Most organizations learn poorly because of how they are designed and managed and how people have been taught to think. The seven disabilities are: I am my position (responsibility limited to the job's boundary); the enemy is out there (blaming something external for problems our own actions helped create); the illusion of taking charge (aggressive reaction mistaken for proactiveness, which really means recognising our own part in the problems we face); the fixation on events (explanations by the latest event that hide long-term patterns); the parable of the boiled frog (failure to see slow, gradual threats); the delusion of learning from experience (our weightiest decisions have consequences beyond our learning horizon in time and space); and the myth of the management team (teams that protect appearances, suppress disagreement and become skilled at not learning). The five disciplines are the antidotes.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.