
	Where results make sense

Topic: Peter Senge

Related Topics

Peter Checkland

Chris Argyris

Elliott Jacques

David Cooperrider

Succession planning

Systems thinking

Force field analysis

Kathie Dannemiller

Strategy dynamics

Edgar Schein

Rensis Likert

Eric Trist

Fred Emery

Kurt Lewin

Management

	peter senge and the theory and practice of the learning organization
		Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential.
		Peter Senge argues that one of the key problems with much that is written about, and done in the name of management, is that rather simplistic frameworks are applied to what are complex systems.
		If Peter Senge had attempted greater connection between the notion of the ‘learning organization’ and the ‘learning society’, and paid attention to the political and social impact of organizational activity then this area of criticism would be limited to the question of the particular vision of society and human flourishing involved.
	www.infed.org /thinkers/senge.htm (6222 words)

	A fantasy theme analysis of Peter Senge's learning organization
		Senge illustrates how this is done with the example of an informal "leaders of learning" group that was formed at Ford Motor Company by local line leaders and internal networkers who wanted to share learnings and serve as a strategic leadership body.
		According to Senge, micro worlds can help managers and their management teams begin to learn about their most important systemic issues by compressing time and space so that it becomes possible to experiment and to learn what the consequences of their decisions are in the future and in distant parts of the organization.
		Senge, by contrast, appears to prefer to be loosely linked with numerous organizations in which he takes on a comparatively lower profile role and works in a more collaborative mode (e.g., Innovation Associates and Pegasus Communications).
	www.stetson.edu /~bboozer/RWBStetsonSite/A_fantasy_theme_anal.html (7090 words)

	Peter Senge - Wikipedia, the free encyclopedia
		Peter M. Senge was the Director of the Center for Organizational Learning at the MIT Sloan School of Management and presently (2005) is on the faculty at MIT and is the founding chair of * SoL, the Society for Organizational Learning.
		He emerged in the 1990s as a major figure in organizational development with his book The Fifth Discipline where he developed the notion of a learning organization, which views organizations as dynamical systems (as defined in Systemics) in a state of continuous adaptation and improvement.
		Senge, P. The Fifth Discipline: The art and practice of the learning organization, Doubleday, New York, 1990.
	en.wikipedia.org /wiki/Peter_Senge (187 words)

	Too Late To Wait with Peter Senge (Site not responding. Last check: 2007-10-04)
		When I asked Peter how he felt about sharing this transcript on the website, he agreed that it could be of value, and he asked me to write this foreword as a way of establishing an experiential context.
		Senge, paraphrasing: I would say one of the intentions behind the Institute was to bring together the organizational learning traditions and skills with the contemplative disciplines, which might create a more powerful force for personal and organizational change than would be possible with either one alone.
		Senge, paraphrasing: One of the reasons I came was that it's very unusual to have all the different components combined in one place.
	www.shambhalainstitute.org /world/senge.html (8909 words)

	Peter Senge on Organizational Learning: in a Q&A, he applies his concepts to school systems and their leaders - ... (Site not responding. Last check: 2007-10-04)
		Senge is one of the world's leading experts on how organizations can develop new ways to communicate and grow.
		Senge wants to toss out the idea that most of a child's learning takes place within a certain structure and promote instead the idea that all parts of a community--its superintendent and teachers, to be sure, but also its businesses and families--are integral to and responsible for learning.
		Senge: People think schools should be learning organizations, but there's no reason in fact for that to be the case.
	findarticles.com /p/articles/mi_m0JSD/is_5_60/ai_101173945 (943 words)

	Peter Senge
		Peter M. Senge has been an industry name for the past 15 years as the 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”.
		Senge has shared his work extensively throughout the world, translating the abstract ideas of systems theory into tools for better understanding of economic and organizational change.
		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.
	www.globalleadersnetwork.net /Speakers/PeterSenge/tabid/104/Default.aspx (478 words)

	Peter Senge
		Peter M. Senge is a faculty member of the Massachusetts Institute of Technology and Director of the Center for Organizational Learning at MIT's Sloan School of Management, a group of corporations that work together advancing methods and knowledge for the building of learning organizations.
		Senge feels that today and in the future the organization that will truly succeed will be the ones that discover how to tap people's commitment and capacity to learn at all levels in an organization.
		Senge details his model of a "learning organization" as an "organization that is continually expanding its capacity to create its future." It is this theory of learning organization that has convinced me to try to employ these same ideals in my own office.
	www.mislan.com /books/thefifthdiscipline.htm (1659 words)

	Shambhala Sun - Peter Senge and Margaret Wheatley on Changing How We Work Together (Site not responding. Last check: 2007-10-04)
		Senge: One of the questions that has become central to my thinking is this: “Is it meaningful at this point to consider whether there is such a thing as collective cultivation?” I use the term “cultivation” in this context to mean deep development, becoming a human being.
		Senge: People come together in organizations for, in some sense, a noble purpose, but are finding ways to constrict or even destroy life in the process.
		Peter Senge, Ph.D., is a senior lecturer at the Massachusetts Institute of Technology and chairman of the Society for Organizational Learning.
	www.shambhalasun.com /Archives/Features/2001/Jan01/senge.htm (3265 words)

	Dialog on Leadership: Peter Senge Interview
		Peter Senge: It seems to me that deep down the deepest questions for me have to do with the conscious evolution of human systems, because my own belief is that we have evolved in a very unbalanced way.
		Peter Senge: I think intimacy is an interesting concept to work with to think about this, because first off it's unusual.
		Peter Senge: A great deal of what we have been doing at the Center is experimenting – sometimes very thoughtfully and sometimes accidentally – in creating infrastructure for learning communities.
	www.dialogonleadership.org /Senge-1996.html (9416 words)

	The Thinking of Peter Senge (Site not responding. Last check: 2007-10-04)
		Senge here emphasizes the fact that all of us do not at any time see all of the reality that is around us.
		This is the term that Senge uses the balance between putting forth what we really believe in and - at the same time - being open to the ideas of others by inquiry.
		Senge shared a useful technique for becoming more conscious of your presuppositions in conversations and delving more deeply into your mental models.
	www.faithmaps.org /SengeThinking.htm (2607 words)

	Society for Organizational Learning
		PETER M. SENGE, Ph.D. Peter M. Senge is a Senior Lecturer at the Massachusetts Institute of Technology.
		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.
		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.
	www.solonline.org /com/peo/psenge.html (406 words)

	Gulf Society for Organizational Learning :: Welcome
		Peter M. Senge Ph.D was named a "Strategist of the Century" by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999).
		While he has studied how firms and organizations develop adaptive capabilities for many years at Massachusetts Institute of Technology(MIT), it was Peter Senge’s 1990 book The Fifth Discipline that brought him firmly into the limelight and popularized the concept of the ‘learning organization'.
		According to Dr. Senge human values are the conerstone of the workplace.
	www.gulfsol.org /featured/Hawar_Dialogue/Bio_Peter.asp (210 words)

	Management Gurus and Heros : Senge Peter - Free help for you to learn about Management Gurus and Heros : Senge Peter
		By Peter Senge and Fred Kofman - Published in Organizational Dynamics this article by Senge deals with the notions of committment and community with respect to the learning organization.
		By Peter Senge - Within the context of discussing learning organizations Senge presents information about the six learning disabilities and how the five disciplines can help.
		By Peter Senge - Many innovative ideas fail to be translated into meaningful strategic actions because these ideas are often at odds with the mental models prevailing in an organization.
	workhelp.org /Management_Gurus_and_Heros/Senge_Peter (274 words)

	Society for Organizational Learning
		Peter M. Senge is the founding chairperson of SoL and a senior lecturer at the Massachusetts Institute of Technology.
		Senge is the author of The Fifth Discipline: the Art and Practice of the Learning Organization.
		Participation in Leadership Development Panel, Peter Senge at the 2nd SoL Research Greenhouse in Hartford, Connecticut, September 2001.
	www.solonline.org /aboutsol/who/Senge (270 words)

	Peter Senge and the Learning Organization (Site not responding. Last check: 2007-10-04)
		Peter M. Senge (1947-) was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999).
		Born in 1947, Peter Senge graduated with an engineering degree from Stanford and then went on to undertake a masters degree in social systems modeling at MIT (Massachusetts Institute of Technology) before completing his PhD in Management.
		One of the biggest problems with Peter Senge’s approach has nothing to do with the theory, its rightness, nor the way it is presented.
	www.weleadinlearning.org /msapr03.htm (6125 words)

	Dialogue from Peter Senge's Perspective (Site not responding. Last check: 2007-10-04)
		Senge looks at the "paradigm shifts" needed for an organization to become a learning organization, or an organization that learns collectively.
		Senge uses Bohm's work to define and examine such concepts as quantum theory, systems perspective, mental models, incoherent thought, and synergy as they are related to dialogue.
		Senge often says that "reflection and inquiry skills provide a foundation for dialogue" and that "dialogue that is grounded in reflection and inquiry skills is likely to be more reliable and less dependent on particulars of circumstance, such as the chemistry among team members" (Senge, p.
	www.soapboxorations.com /ddigest/senge.htm (489 words)

	Leader to Leader Institute Thought Leaders Forum: Peter M. Senge (Site not responding. Last check: 2007-10-04)
		Mission: To strengthen the leadership of the social sector
		Peter M. Senge is a senior lecturer at the Massachusetts Institute of Technology and chairman of the Society of Organizational Learning, a global community of corporations, researchers, and consultants dedicated to personal and institutional development.
		He is the author of the widely acclaimed The Fifth Discipline and, with Charlotte Roberts, Rick Ross, Bryan Smith and Art Kleiner, co-author of The Fifth Discipline Fieldbook.
	www.pfdf.org /leaderbooks/senge (168 words)

	Amazon.ca: The Fifth Discipline Fieldbook: Books: Peter M. Senge (Site not responding. Last check: 2007-10-04)
		Senge's best-selling The Fifth Discipline led Business Week to dub him the "new guru" of the corporate world; here he offers executives a step-by-step guide to building "learning organizations" of their own.
		According to Senge, "great teams are learning organizations - groups of people who, over time, enhance their capacity to create what they truly desire to create." (p.18) This book is really about creating and building great teams.
		Senge's second serving of the Learning Organization is filled with practical tips and real-life examples from companies and organizations that have embraced the teachings of the Learning Organization successfully.
	www.amazon.ca /Fifth-Discipline-Fieldbook-Peter-Senge/dp/0385472560 (1747 words)

	Smart Mobs: Peter Senge on awareness and environmental stewardship
		Posted by Gerrit Visser at 09:05 PM Sutainable development, collective awareness and ostensibly collaboration on a global scale was the topic of Peter Senge's presentation on ASTD 2004, held in Washington DC this week.
		For Senge collaboration is a necessity in order to confront problems which have grown too large and too complex for any one actor (nation, corporation, etc.) to handle alone.
		Senge is co-author of a new book - Presence: Human Purpose and the Field of the Future.
	www.smartmobs.com /archives/003245.html (188 words)

	Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization (New York: Currency Doubleday, ...
		Peter M. Senge, The Fifth Discipline: The Art and Practice of The Learning Organization (New York: Currency Doubleday, 1990), 371 p.
		Peter Senge's The Fifth Discipline is divided into five parts.
		Senge argues that systems thinking is needed more than ever because of the complexity of the interactions of today's world.
	home.nycap.rr.com /klarsen/learnorg/senge.html (1629 words)

	Moviefone: Movie Celebrities - Peter M. Senge: MAIN
		Senge is the founding chairperson of SoL and a senior lecturer at the Massachusetts Institute of Technology.
		Senge is a Senior Lecturer at the Massachusetts Institute of Technology.
		Senge is a senior lecturer at the Massachusetts Institute of Technology and chairman of the Society of Organizational Learning,...
	movies.aol.com /celebrity/main.adp?sid=278192 (237 words)

	Amazon.com: The Fifth Discipline: Books: Peter M. Senge (Site not responding. Last check: 2007-10-04)
		Peter Senge, founder of the Center for Organizational Learning at MIT's Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987.
		A director at MIT's Sloan School, Senge here proposes the "systems thinking" method to help a corporation to become a "learning organization," one that integrates at all personnel levels indifferently related company functions (sales, product design, etc.) to "expand the ability to produce." He describes requisite disciplines, of which systems-thinking is the fifth.
		As Senge explained, these men had a vision, but used the gap that existed between their vision and current reality to inspire their workers to achieve remarkable things.
	www.amazon.com /Fifth-Discipline-Peter-M-Senge/dp/0385260954 (2495 words)

	Amazon.co.uk: The Fifth Discipline: Art and Practice of the Learning Organization (Century Business): Books: Peter M. ... (Site not responding. Last check: 2007-10-04)
		Peter Senge, founder of the Centre for Organisational Learning at MIT's Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987.
		Senge proved the matchless worth of systems thinking, that is of treating thinking at its most fundamental level as a group learning experience.
		Senge definitively is an inspriring writer, and in that sense I did like th Fifth Discipline and the accompanying handbook.
	www.amazon.co.uk /Fifth-Discipline-Practice-Learning-Organization/dp/0712656871 (1850 words)

	An Interview with Peter Senge
		According to Peter, what any individual organization, whether a school or business, can do today to significantly break from the cultural mainstream is small.
		One reason, Senge explains, is that most of us erroneously believe that somebody—some senior leader or manager—must be controlling the organization's systems, which we ourselves feel overwhelmed by.
		Another idea that Senge believes is gradually eroding our identification with only those near to us is the need for collaborations among many stakeholders across organizations, societal sectors, and national boundaries to address important challenges.
	www.pegasuscom.com /levpoints/sengeint.html (1246 words)

	Peter Senge
		Systems thinking, which he calls The Fifth Discipline, the title of a highly influential book, is one of the marks of such an organisation.
		But Senge hasn't stopped at articulating the need for organisations to learn how to learn.
		For all its stimulating drills and exercises and diagrams, Senge and Co's prescription differs not at all from the standard guru model of the participative, collaborative, two-way talkative company.
	www.thinkingmanagers.com /management/peter-senge.php (1288 words)

	Premier 100: Peter Senge on information, knowledge and learning
		Senge wrote the widely acclaimed book, The Fifth Discipline: The Art and Practice of the Learning Organization (Currency, 1994), and he was recently co-author of Presence: Human Purpose and the Field of the Future (Sol, 2004).
		Senge said the model of learning most people use was instilled in the classroom years ago and is all about getting right or wrong answers.
		Senge is also the founding chairman of the Society for Organizational Learning, a global community of corporations, researchers and consultants he said is committed "to increase our capacity to collectively realize our highest aspirations and productively resolve our differences" through the mutual development of people and institutions.
	www.computerworld.com /managementtopics/management/story/0,10801,100260,00.html?source=x10 (1436 words)

Try your search on: Qwika (all wikis)