Reflects on different qualities of mind that organizations can develop. Suggests that some previously muted ways of knowing – including more appreciation of interdependence, system patterns, contexts and emotions – are now being developed, expanding learning capacities. Argues that there are constraints on these developments because some changes are happening more in name than in practice, and because system resilience is maintaining preferences for control and action. Offers reformulated visions of leadership which might enhance organizational learning in the face of such restrictions; points to needs for congruence of approach and intention. Challenges traditional notions of leadership as hierarchical.
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