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In great teams conflict becomes productive.

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
Teams
Productive
Conflict
Becomes
Team
Great

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An accurate, insightful view of current reality is as important as a clear vision.
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When placed in the same system, people, however different, tend to produce similar results.
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Reality is made up of circles but we see straight lines.
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Team learning is the Process of aligning and developing the capacity of a team to create the results its members desire. It builds on the discipline of developing a shared vision. It also builds on personal mastery, for talented teams are made up of talented individuals.
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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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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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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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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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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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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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The capacity of a human community to shape it's future.
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Don't push growth remove the factors limiting growth.
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Few, if any, forces in human affairs are as powerful as shared vision.
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Leadership is about creating new realities.
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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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Knowledge is constructed, not transferred
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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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