Peter Senge Quotes

Don't raise your voice, improve your argument.

Great leaders don't rush to blame. They instinctively look for solutions.

I think that people have to reward those individuals who are prepared to work across the political aisle. I don't see any other way; if you don't talk to people with whom you disagree, you're never going to solve problems.

I've learned in most areas of my life, to bounce heated choices off other people. Co-workers, my agent, my wife, a sponsor, etc. A majority of the time, that keeps me on the right side of things.

I think my clients would tell you I'm a problem solver. I'm not there to agree with people. I'm there to articulate a point of view. Am I insistent and tenacious? Absolutely. I could not get this work done if I was not.

Leaders of the future will have to be visionary and be able to bring people in - real communicators. These are things that women bring to leadership and executive positions, and it's going to be incredibly valuable and incredibly in demand.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

Too many problem-solving sessions become battlegrounds where decisions are made based on power rather than intelligence.

We experience problem-solving sessions as war zones, we view competing ideas as enemies, and we use problems as weapons to blame and defeat opposition forces. No wonder we can't come up with real lasting solutions!

Logic can become enormously difficult, and it would undoubtedly be well to produce more assurance in its use.

Usually, you can figure out where a person's mistakes came from if you ask them the genesis of their thought process: 'Why did you do it this way?' As opposed to telling them they did it the wrong way. Understanding their thought process will ultimately help you be able to communicate with them and navigate around them.

I always try to stay methodical and logical with everything I do, playing cricket and making decisions.

I tend to solicit opinions from all those around me. I like to hear opinions and the rationale behind it from everybody in the room. Perhaps it's the result of going to law school and using the Socratic method.

What I want is a clash of ideas, not opinions.

If you are trying to get people to work on a problem together, it's best if they don't know where you, as the supervisor/manager, stand on the question.

The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.

Do you know that one of the great problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas.

Successful leaders are great askers

That's all managing is: just coming up with the right questions and getting the right answers.

Most people believe that great leaders are distinguished by their ability to give compelling answers. This profound book shatters that assumption, showing that the more vital skill is asking the right questions…. Berger poses many fascinating questions, including this one: What if companies had mission questions rather than mission statements? This is a book everyone ought to read—without question.

The best thing that I learned from the best directors that I worked with is that the best answer wins. They are ego-less when it comes to doing the most important thing.

We must rely less on spreadsheets and funding formulas and more on common sense.

My father always used to say, "Don't raise your voice. Improve your argument."

Talk about rationality can get very confusing unless the things with which rationality deals are also included.

How can you have a reasonable debate with people who are constantly changing the panic? They are moving the panic to a greater wave of hysteria?