Quote

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.

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
Problem
Decisions
Best
Argument
Find
Problems
Longer
Advocacy
Decision
Additional
Winning
Offspring
Goal
Combined
Poor
Inquiry

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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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Don't push growth remove the factors limiting growth.
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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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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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A learning organization is an organization that is continually expanding its capacity to create its future.
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Reality is made up of circles but we see straight lines.
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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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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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When placed in the same system, people, however different, tend to produce similar results.
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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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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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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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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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Courage is simply doing whatever is needed in pursuit of the vision
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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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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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It takes courage and skill to be unambiguous and clear.
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