Quote

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.

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
Many
Majors
Mode
Going
Major
Distress
Period
Invest
Financial
Pulling
Periods
Companies
Resources
Innovation
Company
Intense
Extended
Back
Requires
Protective

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Leadership is about creating new realities.
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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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Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.
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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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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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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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All great things have small beginnings.
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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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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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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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It takes courage and skill to be unambiguous and clear.
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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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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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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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Few, if any, forces in human affairs are as powerful as shared vision.
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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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Knowledge is constructed, not transferred
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A learning organization is an organization that is continually expanding its capacity to create its future.
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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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If you want to see the future of management education you should go to see Team Academy.
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