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When placed in the same system, people, however different, tend to produce similar results.
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
Placed
People
Similar
Tend
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Produce
System
Results
Different
More quotes by Peter Senge
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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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.
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Few, if any, forces in human affairs are as powerful as shared vision.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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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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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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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 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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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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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Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.
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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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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 learning organization is an organization that is continually expanding its capacity to create its future.
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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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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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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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The easy way out usually leads back in.
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