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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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The easy way out usually leads back in.
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Over the long run, superior performance depends on superior learning.
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An accurate, insightful view of current reality is as important as a clear 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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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The further human society drifts away from nature, the less we understand interdependence .
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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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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 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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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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Few, if any, forces in human affairs are as powerful as shared vision.
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Perhaps for the first time in history, human-kind has the capacity to create far more information than anyone can absorb to foster far greater interdependency than anyone can manage, and to accelerate change far faster than anyone's ability to keep pace.
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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A learning organization is an organization that is continually expanding its capacity to create its future.
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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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