If people don't have their own vision, all they can do is 'sign-up' for someone else's. — 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… — 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… — Peter Senge Copy Share Image
Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives… — Peter Senge Copy Share Image
The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open… — Peter Senge Copy Share Image
In our ordinary experiences with other people, we know that approaching each other in a machinelike way gets us into trouble. — Peter Senge Copy Share Image
In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities… — Peter Senge Copy Share Image
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… — Peter Senge Copy Share Image
People with high levels of personal mastery...cannot afford to choose between reason and intuition, or head and heart, any more than they… — Peter Senge Copy Share Image
How do you know what people value? Well, you watch what they buy. How do we know what products to create? Well,… — Peter Senge Copy Share Image
The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity… — Peter Senge Copy Share Image
When placed in the same system, people, however different, tend to produce similar results. — Peter Senge Copy Share Image
We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a… — Peter Senge Copy Share Image
Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce… — Peter Senge Copy Share Image
Leadership exists when people are no longer victims of circumstances but participate in creating new circumstances. Leadership is about creating a domain… — Peter Senge Copy Share Image
Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge… — Peter Senge Copy Share Image
Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of… — Peter Senge Copy Share Image
Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the… — Peter Senge Copy Share Image
Willpower is so common among highly successful people that many see its characteristics as synonymous with success. — Peter Senge Copy Share Image
The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing… — Peter Senge Copy Share Image
People with a high level of personal mastery are able to consistently realize the results that matter most deeply to them-in effect,… — Peter Senge Copy Share Image
When there is genuine vision(as opposed to the all-too-familiar vision statement), people excel and learn, not because they are told to, but… — Peter Senge Copy Share Image
The problems with willpower are many, but they may hardly be noticed by the person focused narrowly on success. First, there is… — Peter Senge Copy Share Image
Most of us at one time or another have been part of a great 'team', a group of people who functioned together… — 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
