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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.

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
Soon
Advantage
Source
Sustainable
Learn
Organizations
Become
Competitive
May
Excellence
Rate
Organization

More quotes by Peter Senge

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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 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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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Over the long run, superior performance depends on superior learning.
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People with high levels of personal mastery...cannot afford to choose between reason and intuition, or head and heart, any more than they would choose to walk on one leg or see with one eye.
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Don't push growth remove the factors limiting growth.
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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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The capacity of a human community to shape it's future.
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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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The world is made of Circles And we think in 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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Reality is made up of circles but we see straight lines.
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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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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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It takes courage and skill to be unambiguous and clear.
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The easy way out usually leads back in.
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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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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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