Quote

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.

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
Humanity
Organizations
Call
Collaboration
Force
Status
Change
Vital
Without
Forces
Really
Profound
Organization
Sustain
Deep
Overwhelmed

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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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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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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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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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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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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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Knowledge is constructed, not transferred
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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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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 a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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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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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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When placed in the same system, people, however different, tend to produce similar results.
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