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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
Small
Leverage
Bigs
Obvious
Often
Areas
Changes
Highest
Produce
Results
Least

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The world is made of Circles And we think in straight Lines
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Over the long run, superior performance depends on superior learning.
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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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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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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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We need to be the authors of our own life.
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The further human society drifts away from nature, the less we understand interdependence .
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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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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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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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How has the world of the child changed in the last 150 years? The answer is. It's hard to imagine any way in which it hasn't changed.They're immersed in all kinds of stuff that was unheard of 150 years ago, and yet if you look at schools today versus 100 years ago, they are more similar than dissimilar.
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You cannot force commitment, what you can do…You nudge a little here, inspire a little there, and provide a role model. Your primary influence is the environment you create.
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When teams are truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could have occurred otherwise.
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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 capacity of a human community to shape it's future.
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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 Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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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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