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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
Produce
Results
Least
Small
Leverage
Bigs
Obvious
Often
Areas
Changes
Highest

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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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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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When placed in the same system, people, however different, tend to produce similar results.
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People with high levels of personal mastery...cannot afford to choose between reason and intuition, or head and heart, any more than they would choose to walk on one leg or see with one eye.
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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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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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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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Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.
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When there is genuine vision(as opposed to the all-too-familiar vision statement), people excel and learn, not because they are told to, but because they want to.
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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 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 further human society drifts away from nature, the less we understand interdependence .
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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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If you want to see the future of management education you should go to see Team Academy.
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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 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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Over the long run, superior performance depends on superior learning.
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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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