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

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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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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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Leadership is about creating new realities.
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Courage is simply doing whatever is needed in pursuit of the vision
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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 key to success isn't just thinking about what we are doing but doing something about what we are thinking.
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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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Don't push growth remove the factors limiting growth.
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Knowledge is constructed, not transferred
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