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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.

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
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Learning
Accelerate
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Information
Foster
Human
Create
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When placed in the same system, people, however different, tend to produce similar results.
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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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Courage is simply doing whatever is needed in pursuit of the vision
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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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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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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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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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It takes courage and skill to be unambiguous and clear.
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Don't push growth remove the factors limiting growth.
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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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In great teams conflict becomes productive.
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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 most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.
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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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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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