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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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In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models - that is, they are responsible for 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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Few, if any, forces in human affairs are as powerful as shared vision.
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Reality is made up of circles but we see straight lines.
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Over the long run, superior performance depends on superior learning.
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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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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.
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Perhaps for the first time in history, human-kind has the capacity to create far more information than anyone can absorb to foster far greater interdependency than anyone can manage, and to accelerate change far faster than anyone's ability to keep pace.
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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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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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Dividing an elephant in half does not produce two small elephants.
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The easy way out usually leads back in.
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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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An accurate, insightful view of current reality is as important as a clear vision.
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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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Courage is simply doing whatever is needed in pursuit of the vision
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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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Leadership is about creating new realities.
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