Quote

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.

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
Problem
Appreciation
Endeavors
Human
Parts
Solved
Humans
Tend
Engagement
Never
Problems
Employee
Focus
Deepest
System
Isolated
Wonder
Endeavor
Business
Systems
Snapshots

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Knowledge is constructed, not transferred
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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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People with high levels of personal mastery...cannot afford to choose between reason and intuition, or head and heart, any more than they would choose to walk on one leg or see with one eye.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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A learning organization is an organization that is continually expanding its capacity to create its future.
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You cannot force commitment, what you can do…You nudge a little here, inspire a little there, and provide a role model. Your primary influence is the environment you create.
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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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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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If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.
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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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Learning cannot be disassociated from action.
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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.
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Leadership is about creating new realities.
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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Few, if any, forces in human affairs are as powerful as shared vision.
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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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Learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering the ability to work with them and change them.
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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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