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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
Innovation
Difficulty
Possibility
Care
Really
People
Innovating
Difficulties

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The further human society drifts away from nature, the less we understand interdependence .
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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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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 systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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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 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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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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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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Dividing an elephant in half does not produce two small elephants.
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We need to be the authors of our own life.
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Knowledge is constructed, not transferred
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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 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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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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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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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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Learning cannot be disassociated from action.
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It takes courage and skill to be unambiguous and clear.
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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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