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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.
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
Told
Vision
Learn
Excel
People
Statement
Opposed
Statements
Familiar
Genuine
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The capacity of a human community to shape it's future.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
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The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.
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Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.
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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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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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Dividing an elephant in half does not produce two small elephants.
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It takes courage and skill to be unambiguous and clear.
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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Reality is made up of circles but we see straight lines.
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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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Over the long run, superior performance depends on superior learning.
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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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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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Learning cannot be disassociated from action.
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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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