If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.

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.

A learning organization is an organization that is continually expanding its capacity to create its future.

By using the systems archetypes we can learn how to “structure” the details into a coherent picture of the forces at play.

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.

Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the world around us.

In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.