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!

Despite current ads and slogans, the world doesn't change one person at a time. It changes when networks of relationships form among people who share a common cause and vision of what's possible. This is good news for those of us intent on creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't need to convince large numbers of people to change; instead, we need to connect with kindred spirits. Through these relationships, we will develop the new knowledge, practices, courage and commitment that lead to broad-based change.

One of the great errors organizations make is shutting down what is a natural, life-enhancing process-chaos. We are terrified of chaos. As a manager, it signals failure. But if you move out of control and into an appreciation of natural order, you understand that the only way a system changes is when it is far from equilibrium, when it moves from the 'quiet' we treasure and is confronted with the choice to die or reorganize. And you can't reorganize to a higher level unless you risk the perils of the path through chaos.

Thinking is always dangerous to the status quo. [...] The moment you start thinking, you'll want to change something.

Thinking is the place where intelligent actions begin. We pause long enough to look more carefully at a situation, to see more of its character, to think about why it's happening, to notice how it's affecting us and others

Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.

We know from science that nothing in the universe exists as an isolated or independent entity.