New insights fail to get put into practice because they conflict with deeply held internal images of how … - Peter Senge

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Were we perfectly acquainted with the object, we should never passionately desire it.

Peter Senge

New insights fail to get put into practice because they conflict with deeply held internal images of how the world works. . . images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations.

Thinking, Practice, Organization, Ways, Conflict, Mental

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People with a high level of personal mastery are able to consistently realize the results that matter most deeply to them-in effect, they approach their life as an artist would approach a work of art. The do that by becoming committed to their own lifelong learning.

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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.

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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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The capacity of a human community to shape it's future.

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The systems perspective tells us that we must look beyond individual mistakes or bad luck to understand important problems.

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