Peter Senge

The most universal challenge that we face is the transition from seeing our human institutions as machines to seeing them as embodiments…

— Peter Senge

By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play.

— Peter Senge

You cannot have a learning organisation without a shared vision...A shared vision provides a compass to keep learning on course when stress…

— Peter Senge

There's a lot of American kids think their food comes from the grocery store and the concept of seasonality has no meaning…

— Peter Senge

In our ordinary experiences with other people, we know that approaching each other in a machinelike way gets us into trouble.

— Peter Senge

In the Machine Age, the company itself became a machine - a machine for making money.

— Peter Senge

Many children struggle in schools... because the way they are being taught is incompatible with the way they learn.

— Peter Senge

How do you know what people value? Well, you watch what they buy. How do we know what products to create? Well,…

— Peter Senge

Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of…

— Peter Senge

If you are realistic about how our present society works, the economic clout - and a lot of the political clout, frankly…

— Peter Senge

Business has a way of talking about how to create value, which is in some way isn't bad... We just need to…

— Peter Senge

The gap between vision and current reality is also a source of energy. If there were no gap, there would be no…

— Peter Senge

Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the…

— Peter Senge

I do not believe great organizations have ever been built by trying to emulate another, any more than individual greatness is achieved…

— Peter Senge

Learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering…

— Peter Senge

We often spend so much time coping with problems along our path that we forget why we are on that path in…

— Peter Senge

The rate at which organizations learn may soon become the only sustainable source of competitive advantage.

— Peter Senge

In some ways clarifying a vision is easy. A more difficult challenge comes in facing current reality.

— Peter Senge

In great teams, conflict becomes productive. The free flow of conflicting ideas is critical for creative thinking, for discovering new solutions no…

— Peter Senge

Many in positions of authority lack the capabilities to truly lead. They are not credible. They do not command genuine respect. They…

— Peter Senge

When I look at efforts to create change in big companies over the past 10 years, I have to say that there's…

— Peter Senge

The discipline of personal mastery...starts with clarifying the things that really matter to us (and) living our lives in the service of…

— Peter Senge

The difference between a healthy group or organization and an unhealthy one lies in its members' awareness and ability to acknowledge their…

— Peter Senge

If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then…

— Peter Senge

If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision,…

— Peter Senge

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

Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the "rubber stamp meets the road"; unless teams…

— Peter Senge

Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of…

— Peter Senge

When executives lead as teachers, stewards, and designers, they fill roles that are much more subtle and long-term than those of power-wielding…

— Peter Senge

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

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

Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a…

— Peter Senge

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

Business and human endeavors are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest…

— Peter Senge

Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the…

— Peter Senge

A unique relationship develops among team members who enter into dialogue regularly. They develop a deep trust that cannot help but carry…

— Peter Senge

When teams are truly learning, not only are they producing extraordinary results, but the individual members are growing more rapidly than could…

— Peter Senge

Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce…

— Peter Senge

Team learning is the Process of aligning and developing the capacity of a team to create the results its members desire. It…

— Peter Senge