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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly

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
Reality
Current
People
Currents
Effective
Clearly
Committed
Hold
Vision
Seeing
Remaining

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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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Learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering the ability to work with them and change them.
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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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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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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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Few, if any, forces in human affairs are as powerful as shared vision.
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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 capacity of a human community to shape it's future.
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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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Knowledge is constructed, not transferred
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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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Don't push growth remove the factors limiting growth.
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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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The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.
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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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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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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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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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