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Don't push growth remove the factors limiting growth.

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
Limiting
Remove
Factors
Push
Growth

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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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When all is said and done, the only change that will make a difference is the transformation of the human heart.
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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 rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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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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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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If you want to see the future of management education you should go to see Team Academy.
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When placed in the same system, people, however different, tend to produce similar results.
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Reality is made up of circles but we see straight lines.
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Leadership is about creating new realities.
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When there is genuine vision(as opposed to the all-too-familiar vision statement), people excel and learn, not because they are told to, but because they want to.
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Knowledge is constructed, not transferred
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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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The capacity of a human community to shape it's future.
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It takes courage and skill to be unambiguous and clear.
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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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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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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