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Courage is simply doing whatever is needed in pursuit of the vision

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
Pursuit
Courage
Needed
Simply
Vision
Whatever

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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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An accurate, insightful view of current reality is as important as a clear vision.
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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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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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Learning cannot be disassociated from action.
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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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The world is made of Circles And we think in straight Lines
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Knowledge is constructed, not transferred
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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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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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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 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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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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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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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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In great teams conflict becomes productive.
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Dividing an elephant in half does not produce two small elephants.
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Few, if any, forces in human affairs are as powerful as shared vision.
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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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