Martin

“The artistry of dialogue lies in experiencing the flow of meaning and seeing the one thing that needs to be said now. Like the Quakers, who enjoin members to say not simply whatever pops into their heads but only those thoughts that are compelling (and which cause the speaker to quake from the need to speak them),”
― Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization

“Fragmentation, or making learning an “add-on” to people’s regular work, has probably limited more organizational learning initiatives than any other factor.”
― Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization

“Without effective local line leaders, new ideas—no matter how compelling—do not get translated into action, and the intentions behind change initiatives from the top can easily be thwarted. Network”
― Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization

“Individual learning, at some level, is irrelevant for organizational learning. Individuals learn all the time and yet there is no organizational learning. But if teams learn, they become a microcosm for learning throughout the organization. Insights gained are put into action. Skills developed can propagate to other individuals and to other teams (although there is no guarantee that they will propagate). The team’s accomplishments can set the tone and establish a standard for learning together for the larger organization. Within”
― Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization