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Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the rubber stamp meets the road unless teams can learn, the organization cannot learn.

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
Learning
Organizations
Stamp
Team
Fundamental
Rubber
Modern
Educational
Unit
Learn
Fundamentals
Meets
Individual
Individuals
Stamps
Cannot
Road
Teamwork
Organization
Units
Unless
Teams

More quotes by Peter Senge

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Team learning is the Process of aligning and developing the capacity of a team to create the results its members desire. It builds on the discipline of developing a shared vision. It also builds on personal mastery, for talented teams are made up of talented individuals.
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Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the world around us.
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The world is made of Circles And we think in straight Lines
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When there is genuine vision(as opposed to the all-too-familiar vision statement), people excel and learn, not because they are told to, but because they want to.
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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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Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.
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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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An accurate, insightful view of current reality is as important as a clear vision.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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When executives lead as teachers, stewards, and designers, they fill roles that are much more subtle and long-term than those of power-wielding hierarchical leaders.
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The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.
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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.
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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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The difference between a healthy group or organization and an unhealthy one lies in its members' awareness and ability to acknowledge their felt needs to conform.
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Learning cannot be disassociated from action.
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Knowledge is constructed, not transferred
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The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.
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Courage is simply doing whatever is needed in pursuit of the vision
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The capacity of a human community to shape it's future.
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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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