A learning organization is an organization that is continually expanding its capacity to create its future.— Peter Senge
The most heartwarming Peter Senge quotes that will add value to your life
Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.
The world is made of Circles And we think in straight Lines
All great things have small beginnings.
Systems thinking is a discipline for seeing wholes.
It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots.’
Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.
The gap between vision and current reality is also a source of energy.
If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.
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.
Through learning we re-create ourselves.
Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life.
Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.
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 answer to the question 'What do we want to create?
We learn together in teams. This involves a shift from a spirit of advocacy to a spirit of enquiry.
Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the world around us.
When all is said and done, the only change that will make a difference is the transformation of the human heart.
Over the long run, superior performance depends on superior learning.
The care leadership strategy is simple: be a model.
Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.
Courage is simply doing whatever is needed in pursuit of the vision
Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.
In great teams, conflict becomes productive.
The free flow of conflicting ideas is critical for creative thinking, for discovering new solutions no one individual would have come to on his own.
The further human society drifts away from nature, the less we understand interdependence .
Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
Small changes can produce big results - but the areas of highest leverage are often the least obvious.
The discipline of personal mastery...starts with clarifying the things that really matter to us (and) living our lives in the service of our highest aspirations.
Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.
An accurate, insightful view of current reality is as important as a clear vision.
Through learning we re-create ourselves.
Through learning we become able to do something we were never able to do.
Business and human endeavors are systems.
..we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.
In some ways clarifying a vision is easy.
A more difficult challenge comes in facing current reality.
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.
It takes courage and skill to be unambiguous and clear.
The easy way out usually leads back in.
In the absence of a great dream pettiness prevails.
Shred visions foster risk taking, courage and innovation. Keeping the end in mind creates the confidence to make decisions even in moments of crisis.
All human beings are born with unique gifts.
The healthy functioning community depends on realizing the capacity to develop each gift.
People with high levels of personal mastery.
..cannot afford to choose between reason and intuition, or head and heart, any more than they would choose to walk on one leg or see with one eye.
Mastery of creative tension brings out the capacity for perseverance and patience. Time is an ally.
Many in positions of authority lack the capabilities to truly lead.
They are not credible. They do not command genuine respect. They are not committed to serve. They are not continually learning and growing. They are not wise.
Reality is made up of circles but we see straight lines.
Additional problems are the offspring of poor decisions.
When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.
Teams, not individuals, are the fundamental learning unit in modern organizations. This is where the "rubber stamp meets the road"; unless teams can learn, the organization cannot learn.
Dividing an elephant in half does not produce two small elephants.
People with a high level of personal mastery are able to consistently realize the results that matter most deeply to them-in effect, they approach their life as an artist would approach a work of art. The do that by becoming committed to their own lifelong learning.
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.
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.
If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.
The rate at which organizations learn may soon become the only sustainable source of competitive advantage.
Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.
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.
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'.