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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
Humans
Ecological
Sustainable
Industrial
Terms
Term
Age
Human

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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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Courage is simply doing whatever is needed in pursuit of the vision
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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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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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Learning cannot be disassociated from action.
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Reality is made up of circles but we see straight lines.
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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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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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Perhaps for the first time in history, human-kind has the capacity to create far more information than anyone can absorb to foster far greater interdependency than anyone can manage, and to accelerate change far faster than anyone's ability to keep pace.
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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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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 sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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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 easy way out usually leads back in.
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In great teams conflict becomes productive.
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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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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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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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The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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