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
believe mean what-matters
[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."
children teaching school
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.
reality people vision
The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly
reality personal-mastery discipline
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.
skills vision clear
It takes courage and skill to be unambiguous and clear.
organization profound humanity
Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.
interdependence humans human-society
The further human society drifts away from nature, the less we understand interdependence .
thinking talking environmental
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.
children teaching struggle
Many children struggle in schools... because the way they are being taught is incompatible with the way they learn.
running long superior-performance
Over the long run, superior performance depends on superior learning.
teacher long leader
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.
teaching learning able
Through learning we re-create ourselves. Through learning we become able to do something we were never able to do.
teacher organization people
In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is, they are responsible for learning.
information-sharing creating information-knowledge
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.