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
reality people vision
The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly
reality personal-mastery discipline
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.
skills vision clear
It takes courage and skill to be unambiguous and clear.
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 .
thinking talking environmental
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.
children teaching struggle
Many children struggle in schools... because the way they are being taught is incompatible with the way they learn.
running long superior-performance
Over the long run, superior performance depends on superior learning.
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.
teaching learning able
Through learning we re-create ourselves. Through learning we become able to do something we were never able to do.
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.
information-sharing creating information-knowledge
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.
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.
heart eye personal-mastery
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.