Knowledge is constructed, not transferred

Few, if any, forces in human affairs are as powerful as shared vision.

Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.

Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing ‘patterns of change’ rather than static ‘snapshots.’

If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.

Personal mastery teaches us to choose. Choosing is a courageous act: picking the results and actions which you will make into your destiny.

When I look at efforts to create change in big companies over the past 10 years, I have to say that there's enough evidence of success to say that change is possible - and enough evidence of failure to say that it isn't likely. Both of those lessons are important.