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A learning organization is an organization that is continually expanding its capacity to create its future.

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
Learning
Create
Future
Expanding
Continually
Organization
Capacity

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In great teams conflict becomes productive.
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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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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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Team learning is the Process of aligning and developing the capacity of a team to create the results its members desire. It builds on the discipline of developing a shared vision. It also builds on personal mastery, for talented teams are made up of talented individuals.
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Knowledge is constructed, not transferred
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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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The further human society drifts away from nature, the less we understand interdependence .
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Don't push growth remove the factors limiting growth.
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We need to be the authors of our own life.
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When executives lead as teachers, stewards, and designers, they fill roles that are much more subtle and long-term than those of power-wielding hierarchical leaders.
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Learning cannot be disassociated from action.
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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 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 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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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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An accurate, insightful view of current reality is as important as a clear vision.
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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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The capacity of a human community to shape it's future.
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