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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.

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
Structure
Archetypes
Learn
Coherent
Force
Archetype
Play
Systems
Forces
Details
Using
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Courage is simply doing whatever is needed in pursuit of the vision
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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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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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The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.
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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.
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Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.
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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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Knowledge is constructed, not transferred
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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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The easy way out usually leads back in.
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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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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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Don't push growth remove the factors limiting growth.
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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 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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