In conclusion, our opinions on the clip of Undercover Boss for Fatburger may vary from one another on the organization of Fatburger helped us to understand that regardless of the experiences we have of a situation or problem. It is important to collect feedback and evaluation from people of related field, have a group discussion within the organizations for solutions, or even find external assistance to obtain different perspectives on various issues. When other views are collected and assessed, we can narrow towards the most significant issue that creates problems in the long run. Nonetheless, our group agreed on this – the organization of Fatburger's learning is likely to be formed based on personal mastery, mental models, and shared vision among the employees. Align with the notion that different individuals have different opinions when encountering problems in the organization, the CEO of Fatburger. Andy Wiederhorn is willing to disguise himself to be at the same level as his employees to speak up their minds comfortably. From this, we can see that the CEO himself, as the leader, practices personal mastery to encourage a learning environment in his organization. He wants to experience first-hand how his workers viewed his company. Through their feedback, he assessed their expectations and discussed with the management to find possible measures in creating a positive and safe working environment for employees in the franchises. He also evaluated underperforming at certain branches of franchises because he must have believed that every franchisee represents his product. Since he wanted to introduce new products to all franchises, he wanted to ensure everyone is on the same level through a shared vision. There were employees in the franchises who opposed the idea of new products because they know the customers' preferences better than the higher management themselves and presented the idea to let customers choose for themselves. This unintentionally allows mutual sharing of visions since the CEO was in disguise as the employees could openly view their opinions and gave suggestions worthy of being considered. It also allows the CEO to see the mental model employees based on work qualifity, teamwork and overcome the stressors in their workplace.

Understanding how a leader can influence the whole management through these three learning practices: personal mastery, shared vision, mental models, we believe these should be implemented locally in Malaysian organization, especially in the context of making decisions. When a problem in the organization requires immediate interventions, the higher management of the organization should give tasks to all departments to come out with innovative solutions and rewards them for their endeavours. When we look at the current state of companies during the pandemic, we can observe that many people were laid off, and businesses were shut down. People were confused at first and unable to comprehend what they would face in the future ahead because digitalization practices for most organizations are not fully implemented. We can understand that probably most organizations were too comfortable with their achievements that not many were ready to advance in the digital world. Hence, firstly, the leaders must embrace personal mastery by owning the innovation process together with other subordinates to achieve organizational learning. Leaders must look further and be clear on what is to accomplish in the organization. This ensures the organization utilizes every available resource systematically to avoid wastage. In addition, subordinates are not just merely followers who shared the same vision, but they should also be given equal chances of learning to become successful leaders as they embark on the act of implementing changes together. This builds the mental models of managers among the subordinates because they learn to identify which kind of problems cause unproductivity from the perspective of their leaders. The traditional practices of only those in higher ranks who are given the position as leaders can make decisions must change for the organization and other employees to experience and for an organization to achieve long-term goals. When an organization's decision-making process is decentralized, everyone feels responsible for the decisions made. When leaders engage their employees, they inspire them to innovate, communicate, and share their vision in the learning process, resulting in better ways to manage their company. By creating a safe environment for knowledge sharing, the company can see a significant increase in production and competence. When an organization's decision-making process is decentralized, everyone feels responsible for the decisions made. When leaders engage their employees, they inspire them to innovate, communicate, and share their vision in the learning process, resulting in better ways to manage their company. By creating a safe environment for knowledge sharing, the company can see a significant increase in production and competence. Mckenzie (2021) shared that an engaged leader must have a clear vision and inspire innovation teams to communicate and share their image in the learning process. Through the concept of "Three P" (purpose, passion, and perseverance), he believes that leaders must share and communicate their visions with their followers to increase their capacity to grow the learning process in achieving goals.