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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.

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
Learning
Understanding
Knowledge
True
Gain
Around
Connections
Able
Management
World
Gains
People
Unique

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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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The further human society drifts away from nature, the less we understand interdependence .
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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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Courage is simply doing whatever is needed in pursuit of the vision
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Don't push growth remove the factors limiting growth.
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All great things have small beginnings.
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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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Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the rubber stamp meets the road unless teams can learn, the organization cannot learn.
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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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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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Learning cannot be disassociated from action.
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The easy way out usually leads back in.
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When executives lead as teachers, stewards, and designers, they fill roles that are much more subtle and long-term than those of power-wielding hierarchical leaders.
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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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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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Reality is made up of circles but we see straight lines.
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When placed in the same system, people, however different, tend to produce similar results.
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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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Over the long run, superior performance depends on superior learning.
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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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