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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.

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
Needs
Lies
Healthy
Unhealthy
Groups
Conform
Difference
Acknowledge
Differences
Group
Ability
Organization
Lying
Awareness
Felt
Members

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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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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 all is said and done, the only change that will make a difference is the transformation of the human heart.
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.
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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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Many in positions of authority lack the capabilities to truly lead. They are not credible. They do not command genuine respect. They are not committed to serve. They are not continually learning and growing. They are not wise.
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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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The capacity of a human community to shape it's future.
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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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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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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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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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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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