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
appreciation focus engagement
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.
heart eye personal-mastery
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.
play details force
By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play.
organization excellence may
The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
heart ideas people
A shared vision is not an idea...it is rather, a force in people's hearts...at its simplest level, a shared vision is the answer to the question 'What do we want to create?
independence structure prisoner
Structures of which we are unaware hold us prisoner.
thinking discipline snapshots
Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots.’
reality challenges vision
In some ways clarifying a vision is easy. A more difficult challenge comes in facing current reality.
reality creating
Leadership is about creating new realities.
team goal people
Most of us at one time or another have been part of a great 'team', a group of people who functioned together in an extraordinary way-who trusted one another, who complemented each other's strengths and compensated for each other's limitations, who had common goals that were larger than an individual's goals, and who produced extraordinary results ... the team that became great didn't start off great-it learned how to produce extraordinary results.
team want management
If you want to see the future of management education you should go to see Team Academy.
knowledge
Knowledge is constructed, not transferred
reality circles lines
Reality is made up of circles but we see straight lines.
mistake expectations frustrated
Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.