Explore Quotes by Peter Senge

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

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.

The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly

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.

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

We need to be the authors of our own life.

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

The further human society drifts away from nature, the less we understand interdependence .

The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.

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.

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.

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

A unique relationship develops among team members who enter into dialogue regularly. They develop a deep trust that cannot help but carry over to discussions. They develop a richer understanding of the uniqueness of each person's point of view.

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

The rate at which organizations learn may soon become the only sustainable source of competitive advantage.

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.

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

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.

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

Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the world around us.

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.