Quote

Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.

Peter Senge

Change background

T
T
T

Change font

TAGS & TOPICS

Peter Senge
Age: 77
Born: 1947
Born: January 1
Author
Economist
Engineer
Pedagogue
Philosopher
University Teacher
Writer
Stanford
California
Peter M. Senge
Like
Subtly
Framing
Glass
Glasses
Determine
Mental
Models
Pane
Vision
Distorting

More quotes by Peter Senge

Image
The capacity of a human community to shape it's future.
Peter Senge
Image
In great teams conflict becomes productive.
Peter Senge
Image
Knowledge is constructed, not transferred
Peter Senge
Image
One possibility for difficulties innovating is that most people really donÕt care about innovation.
Peter Senge
Image
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.
Peter Senge
Image
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
Image
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.
Peter Senge
Image
Over the long run, superior performance depends on superior learning.
Peter Senge
Image
Dividing an elephant in half does not produce two small elephants.
Peter Senge
Image
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.
Peter Senge
Image
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.
Peter Senge
Image
The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
Peter Senge
Image
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.
Peter Senge
Image
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.
Peter Senge
Image
In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models - that is, they are responsible for learning.
Peter Senge
Image
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.
Peter Senge
Image
The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
Peter Senge
Image
When placed in the same system, people, however different, tend to produce similar results.
Peter Senge
Image
A learning organization is an organization that is continually expanding its capacity to create its future.
Peter Senge
Image
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.
Peter Senge