Peter Senge Quotes

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

Learning to see the structures within which we operate begins a process of freeing ourselves from previously unseen forces and ultimately mastering the ability to work with them and change them.

The Industrial Age is not sustainable. Its not sustainable in ecological terms, and its not sustainable in human terms.

The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly

It is a testament to our naïveté about culture that we think that we can change it by simply declaring new values. Such declarations usually produce only cynicism.

Theres a lot of American kids think their food comes from the grocery store and the concept of seasonality has no meaning to them whatsoever.

Few, if any, forces in human affairs are as powerful as shared vision.

Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.

One possibility for difficulties innovating is that most people really donÕt care about innovation.

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

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'.

Personal mastery teaches us to choose. Choosing is a courageous act: picking the results and actions which you will make into your destiny.

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

If you want to see the future of management education you should go to see Team Academy.

Willpower is so common among highly successful people that many see its characteristics as synonymous with success.

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

When placed in the same system, people, however different, tend to produce similar results.

In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.

The faster we go, the slower we need to be.

We need to be the authors of our own life.

Governments, especially democratic ones, are short-term and nationalistic.

Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.

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.

The capacity of a human community to shape it's future.

The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.

In great teams conflict becomes productive.

The further human society drifts away from nature, the less we understand interdependence.

The Industrial Age is not sustainable. It's not sustainable in ecological terms, and it's not sustainable in human terms.