Quote

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.

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
Lead
Positions
Authority
Capability
Truly
Continually
Respect
Command
Position
Genuine
Learning
Lack
Wise
Serve
Capabilities
Growing
Committed
Credible

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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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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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Leadership is about creating new realities.
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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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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.
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Dividing an elephant in half does not produce two small elephants.
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The further human society drifts away from nature, the less we understand interdependence .
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The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
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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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Learning cannot be disassociated from action.
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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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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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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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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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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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If you want to see the future of management education you should go to see Team Academy.
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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 Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.
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We need to be the authors of our own life.
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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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