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One possibility for difficulties innovating is that most people really donÕt care about innovation.

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
People
Innovating
Difficulties
Innovation
Difficulty
Possibility
Care
Really

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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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Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.
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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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An accurate, insightful view of current reality is as important as a clear vision.
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Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.
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Courage is simply doing whatever is needed in pursuit of the vision
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In the absence of a great dream pettiness prevails. Shred visions foster risk taking, courage and innovation. Keeping the end in mind creates the confidence to make decisions even in moments of crisis.
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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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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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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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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A learning organization is an organization that is continually expanding its capacity to create its future.
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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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The key to success isn't just thinking about what we are doing but doing something about what we are thinking.
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Learning cannot be disassociated from action.
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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 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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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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