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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.

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
Human
Humans
Done
Heart
Transformation
Make
Difference
Differences
Peace
Change

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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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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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The easy way out usually leads back in.
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When placed in the same system, people, however different, tend to produce similar results.
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The capacity of a human community to shape it's future.
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If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.
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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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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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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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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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Don't push growth remove the factors limiting growth.
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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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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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Reality is made up of circles but we see straight lines.
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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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In great teams conflict becomes productive.
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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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It takes courage and skill to be unambiguous and clear.
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Courage is simply doing whatever is needed in pursuit of the vision
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