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Small changes can produce big results - but the areas of highest leverage are often the least obvious.

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
Often
Areas
Changes
Highest
Produce
Results
Least
Small
Leverage
Bigs
Obvious

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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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If you want to see the future of management education you should go to see Team Academy.
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All great things have small beginnings.
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Dividing an elephant in half does not produce two small elephants.
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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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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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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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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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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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Business and human endeavors are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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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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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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Few, if any, forces in human affairs are as powerful as shared vision.
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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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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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Learning cannot be disassociated from action.
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Leadership is about creating new realities.
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