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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

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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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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 most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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Don't push growth remove the factors limiting growth.
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Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.
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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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In great teams conflict becomes productive.
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Knowledge is constructed, not transferred
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When placed in the same system, people, however different, tend to produce similar results.
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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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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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An accurate, insightful view of current reality is as important as a clear 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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Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.
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Over the long run, superior performance depends on superior learning.
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