We learn together in teams. This involves a shift from a spirit of advocacy to a spirit of enquiry.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

One possibility for difficulties innovating is that most people really donÕt care about innovation.

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.

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

Many in positions of authority lack the capabilities to truly lead. They are not credible. They do not command genuine respect. They are not committed to serve. They are not continually learning and growing. They are not wise.

Courage is simply doing whatever is needed in pursuit of the vision