Peter Senge Quotes - Page 4

Quotes about:

• In the Machine Age, the company itself became a machine - a machine for making money.

  Peter Senge

  Age, Machines, Making Money

  "Learning for a Change". Interview with Alan M. Webber, www.fastcompany.com. April 30, 1999.

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• 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

  Peter Senge

  Fun, Thinking, Essence

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• 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.

  Peter Senge

  Winning, Poor Decisions, Goal

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• 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.

  Peter Senge

  Dream, Decision, Innovation

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• Many children struggle in schools... because the way they are being taught is incompatible with the way they learn.

  Peter Senge

  Children, Struggle, Teaching

  Peter Senge (2012). “Schools That Learn (updated and revised second edition): A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares About Education”, p.235, Nicholas Brealey Publishing

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• Personal mastery teaches us to choose. Choosing is a courageous act: picking the results and actions which you will make into your destiny.

  Peter Senge

  Courage, Destiny, Personal Mastery

  Peter Senge, Art Kleiner (2011). “The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization”, p.315, Nicholas Brealey Publishing

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• The faster we go, the slower we need to be.

  Peter Senge

  Time, Stress, Needs

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• 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.

  Peter Senge

  Teacher, Long, Leader

  "Leading learning organizations". Training & Development, 50:12, December 1996.

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• 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.

  Peter Senge

  Thinking, Talking, Environmental

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• [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."

  Peter Senge

  Believe, Mean, What Matters

  Peter Senge, C. Scharmer (2011). “Presence: Exploring Profound Change in People, Organizations and Society”, p.127, Nicholas Brealey Publishing

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• How has the world of the child changed in the last 150 years?" The answer is. "It's hard to imagine any way in which it hasn't changed.They're immersed in all kinds of stuff that was unheard of 150 years ago, and yet if you look at schools today versus 100 years ago, they are more similar than dissimilar.

  Peter Senge

  Children, Teaching, School

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

  Peter Senge

  Community, Shapes, Capacity

  Peter Senge, Art Kleiner (2011). “The Dance of Change: The Challenges of Sustaining Momentum in a Learning Organization”, p.29, Nicholas Brealey Publishing

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• 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.

  Peter Senge

  Teamwork, Educational, Personal Mastery

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• You cannot have a learning organisation without a shared vision...A shared vision provides a compass to keep learning on course when stress develops.

  Peter Senge

  Stress, Vision, Compass

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• 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

  Reflection, Thinking, Two

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• In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.

  Peter Senge

  Patient, Produce, Sluggish

  Peter M Senge (2010). “The Fifth Discipline: The Art and Practice of the Learning Organization: First edition”, p.282, Random House

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

  Peter Senge

  Successful, People, Common

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• 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.

  Peter Senge

  Kids, Thinking, Stores

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

  Peter Senge

  Age, Term, Ecological

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• 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

  Innovation, Financial, Intense

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

  Peter Senge

  Play, Details, Structure

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• 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

  Views, Important, Path

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• 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

  Thinking, People, Broken

  "Learning for a Change". Interview with Alan M. Webber, www.fastcompany.com. April 30, 1999.

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• 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

  Past, Years, Effort

  "Learning for a Change". Interview with Alan M. Weber, www.fastcompany.com. April 30, 1999.

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• 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

  Inspirational, Life, Art

  Peter M Senge (2010). “The Fifth Discipline: The Art and Practice of the Learning Organization: First edition”, p.14, Random House

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