation of the terms under which the