Goodreads helps you follow your favorite authors. Be the first to learn about new releases!
Start by following Peter M. Senge.

Peter M. Senge Peter M. Senge > Quotes


Peter M. Senge quotes (showing 1-30 of 48)

“Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.”
Peter M. Senge
“People don't resist change. They resist being changed.”
Peter M. Senge
“You cannot force commitment, what you can do…You nudge a little here, inspire a little there, and provide a role model.  Your primary influence is the environment you create.”
Peter M. Senge
“the bad leader is he who the people despise; the good leader is he who the people praise; the great leader is he who the people say, "We did it ourselves”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“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
“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
“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
“Courage is simply doing whatever is needed in pursuit of the vision”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
tags: life
“The world is made of Circles
And we think in straight Lines”
Peter M. Senge
“The most effective people are those who can "hold" their vision while remaining committed to seeing current reality clearly”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“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.”
Peter M. Senge
“Reality is made up of circles but we see straight lines.”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“The only sustainable competitive advantage is an organization's ability to learn faster than the competition.”
Peter M. Senge
“It is not the absence of defensiveness that characterizes learning teams but the way defensiveness is faced”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“In combating cynicism, it helps to know its source. Scratch the surface of most cynics and you find a frustated idealist – someone who made the mistake of converting his ideals into expectations.

Bill O’Brien points out that ‘burnout’ comes from causes other than simply working too hard: “There are teachers, social workers and clergy who work incredibly hard until they are 80 years old and never suffer ’burnout’ - because they have an accurate view of human nature. They don’t over-romanticize people, so they don’t feel the great pshychological stress when people let them down”
Peter M. Senge
tags: cynism
“In the presence of greatness, pettiness disappears. In the absence of a great dream, pettiness prevails.”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“vision is an idle dream at best and a cynical delusion at worst - but not an achievable end”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“Mastery of creative tension brings out the capacity for perseverance and patience. Time is an ally.”
Peter M. Senge
“Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“people “shift the burden” of their problem to other solutions—well-intentioned, easy fixes which seem extremely efficient.”
Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization: First edition
“In Buddhist theory, two Sanskrit terms, vitarka and vicara, are used to describe the subtle attachments of mind. Vitarka characterizes the state of “seeking,” when our attention is attached to what we’re trying to make happen. Vicara characterizes the state of “watching,” when, even though we’re not trying to force something to happen, we’re still attached to an outcome we are waiting for. With either, our mental attachment makes us blind or resistant to other aspects of what is happening right now.”
Peter M. Senge, Presence: An Exploration of Profound Change in People, Organizations, and Society
“If we see each problem—be it water shortages, climate change, or poverty—as separate, and approach each separately, the solutions we come up with will be short-term, often opportunistic, “quick fixes” that do nothing to address deeper imbalances.”
Peter M. Senge, The Necessary Revolution: How Individuals And Organizations Are Working Together to Create a Sustainable World
“If we cannot express our
assumptions explicitly in ways that
others can understand and build
upon, there can be no larger process
of testing those assumptions and
building public knowledge.”
Peter M. Senge
“I believe benchmarking best practices can open people’s eyes as to what is possible, but it can also do more harm than good, leading to piecemeal copying and playing catch-up. As one seasoned Toyota manager commented after hosting over a hundred tours for visiting executives, “They always say ‘Oh yes, you have a Kan-Ban system, we do also. You have quality circles, we do also. Your people fill out standard work descriptions, ours do also.’ They all see the parts and have copied the parts. What they do not see is the way all the parts work together.” 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.”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“taking in information is only distantly related to real learning. It would be nonsensical to say, “I just read a great book about bicycle riding—I’ve now learned that.”
Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
“breakthroughs come when people learn how to take the time to stop and examine their assumptions.”
Peter M. Senge, Presence: An Exploration of Profound Change in People, Organizations, and Society
“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, The Fifth Discipline: The Art & Practice of The Learning Organization
“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, Presence: An Exploration of Profound Change in People, Organizations, and Society
“This “desire for efficacy” might be the desire to help a sick child, to solve a pressing problem, or to feel secure. One basic way to expand our efficacy is through modern science and technology. But another is through integrated (emotional, mental, physical, and spiritual) growth and enhanced wisdom. This means growing in our sense of connection with nature and with one another and learning to live in ways that naturally cultivate our capacity to be human.”
Peter M. Senge, Presence: An Exploration of Profound Change in People, Organizations, and Society
“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, The Fifth Discipline: The Art and Practice of the Learning Organization: First edition

« previous 1

All Quotes | Add A Quote
Play The 'Guess That Quote' Game

The Fifth Discipline: The Art & Practice of The Learning Organization The Fifth Discipline
11,878 ratings
Open Preview
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization The Fifth Discipline Fieldbook
970 ratings
Open Preview
Presence: An Exploration of Profound Change in People, Organizations, and Society Presence
766 ratings
Open Preview
The Necessary Revolution: How Individuals And Organizations Are Working Together to Create a Sustainable World The Necessary Revolution
294 ratings
Open Preview