Quote

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
Details
Using
Picture
Structure
Archetypes
Learn
Coherent
Force
Archetype
Play
Systems
Forces

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Over the long run, superior performance depends on superior learning.
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Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the rubber stamp meets the road unless teams can learn, the organization cannot learn.
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Knowledge is constructed, not transferred
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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.
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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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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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All great things have small beginnings.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.
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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 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.
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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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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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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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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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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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An accurate, insightful view of current reality is as important as a clear vision.
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