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.
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.
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'.
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.
thinking organization people
Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.
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.
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.
organization excellence may
The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
commitment organization people
The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.
organization expanding capacity
A learning organization is an organization that is continually expanding its capacity to create its future.
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.