Sublime

Top leadership: The founder or top leader (let’s call him the CEO for lack of a better term) must have integrated a worldview and psychological development consistent with the Teal developmental level.

Peter Drucker, America’s management and leadership guru for the past forty years, has said that the primary job of a leader is to manage his or her energy. When you think of all the things a

Many of the practices most conducive to developing one’s own personal mastery—developing a more systemic worldview, learning how to reflect on tacit assumptions, expressing one’s vision and listening to others’ visions, and joint inquiry into different people’s views of current reality—are embedded in the disciplines for building learning organizat

Systems Thinking.

times you become aware that a field of competence and learning exists—enhancing and reinforcing people’s efforts. A “field,” in this case, is an unseen pattern of structure that is nonetheless real enough to influence behavior.

both personal and organisational

Mastering the systems archetypes starts an organization on the path of putting the systems perspective into practice. It is not enough to espouse systems thinking, to say, “We must look at the big picture and take the long-term view.” It is not enough to appreciate basic systems principles, as expressed in the laws of the fifth discipline (Chapter

the most accurate and helpful image of leadership is not a top-down one, but one in which the leader is a “resonant and responsive node in a dynamic network or field of energy and an agent of emergent possibility.”

And no manager at any level can expect to succeed without the skill set of an organizational engineer.