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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 further human society drifts away from nature, the less we understand interdependence .
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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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Learning cannot be disassociated from action.
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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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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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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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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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When placed in the same system, people, however different, tend to produce similar results.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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In great teams conflict becomes productive.
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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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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.
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Courage is simply doing whatever is needed in pursuit of the vision
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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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A learning organization is an organization that is continually expanding its capacity to create its future.
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Dividing an elephant in half does not produce two small elephants.
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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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