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The capacity of a human community to shape it's future.

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
Humans
Shape
Shapes
Capacity
Community
Future
Human

More quotes by Peter Senge

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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 key to success isn't just thinking about what we are doing but doing something about what we are thinking.
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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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Courage is simply doing whatever is needed in pursuit of the vision
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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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Many in positions of authority lack the capabilities to truly lead. They are not credible. They do not command genuine respect. They are not committed to serve. They are not continually learning and growing. They are not wise.
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Reality is made up of circles but we see 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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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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In great teams conflict becomes productive.
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The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
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The easy way out usually leads back in.
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Don't push growth remove the factors limiting growth.
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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 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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Over the long run, superior performance depends on superior learning.
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It takes courage and skill to be unambiguous and clear.
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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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Business and human endeavors are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
Peter Senge