Quotes About Organization

The challenge is not to manage time, but to manage ourselves.

Have a time and place for everything, and do everything in its time and place, and you will not only accomplish more, but have far more leisure than those who are always hurrying.

Time management is only a set of skills and tools to help us more efficiently control the eventsour our lives.

I am a comfortable sort of person when alone, and found no difficulty in passing this time profitably. Being very orderly, as you must have remarked, I have everything at hand for making myself a cup of tea at any time of day or night;

wine stores should organize their bottles not by origin and varietal but by alcohol content and intensity of flavor

clutter and mess show us that life is being lived. Clutter is wonderfully fertile ground—you can still discover new treasures under all those piles, clean things up, edit things out, fix things, get a grip.

Rose had a kitchen that was so completely alphabetized, you'd find the allspice next to the ant poison. She was a fine one to talk about the Leary men.

As much as he hated the travel, he loved the writing—the virtuous delights of organizing a disorganized country, stripping away the inessential and the second-rate, classifying all that remained in neat, terse paragraphs. He cribbed from other guidebooks, seizing small kernels of value and discarding the rest.

While the train racketed along, he sorted his currency into envelopes that he'd brought from home—each envelope clearly marked with a different denomination. (No fumbling with unfamiliar coins, no peering at misleading imprints, if you separate and classify foreign money ahead of time.)

A schedule defends from chaos and whim. A net for catching days.

The central problem for human freedom is that groups that are well organized enough to defend themselves against others are well organized enough to oppress their own. Power is so readily abused that one could almost say that its concentration is antithetical to freedom.

The central problem for human freedom is that groups that are well organized enough to defend themselves against others are well organized enough to oppress their own.

Explaining his filing system to capo George Zappola, Casso noted that he catalogued top-notch car thieves under the letter C. Gaspipe's sharp wit deflated Zappola when he asked for his classification. "Under U for useless.

Anatomy of a Movement Senator Bill Bradley defines a movement as having three elements: (1) A narrative that tells a story about who we are and the future we're trying to build. (2) A connection between and among the leader and the tribe. (3) Something to do - the fewer limits the better. Too often organizations fail to do anything but the third.

in every organization everyone rises to the level at which they become paralyzed with fear.

In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.

When your organization becomes more human, more remarkable, faster on its feet, and more likely to connect directly with customers, it becomes indispensable. The very thing that made your employee a linchpin makes YOU a linchpin.

The thermostat, on the other hand, manages to change the environment in sync with the outside world. Every organization needs at least one thermostat. These are leaders who can create change in response to the outside world, and do it consistently over time.

The typical factory-centric organization places a premium on not-wrong, and spends no time at all weeding out those who don't start. In the networked economy, the innovation-focused organization has no choice but to obsess about those who don't start. Today, not starting is far, far worse than being wrong. If you start, you've got a shot at evolving and adjusting to turn your wrong into a right. But if you don't start, you never get a chance.

I define a factory as an organization that has figured it out, a place where people go to do what they're told and earn a paycheck.

1. Providing a unique interface between members of the organization 2. Delivering unique creativity 3. Managing a situation or organization of great complexity 4. Leading customers 5. Inspiring staff 6. Providing deep domain knowledge 7. Possessing a unique talent

A factory demands a compliant workforce in order to succeed. And so we've organized around this idea of compliance in all things—in school, in the foods we eat, in the way we respond to marketing. And it's a dead end.

The future of your organization depends on motivated human beings selflessly contributing unasked-for gifts of emotional labor.

Organizing around the average, then, is too expensive. Organizing around average means that the organization has exchanged the high productivity of exceptional performance for the ease and security of an endless parade of average performers. The