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Peter SengeMIT-based author, researcher & educator |
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Peter M. Senge is a senior lecturer at the Massachusetts Institute of Technology. He is also founding chair of the Society for Organizational Learning (SoL), a global community of corporations, researchers, and consultants dedicated to the "interdependent development of people and their institutions." He is the author of the widely acclaimed book, The Fifth Discipline: The Art and Practice of The Learning Organization (1990) and, with colleagues Charlotte Roberts, Rick Ross, Bryan Smith and Art Kleiner, co-author of The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (1994) and a fieldbook The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (March, 1999), also co-authored by George Roth. In September 2000, a fieldbook on education was published, the award winning Schools That Learn: A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares About Education, co-authored with Nelda Cambron-McCabe, Timothy Lucas, Bryan Smith, Janis Dutton, and Art Kleiner. Dr. Senge has lectured extensively throughout the world, translating the abstract ideas of systems theory into tools for better understanding of economic and organizational change. His areas of special interest focus on decentralizing the role of leadership in organizations so as to enhance the capacity of all people to work productively toward common goals. Dr. Senge's work articulates a cornerstone position of human values in the workplace; namely, that vision, purpose, reflectiveness, and systems thinking are essential if organizations are to realize their potentials. He has worked with leaders in business, education, health care and government. Peter Senge received a B.S. in engineering from Stanford University, an M.S. in social systems modeling and Ph.D. in management from MIT. He lives with his wife and their two children in central Massachusetts.
Book  The Fifth Discipline by Peter Senge The Fifth Discipline Fieldbook by Peter Senge, Richard Ross  , Bryan Smith , Charlotte Roberts , Art Kleiner Strategies and Tools for Building a Learning Organization The Necessary Revolution (Jun 2008) by Peter SengeHow Individuals And Organizations Are Working Together to Create a Sustainable World Category  Personal Development [234 items]Link  Innovation Associates Massachusetts Institute of TechnologyThe Massachusetts Institute of Technology The Fifth Discipline Field BookThe Fifth Discipline Field Book Project Site The Society for Organizational LearningPerson  Peter Senge MIT-based author, researcher & educatorQuotation  Learning is all about connection by Peter Senge MIT-based author, researcher & educator On learning and adapting by Peter Senge MIT-based author, researcher & educator On organizational change and fantasy by Peter Senge MIT-based author, researcher & educator On people and resisting change by Peter Senge MIT-based author, researcher & educator On prejudice by Peter Senge MIT-based author, researcher & educator On real learning by Peter Senge MIT-based author, researcher & educator On sharing knowledge by Peter Senge MIT-based author, researcher & educator On traditional views of leaders by Peter Senge MIT-based author, researcher & educator On unhealthiness in the world by Peter Senge MIT-based author, researcher & educator Why after action reviews fail by Peter Senge MIT-based author, researcher & educatorQuotations from Peter Senge:  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.Peter Senge, MIT-based author, researcher & educator Through learning we reperceive the world and our relationship to it ... This then, is the basic meaning of a 'learning organization' -an organization that is continuously expanding its capacity to create its future. 'Survival learning' or what is more often called 'adaptive learning' is important - indeed it is necessary. But for a learning organization, 'adaptive learning' must be joined by 'generative learning', learning that enhances our capacity to create.Peter Senge, MIT-based author, researcher & educator The fantasy that somehow organizations can change without personal change, and especially without change on the part of people in leadership positions, underlies why many change efforts are doomed from the start.Peter Senge, MIT-based author, researcher & educator People don't resist change; they resist being changed.Peter Senge, MIT-based author, researcher & educator Consider prejudice. Once a person begins to accept a stereotype of a particular group, that "thought" becomes an active agent, "participating" in shaping how he or she interacts with another person who falls in that stereotyped class. In turn, the tone of their interaction influences the other person's behaviour. The prejudiced person can't see how his prejudice shapes what he "sees" and how he acts. In some sense, if he did, he would no longer be prejudiced. To operate, the "thought" of prejudice must remain hidden to its holderPeter Senge, MIT-based author, researcher & educator 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. There is within each of us a deep hunger for this type of learning.Peter Senge, MIT-based author, researcher & educator 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.Peter Senge, MIT-based author, researcher & educator Our traditional views of leaders - as special people who set the direction, make the key decisions, and energize the troops - are deeply rooted in an individualistic and non-systemic worldview. Especially in the West, leaders are heroes -great men (and occasionally women) who rise to the fore in times of crises. Our prevailing leadership myths are still captured by the image of the captain of the cavalry leading the charge to rescue the settlers from the attacking Indians. So long as such myths prevail, they reinforce a focus on short-term events and charismatic heroes rather than on systemic forces and collective learning. At its heart, the traditional view of leadership is based on assumptions of people's powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can be remedied only by a few great leaders. Peter Senge, MIT-based author, researcher & educator The unhealthiness in our world today is in direct proportion to our inability to see it as a whole.Peter Senge, MIT-based author, researcher & educator The Army's After Action Review (AAR) is arguably one of the most successful organizational learning methods yet devised.
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. Peter Senge, MIT-based author, researcher & educator
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