Quote

In the absence of a great dream pettiness prevails. Shred visions foster risk taking, courage and innovation. Keeping the end in mind creates the confidence to make decisions even in moments of crisis.

Peter Senge

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Peter Senge
Age: 77
Born: 1947
Born: January 1
Author
Economist
Engineer
Pedagogue
Philosopher
University Teacher
Writer
Stanford
California
Peter M. Senge
Dream
Crisis
Prevails
Ends
Confidence
Foster
Great
Courage
Visions
Even
Taking
Creates
Mind
Risk
Keeping
Make
Vision
Innovation
Decision
Absence
Shred
Moments
Decisions
Pettiness

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The key to success isn't just thinking about what we are doing but doing something about what we are thinking.
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When placed in the same system, people, however different, tend to produce similar results.
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A learning organization is an organization that is continually expanding its capacity to create its future.
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Dividing an elephant in half does not produce two small elephants.
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In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models - that is, they are responsible for learning.
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A shared vision is not an idea...it is rather, a force in people's hearts...at its simplest level, a shared vision is the answer to the question 'What do we want to create?
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When teams are truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could have occurred otherwise.
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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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How has the world of the child changed in the last 150 years? The answer is. It's hard to imagine any way in which it hasn't changed.They're immersed in all kinds of stuff that was unheard of 150 years ago, and yet if you look at schools today versus 100 years ago, they are more similar than dissimilar.
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The easy way out usually leads back in.
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Business and human endeavors are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.
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The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
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Don't push growth remove the factors limiting growth.
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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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Perhaps for the first time in history, human-kind has the capacity to create far more information than anyone can absorb to foster far greater interdependency than anyone can manage, and to accelerate change far faster than anyone's ability to keep pace.
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By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play.
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The further human society drifts away from nature, the less we understand interdependence .
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When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important.
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Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.
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