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

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An accurate, insightful view of current reality is as important as a clear vision.
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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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It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism.
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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 most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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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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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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It takes courage and skill to be unambiguous and clear.
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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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Dividing an elephant in half does not produce two small elephants.
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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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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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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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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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Leadership is about creating new realities.
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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Few, if any, forces in human affairs are as powerful as shared vision.
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The capacity of a human community to shape it's future.
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