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

More quotes by Peter Senge

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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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It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism.
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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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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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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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It takes courage and skill to be unambiguous and clear.
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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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If you want to see the future of management education you should go to see Team Academy.
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Leadership is about creating new realities.
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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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Don't push growth remove the factors limiting growth.
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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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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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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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Learning cannot be disassociated from action.
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The easy way out usually leads back in.
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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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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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