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Dividing an elephant in half does not produce two small elephants.

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
Produce
Small
Half
Two
Doe
Elephant
Dividing
Elephants

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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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Leadership is about creating new realities.
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One possibility for difficulties innovating is that most people really donÕt care about innovation.
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We need to be the authors of our own life.
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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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Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
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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 real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.
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Over the long run, superior performance depends on superior learning.
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Knowledge is constructed, not transferred
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In the absence of a great dream pettiness prevails. Shred visions foster risk taking, courage and innovation. Keeping the end in mind creates the confidence to make decisions even in moments of crisis.
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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 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 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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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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All great things have small beginnings.
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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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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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It takes courage and skill to be unambiguous and clear.
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