You cannot have a learning organisation without a shared vision...A shared vision provides a compass to keep learning on course when stress develops.

Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.

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

Business and human endeavors are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.

The capacity of a human community to shape it's future.

The easy way out usually leads back in.

New insights fail to get put into practice because they conflict with deeply held internal images of how the world works...images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations.