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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.

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
Heart
Personal
Would
Walks
Mastery
People
Levels
Afford
Head
Intuition
High
Legs
Eye
Instinct
Cannot
Walk
Reason
Choose

More quotes by Peter Senge

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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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The capacity of a human community to shape it's future.
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Dividing an elephant in half does not produce two small elephants.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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Courage is simply doing whatever is needed in pursuit of the vision
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The further human society drifts away from nature, the less we understand interdependence .
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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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When all is said and done, the only change that will make a difference is the transformation of the human heart.
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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 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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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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In great teams conflict becomes productive.
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Few, if any, forces in human affairs are as powerful as shared vision.
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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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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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We need to be the authors of our own life.
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If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.
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Leadership is about creating new realities.
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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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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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