Best 101 of Peter Senge quotes - MyQuotes

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Peter Senge
By Anonym 13 Sep

Peter Senge

Don't push growth; remove the factors limiting growth.

By Anonym 14 Sep

Peter Senge

The easy way out usually leads back in.

By Anonym 15 Sep

Peter Senge

Theres a lot of American kids think their food comes from the grocery store and the concept of seasonality has no meaning to them whatsoever.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

It's common to say that trees come from seeds. But how can a tiny seed create a huge tree? Seeds do not contain the resources need to grow a tree. These must come from the medium or environment within which the tree grows. But the seed does provide something that is crucial : a place where the whole of the tree starts to form. As resources such as water and nutrients are drawn in, the seed organizes the process that generates growth. In a sense, the seed is a gateway through which the future possibility of the living tree emerges.

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 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 13 Sep

Peter Senge

I often say that leadership is deeply personal and inherently collective. That's a paradox that effective leaders have to embrace.

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 14 Sep

Peter Senge

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

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 13 Sep

Peter Senge

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

By Anonym 13 Sep

Peter Senge

If you want to see the future of management education you should go to see Team Academy.

By Anonym 14 Sep

Peter Senge

Most of us at one time or another have been part of a great 'team', a group of people who functioned together in an extraordinary way-who trusted one another, who complemented each other's strengths and compensated for each other's limitations, who had common goals that were larger than an individual's goals, and who produced extraordinary results ... the team that became great didn't start off great-it learned how to produce extraordinary results.

By Anonym 15 Sep

Peter Senge

To listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but to the essence of the person speaking. You listen not only for what someone knows, but for what he or she is. Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in. Generative listening is the art of developing deeper silences in yourself, so you can slow our mind's hearing to your ears' natural speed, and hear beneath the words to their meaning.

By Anonym 13 Sep

Peter Senge

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.

By Anonym 14 Sep

Peter Senge

New insights fail to get put into practice because they conflict with deeply held internal images of how the world works...images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations.

By Anonym 13 Sep

Peter Senge

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.

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

An accurate, insightful view of current reality is as important as a clear vision.

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 15 Sep

Peter Senge

When all is said and done, the only change that will make a difference is the transformation of the human heart.

By Anonym 14 Sep

Peter Senge

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.

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

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 14 Sep

Peter Senge

The capacity of a human community to shape it's future.

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 13 Sep

Peter Senge

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

By Anonym 14 Sep

Peter Senge

Leadership exists when people are no longer victims of circumstances but participate in creating new circumstances. Leadership is about creating a domain in which human beings continually deepen their understanding of reality and become more capable of participating in the unfolding of the world. Ultimately, leadership is about creating new realities.

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 14 Sep

Peter Senge

It takes courage and skill to be unambiguous and clear.

By Anonym 15 Sep

Peter Senge

The world is made of Circles And we think in straight Lines

By Anonym 13 Sep

Peter Senge

Business has a way of talking about how to create value, which is in some way isn't bad... We just need to start thinking about if the value we want to create is consistent with all social and environmental well being.

By Anonym 13 Sep

Peter Senge

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

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

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 14 Sep

Peter Senge

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.

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 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 15 Sep

Peter Senge

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.

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 13 Sep

Peter Senge

All human beings are born with unique gifts. The healthy functioning community depends on realizing the capacity to develop each gift.

By Anonym 13 Sep

Peter Senge

Commitment to the truth...means a relentless willingness to root out the ways we limit or deceive ourselves from seeing what is, and to continually challenge our theories of why things are the way they are. It means continually broadening our awareness. It also means continually deepening our understanding of the structures underlying current events.

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 14 Sep

Peter Senge

Structures of which we are unaware hold us prisoner.

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 14 Sep

Peter Senge

Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.

By Anonym 14 Sep

Peter Senge

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

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 13 Sep

Peter Senge

Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it's doubly hard to see the whole pattern of change. Instead we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get resolved.