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In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
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
Patient
Produce
System
Either
Aggressiveness
Make
Responsive
Sluggish
Instability
Produces
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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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In great teams conflict becomes productive.
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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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Few, if any, forces in human affairs are as powerful as shared vision.
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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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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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An accurate, insightful view of current reality is as important as a clear vision.
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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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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 easy way out usually leads back in.
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Reality is made up of circles but we see straight lines.
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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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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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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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Small changes can produce big results - but the areas of highest leverage are often the least obvious.
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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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The further human society drifts away from nature, the less we understand interdependence .
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