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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.

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
Term
Subtle
Power
Fill
Much
Teachers
Wielding
Long
Leaders
Hierarchical
Lead
Stewards
Roles
Designers
Teacher
Executives
Leader
Designer

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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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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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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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Learning cannot be disassociated from action.
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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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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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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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We need to be the authors of our own life.
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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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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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Courage is simply doing whatever is needed in pursuit of the vision
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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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The further human society drifts away from nature, the less we understand interdependence .
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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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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.
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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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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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If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.
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Reality is made up of circles but we see straight lines.
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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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