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
learning pace information
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.
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
teaching learning able
Through learning we re-create ourselves. Through learning we become able to do something we were never able to do.
firm invested taught theory
You go to any MBA program, and you will be taught the theory of the firm, that the purpose of the firm is the maximization of return on invested capital. I always thought this was a kind of lunacy.
likes living nobody stuff throw
Nobody likes to throw stuff away. It's just antithetical to our sense of being a person. But we're all habituated to that way of living today.
failure leadership strategies
Most leadership strategies are doomed to failure from the outset.
In our ordinary experiences with other people, we know that approaching each other in a machinelike way gets us into trouble.
age human
The Industrial Age is not sustainable. It's not sustainable in ecological terms, and it's not sustainable in human terms.
human machines nature seeing transition universal
The most universal challenge that we face is the transition from seeing our human institutions as machines to seeing them as embodiments of nature.
age belief beyond certain china country further industrial level material measure people president
One industrial age belief is that GDP or GNP is a measure of progress. I don't care if you're the President of China or the U.S., if your country doesn't grow, you're in trouble. But we all know that beyond a certain level of material need, further material acquisition doesn't make people happier.
business invested manage
A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.
based people watch
How do you know what people value? Well, you watch what they buy. How do we know what products to create? Well, it's based on what they value.