Peter M. Senge Quotes

Enjoy the top 53 famous quotes, sayings and quotations by Peter M. Senge.

Peter M. Senge Quotes

One forceful CEO recently lamented to me about the absence of "real leaders" in his organization. He felt his company was full of compliant people, not committed visionaries. This was especially frustrating to a man who regards himself as a skilled communicator and risk taker. In fact, he is so brilliant at articulating his vision that he intimidates everyone around him. Consequently, his views rarely get challenged publicly. People have learned not to express their own views and visions around him. While he would not see his own forcefulness as a defensive strategy, if he looked carefully, he would see that it functions in exactly that way.
— Peter M. Senge —

People don't resist change. They resist being changed.

— Peter M. Senge

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.

— Peter M. Senge

Courage is simply doing whatever is needed in pursuit of the vision

— Peter M. Senge

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.

— Peter M. Senge

The world is made of Circles
And we think in straight Lines

— Peter M. Senge

The only sustainable competitive advantage is an organization's ability to learn faster than the competition.

— Peter M. Senge

Breakthroughs come when people learn how to take the time to stop and examine their assumptions.

— Peter M. Senge

But how do you develop your intent? You become extremely clear about what it is you want to do. Why is it you want to do what you do? How is it a reflection of your values? How does it relate to your unique purpose in life? What is it that you want to accomplish in society? Think about all of the inherent contradictions that are there, and then, if possible, reconcile them. This could take anywhere from a week to decades. This process of refinement-thinking about your intention many, many times-is, in a sense, a broadcast of intention. When you broadcast such an intention, there's very little else you have to do. The broadcast of intention goes out and makes it happen. Your role is to remain keenly aware, patiently expectant, and open to all possibilities.

— Peter M. Senge

But it does imply that the search for scapegoats-a particularly alluring pastime in individualistic cultures such as ours in the United States-is a blind alley.

— Peter M. Senge

It took a scenario that he was going to die for Fred to wake up. It took that kind of shock for his life to be transformed. Maybe that's what needs to happen for all of us, for everyone who lives on Earth. That could be what a requiem scenario offers us.

— Peter M. Senge

In fact, most of the time, things do not turn out as we expect. But the potential value of unexpected developments is rarely tapped. Instead, when things turn out contrary to our expectations, we go immediately into problem-solving mode and react, or just try harder-without taking the time to see whether this unexpected development is telling us something important about our assumptions. "This more prepared mental state is really where a lot of the longer-term payoff is," says Galloway.

— Peter M. Senge

Love is the only emotion that expands intelligence,

— Peter M. Senge

The future lay in cultivating the scientist in all of us. If science is an unfinished project, the next stage will be about reconnecting and integrating the rigor of scientific method with the richness of direct experience to produce a science that will serve to connect us to one another, ourselves, and the world.

— Peter M. Senge

It's just not possible any longer to figure it out from the top, and have everyone else following the orders of the "grand strategist." The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.

— Peter M. Senge

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