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'. Peter Senge More Quotes by Peter Senge More Quotes From Peter Senge The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms. Peter Senge ecologicaltermage 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. Peter Senge informationlearningpace 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. Peter Senge organizationpracticethinking In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive. Peter Senge sluggishproducepatient All human beings are born with unique gifts. The healthy functioning community depends on realizing the capacity to develop each gift. Peter Senge communityuniqueteaching The faster we go, the slower we need to be. Peter Senge stresstimeneeds When placed in the same system, people, however different, tend to produce similar results. Peter Senge resultsdifferentpeople One possibility for difficulties innovating is that most people really donÕt care about innovation. Peter Senge innovationcarepeople 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. Peter Senge intenseinnovationfinancial By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play. Peter Senge detailsstructureplay If you want to see the future of management education you should go to see Team Academy. Peter Senge teammanagementwant 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. Peter Senge differencesorganizationlying In great teams conflict becomes productive. Peter Senge great-teamconflictteam 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. Peter Senge learningpracticeknowledge 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. Peter Senge reflectiontwothinking 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. Peter Senge inspirationallifeart We often spend so much time coping with problems along our path that we forget why we are on that path in the first place. The result is that we only have a dim, or even inaccurate, view of what's really important to us. Peter Senge importantpathviews 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. Peter Senge brokenpeoplethinking Governments, especially democratic ones, are short-term and nationalistic. Peter Senge democratictermgovernment When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important. Peter Senge effortpastyears
