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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
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Archetypes
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Systems
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More quotes by Peter Senge
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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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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An accurate, insightful view of current reality is as important as a clear vision.
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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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Learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering the ability to work with them and change them.
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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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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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 all is said and done, the only change that will make a difference is the transformation of the human heart.
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All great things have small beginnings.
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The easy way out usually leads back in.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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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 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 cannot be disassociated from action.
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Courage is simply doing whatever is needed in pursuit of the vision
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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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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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