When there is genuine vision(as opposed to the all-too-familiar vision statement), people excel and learn, not because they are told to, but because they want to.

In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models - that is, they are responsible for learning.

The faster we go, the slower we need to be.

The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.

Structures of which we are unaware hold us prisoner.

Dialogue starts with the willingness to challenge our own thinking, to recognize that any certainty we have is, at best, a hypothesis about the world.

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.