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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.

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
Must
Beyond
Important
Problems
Mistake
Understand
Systems
Individual
Tells
Problem
Mistakes
Look
Luck
Looks
Perspective

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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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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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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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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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A shared vision is not an idea...it is rather, a force in people's hearts...at its simplest level, a shared vision is the answer to the question 'What do we want to create?
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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The capacity of a human community to shape it's future.
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Few, if any, forces in human affairs are as powerful as shared vision.
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Over the long run, superior performance depends on superior learning.
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When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important.
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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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The further human society drifts away from nature, the less we understand interdependence .
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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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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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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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The difference between a healthy group or organization and an unhealthy one lies in its members' awareness and ability to acknowledge their felt needs to conform.
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Don't push growth remove the factors limiting growth.
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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 Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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When placed in the same system, people, however different, tend to produce similar results.
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