Peter Senge Quotes - Page 3

Quotes about:

• Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

  Peter Senge

  Years, People, Majority

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

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• If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.

  Peter Senge

  Keys, Creating, Growth

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• Courage is simply doing whatever is needed in pursuit of the vision

  Peter Senge

  Vision, Pursuit, Needed

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• In some ways clarifying a vision is easy. A more difficult challenge comes in facing current reality.

  Peter Senge

  Reality, Challenges, Vision

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• 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.

  Peter Senge

  Heart, Eye, Personal Mastery

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• When teams are truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could have occurred otherwise.

  Peter Senge

  Team, Growing, Individual

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• Learning cannot be disassociated from action.

  Peter Senge

  Action

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• Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.

  Peter Senge

  Glasses, Vision, Framing

  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.100, Nicholas Brealey Publishing

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• The discipline of personal mastery...starts with clarifying the things that really matter to us (and) living our lives in the service of our highest aspirations.

  Peter Senge

  Personal Mastery, Discipline, Matter

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• 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.

  Peter Senge

  Reality, Personal Mastery, Discipline

  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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• If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.

  Peter Senge

  Real, Leader, Innovation

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• 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.

  Peter Senge

  Leadership, Powerful, Simple

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• 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.

  Peter Senge

  Appreciation, Focus, Engagement

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• It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism.

  Peter Senge

  Thinking, Vets, Culture

  "The Fifth Discipline Fieldbook". Book by Peter Senge, 1994.

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• Mastery of creative tension brings out the capacity for perseverance and patience. Time is an ally.

  Peter Senge

  Perseverance, Creative, Allies

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• 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

  Peter Senge

  Fall, Learning, Knowledge

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• Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it's doubly hard to see the whole pattern of change. Instead we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get resolved.

  Peter Senge

  Years, Play, Focus

  "The Fifth Discipline: The Art and Practice of the Learning Organization". Book by Peter Senge, 1990.

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• Dividing an elephant in half does not produce two small elephants.

  Peter Senge

  Elephants, Two, Doe

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• The easy way out usually leads back in.

  Peter Senge

  Risk, Way, Management

  Peter M Senge (2010). “The Fifth Discipline: The Art and Practice of the Learning Organization: First edition”, p.53, Random House

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• 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

  Learning, Pace, Information

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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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• Commitment to the truth...means a relentless willingness to root out the ways we limit or deceive ourselves from seeing what is, and to continually challenge our theories of why things are the way they are. It means continually broadening our awareness. It also means continually deepening our understanding of the structures underlying current events.

  Peter Senge

  Commitment, Mean, Roots

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• 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.

  Peter Senge

  Motivational, Team, Unique

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• If people don't have their own vision, all they can do is 'sign-up' for someone else's.

  Peter Senge

  People, Vision, Can Do

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• Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.

  Peter Senge

  Mistake, Expectations, Frustrated

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