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If you want others to redefine what you do and who you are within organizational boundaries, then you have to be able to redefine yourself.

…mentors are all around you. It’s not necessarily your boss or even someone in your business. Mentoring is a nonhierarchical activity that transcends careers and can cross all organizational levels.

Like a vortex, small gaps between executives high up in an organization become major discrepancies by the time they reach employees below.

Rethinking is not just an individual skill. It’s a collective capability, and it depends heavily on an organization’s culture.

Evidence shows that in learning cultures, organizations innovate more and make fewer mistakes.

…changing the culture of an entire organization is daunting, while changing the culture of a team is more feasible.

Organizational learning should be an ongoing activity, but best practices imply it has reached an endpoint. We might be better off looking for better practices.

In too many organizations, leaders look for guarantees that the results will be favorable before testing or investing in something new.

…the economy is increasingly based not on financial capital but on human capital, and how the abilities of the people in an organization… determine an enterprise’s success or failure.

…[there’s] a tension every organization must deal with in order to become more successful.