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. — Peter Senge Copy Share Image
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. — Peter Senge Copy Share Image
If people don't have their own vision, all they can do is 'sign-up' for someone else's. — Peter Senge Copy Share Image
In the Machine Age, the company itself became a machine - a machine for making money. — Peter Senge Copy Share Image
Trusting people to be creative and constructive when given more freedom does not imply an overly optimistic belief in the perfectibility of human nature.… — Peter Senge Copy Share Image
One possibility for difficulties innovating is that most people really donÕt care about innovation. — Peter Senge Copy Share Image
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… — Peter Senge Copy Share Image
“The only sustainable competitive advantage is an organization's ability to learn faster than the competition.” — Peter Senge Copy Share Image
Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully… — Peter Senge Copy Share Image
To listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but… — Peter Senge Copy Share Image
