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
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.
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.
past years effort
When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important.
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.
business clout economic frankly present realistic society
If you are realistic about how our present society works, the economic clout - and a lot of the political clout, frankly - is in the business sector. And it's the locus of innovation.
food grocery kids store
There's a lot of American kids think their food comes from the grocery store and the concept of seasonality has no meaning to them whatsoever.