• People feel they’re doing something that matters to them personally and to the larger world.
  
  
• Every individual in the organization is somehow stretching, growing, or enhancing his or her capacity to create.
  
  
• People are more intelligent together than they are apart. If you want something really creative done, you ask a team to do it instead of sending one person off to do it on his or her own.
  
  
• The organization continually becomes more aware of its underlying knowledge base—particularly the store of tacit, unarticulated knowledge in the hearts and minds of employees.
  
  
• Visions of the direction of the enterprise emerge from all levels. The responsibility of top management is to manage the process whereby new emerging visions become shared visions.
  
  
• Employees are invited to learn what is going on at every level of the organization so they can understand how their actions influence others.
  
  
• People feel free to inquire about each others’ (and their own) assumptions and biases. There are few (if any) sacred cows or undiscussable subjects.
  
  
• People treat each other as colleagues. There’s a mutual respect and trust in the way they talk to each other, and work together, no matter what their positions may be.
  
  
• People feel free to try experiments, take risks, and openly assess the results. No one is killed for making a mistake.

(Checklist from The Fifth Discipline Field Book,"Senge, Leiner, Roberts, Ross, Smith)