Best 101 of Peter Senge quotes - MyQuotes

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Peter Senge
By Anonym 13 Sep

Peter Senge

A unique relationship develops among team members who enter into dialogue regularly. They develop a deep trust that cannot help but carry over to discussions. They develop a richer understanding of the uniqueness of each person's point of view.

By Anonym 15 Sep

Peter Senge

The rate at which organizations learn may soon become the only sustainable source of competitive advantage.

By Anonym 14 Sep

Peter Senge

It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism.

By Anonym 14 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

It takes courage and skill to be unambiguous and clear.

By Anonym 15 Sep

Peter Senge

When you ask people what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative. It becomes quite clear that, for many, their experiences as part of truly great teams stand out as singular periods of life lived to the fullest.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 15 Sep

Peter Senge

The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.

By Anonym 14 Sep

Peter Senge

One possibility for difficulties innovating is that most people really donÕt care about innovation.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 13 Sep

Peter Senge

Few, if any, forces in human affairs are as powerful as shared vision.

By Anonym 14 Sep

Peter Senge

Structures of which we are unaware hold us prisoner.

By Anonym 15 Sep

Peter Senge

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.

By Anonym 13 Sep

Peter Senge

By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play.

By Anonym 14 Sep

Peter Senge

Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 15 Sep

Peter Senge

Willpower is so common among highly successful people that many see its characteristics as synonymous with success.

By Anonym 14 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

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.

By Anonym 15 Sep

Peter Senge

Trusting people to be creative and constructive when given more freedom does not imply an overly optimistic belief in the perfectibility of human nature. It is, rather, belief that the inevitable errors and sins of the human condition are far better overcome by individuals working together in an environment of trust and freedom and mutual respect than by individuals working under a multitude of rules, regulations, and restraints imposed upon them by another group of imperfect individuals.

By Anonym 14 Sep

Peter Senge

I think the terminology I would use is 'a continuous process of reflection'. I've always thought of only two questions that have mattered to me personally. One is what is really needed in the world and the second is what's really important to me and how these two intersect. It's always been a reflective process - spiraling around these two poles.

By Anonym 15 Sep

Peter Senge

Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life.

By Anonym 14 Sep

Peter Senge

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

By Anonym 13 Sep

Peter Senge

In great teams, conflict becomes productive. The free flow of conflicting ideas is critical for creative thinking, for discovering new solutions no one individual would have come to on his own.

By Anonym 14 Sep

Peter Senge

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.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 15 Sep

Peter Senge

Through learning we re-create ourselves. Through learning we become able to do something we were never able to do.

By Anonym 15 Sep

Peter Senge

Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.

By Anonym 15 Sep

Peter Senge

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.

By Anonym 13 Sep

Peter Senge

In dialogue, individuals gain insights that simply could not be achieved individually.

By Anonym 13 Sep

Peter Senge

In some ways clarifying a vision is easy. A more difficult challenge comes in facing current reality.

By Anonym 14 Sep

Peter Senge

Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.

By Anonym 13 Sep

Peter Senge

Governments, especially democratic ones, are short-term and nationalistic.

By Anonym 14 Sep

Peter Senge

Over the long run, superior performance depends on superior learning.

By Anonym 15 Sep

Peter Senge

The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.

By Anonym 14 Sep

Peter Senge

People with a high level of personal mastery are able to consistently realize the results that matter most deeply to them-in effect, they approach their life as an artist would approach a work of art. The do that by becoming committed to their own lifelong learning.

By Anonym 13 Sep

Peter Senge

Consider prejudice. Once a person begins to accept a stereotype of a particular group, that "thought" becomes an active agent, "participating" in shaping how he or she interacts with another person who falls in that stereotyped class. In turn, the tone of their interaction influences the other person's behaviour. The prejudiced person can't see how his prejudice shapes what he "sees" and how he acts. In some sense, if he did, he would no longer be prejudiced. To operate, the "thought" of prejudice must remain hidden to its holder

By Anonym 14 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

Reality is made up of circles but we see straight lines.

By Anonym 14 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

[Seeds Are Small.] Becoming a force of nature doesn't mean that all of our aspirations must be "grand." First steps are often small, and initial visions that focus energy effectively often address immediate problems. What matters is engagement in the service of a larger purpose rather than lofty aspirations that paralyze action. Indeed, it's a dangerous trap to believe that we can pursue onlhy "great visions.

By Anonym 13 Sep

Peter Senge

Courage is simply doing whatever is needed in pursuit of the vision

By Anonym 13 Sep

Peter Senge

I do not believe great organizations have ever been built by trying to emulate another, any more than individual greatness is achieved by trying to copy another 'great person'.

By Anonym 14 Sep

Peter Senge

Small changes can produce big results - but the areas of highest leverage are often the least obvious.

By Anonym 15 Sep

Peter Senge

The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly

By Anonym 13 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.

By Anonym 15 Sep

Peter Senge

We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun

By Anonym 13 Sep

Peter Senge

Dialogue starts with the willingness to challenge our own thinking, to recognize that any certainty we have is, at best, a hypothesis about the world.

By Anonym 14 Sep

Peter Senge

Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.