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The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.

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
Industrial
Terms
Term
Age
Human
Humans
Ecological
Sustainable

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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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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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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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When placed in the same system, people, however different, tend to produce similar results.
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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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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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Learning cannot be disassociated from action.
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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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The most effective people are those who can hold their vision while remaining committed to seeing current reality clearly
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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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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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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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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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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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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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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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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Dividing an elephant in half does not produce two small elephants.
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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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