"Few, if any, forces in human affairs are as powerful as
shared vision."
"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."
"Many leaders have personal visions that never get translated into shared visions that galvanize an organization. What has been lacking is a discipline for translating individual vision into shared vision." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)
"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." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)
"Real learning gets to the heart of what it means to be human. 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." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)
"Systems thinking is a discipline for seeing the 'structures' that underlie complex situations, and for discerning high from low leverage change. That is, by seeing wholes we learn how to foster health. To do so, systems thinking offers a language that begins by restructuring how we think." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)
"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."
"The real leverage in most management situations lies in
understanding dynamic complexity, not detail complexity. […] Unfortunately,
most 'systems analyses' focus on detail complexity not dynamic
complexity. Simulations with thousands of variables and complex arrays of
details can actually distract us from seeing patterns and major
interrelationships. In fact, sadly, for most people 'systems thinking' means 'fighting complexity with complexity', devising increasingly 'complex' (we should really say 'detailed') solutions to increasingly 'complex' problems. In fact, this is the antithesis of real systems
thinking."
"We often spend so much time coping with problems along our path that we forget why we are on that path in the first place. The result is that we only have a dim, or even inaccurate, view of what's really important to us."
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