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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
Genuine
Told
Vision
Learn
Excel
People
Statement
Opposed
Statements
Familiar
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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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A learning organization is an organization that is continually expanding its capacity to create its future.
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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 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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If you want to see the future of management education you should go to see Team Academy.
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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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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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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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All great things have small beginnings.
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The easy way out usually leads back in.
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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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We need to be the authors of our own life.
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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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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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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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Knowledge is constructed, not transferred
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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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It takes courage and skill to be unambiguous and clear.
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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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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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