Peter Senge: Idézetek angolul
The Art and Practice of the Learning Organization (1990)
Kontextus: 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.
“Mutual reflection. Open and candid conversation. Questioning of old beliefs and assumptions.”
The Dance of Change (1999)
Kontextus: Mutual reflection. Open and candid conversation. Questioning of old beliefs and assumptions. Learning to let go. Awareness of how our own actions create the systemic structures that produce our problems. Developing these learning capabilities lies at the heart of profound change.
“In a learning organization, leaders are designers, stewards, and teachers.”
The Art and Practice of the Learning Organization (1990)
Kontextus: 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.
“There is within each of us a deep hunger for this type of learning.”
The Art and Practice of the Learning Organization (1990)
Kontextus: 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.
“Developing these learning capabilities lies at the heart of profound change.”
The Dance of Change (1999)
Kontextus: Mutual reflection. Open and candid conversation. Questioning of old beliefs and assumptions. Learning to let go. Awareness of how our own actions create the systemic structures that produce our problems. Developing these learning capabilities lies at the heart of profound change.
The Art and Practice of the Learning Organization (1990)
Forrás: The Fifth Discipline (1990), p. 7 as cited in: Vivien Martin (2003) Leading Change in Health and Social Care. p. 37
"Leading learning organizations," Training & Development, 50:12, (December 1996)