Peter Senge
Peter Senge
Peter Michael Sengeis an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization...
NationalityAmerican
ProfessionScientist
CountryUnited States of America
mistake expectations frustrated
Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.
moving reality creative
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.
age machines making-money
In the Machine Age, the company itself became a machine - a machine for making money.
patient produce sluggish
In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.
appreciation focus engagement
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.
reality creating
Leadership is about creating new realities.
teacher long leader
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.
teacher organization people
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.
teaching learning able
Through learning we re-create ourselves. Through learning we become able to do something we were never able to do.
team goal people
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.
reality circles lines
Reality is made up of circles but we see straight lines.
organization profound humanity
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.
interdependence humans human-society
The further human society drifts away from nature, the less we understand interdependence .
courage destiny personal-mastery
Personal mastery teaches us to choose. Choosing is a courageous act: picking the results and actions which you will make into your destiny.