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
thinking practice organization
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.
years people majority
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.
learning knowledge practice
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.
learning knowledge unique
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.
fall knowledge learning
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
innovation financial intense
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.
age machines making-money
In the Machine Age, the company itself became a machine - a machine for making money.
teaching unique community
All human beings are born with unique gifts. The healthy functioning community depends on realizing the capacity to develop each gift.
lying organization differences
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.
reality views insightful
An accurate, insightful view of current reality is as important as a clear vision.
years play focus
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.
believe greatness organization
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'.
real leader innovation
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.
teamwork organization fundamentals
Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the "rubber stamp meets the road"; unless teams can learn, the organization cannot learn.