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 In relation to the principle of seeing how the parts perform together as a system, Senge (2006) stated "Leaders must guard against slipping into a comfortable "groove" of relying on particular disciplines, each of which, in isolation, will prove selflimiting" (p. 318). Could you use this statement to explain what happened at Motorola when they missed the digital mobile phone market opportunity (Crockett & Elstrom, 1998)?

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