Quotes About Organization

we start formal organizations when it's cheaper than leading a tribe instead. Having employees, for example, gives you a tight interaction of communication and output that used to be difficult to accomplish from a less formal tribe.

Given that leaders can appear anywhere in an organization, it seems to me that the job of senior management is to find them and support them. Leaders have tribes of their own, and someone needs to lead those tribes.

As a general rule, managers don't like deviants. By definition, deviance from established standards is a failure for a manager working to deliver on spec. So, most of the time, most managers work hard to stamp out deviance (and the deviants who create it).

The entire organization works for and with the marketer, because marketing is all of it. What we make, how we make it, who we make it for. It is the effects and the side effects, the pricing and the profit, all at once.

Dac? vrei s? faci o schimbare, începe prin a crea o cultur?. Începe prin a organiza un grup unit. Începe prin a face oamenii s? se sincronizeze.

If you actually work for an organization that insists you be mediocre, that enforces conformity in all its employees, why stay? What are you building? The work can't possibly be enjoyable or challenging, your skills aren't increasing, and your value in the marketplace decreases each day you stay there. And if history is a guide, your job there isn't as stable as you think, because average companies making average products for average people are under huge strain.

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The organization gets extremely efficient at producing a certain output a certain way . . . and then competition or change or technology arrives and the old rules aren't particularly useful, the old efficiencies not so profitable.

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.

Crowds and Tribes Two different things: A crowd is a tribe without a leader. A crowd is a tribe without communication. Most organizations spend their time marketing to the crowd. Smart organizations assemble the tribe. Crowds are interesting, and they can create all sorts of worthwhile artifacts and market effects. But tribes are longer lasting and more effective.

We need original thinkers, provocateurs, and people who care. We need marketers who can lead, salespeople able to risk making a human connection, passionate change makers willing to be shunned if it is necessary for them to make a point. Every organization needs a linchpin, the one person who can bring it together and make a difference. Some organizations haven't realized this yet, or haven't articulated it, but we need artists.

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.

We can schedule for it. Thursday, April 3rd, 3:05…start something. We can train for it, plan for it, announce it, and even hire for it. If initiating is as essential to the modern organization as it appears, we better be doing all of that and more.

factories are efficient. Starting a factory and filling it with factory workers is a good way to make a profit. By "factory," I don't necessarily mean a place with heavy machinery, greasy floors, and a din. I mean any organization that cranks out a product or a service, does it with measurable output, and tries to reduce costs as it goes. I mean any job where your boss tells you what to do and how to do it.

I'd like to paraphrase the Peter Principle. I think what actually happens is that "in every organization everyone rises to the level at which they become paralyzed with fear." The

Discomfort brings engagement and change. Discomfort means you're doing something that others were unlikely to do, because they're busy hiding out in the comfortable zone. When your uncomfortable actions lead to success, the organization rewards you and brings you back for more.

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 shelf number for the book would be inked in beside it, but each shelf contained about fifty books, so you had to hang there on the ladder and read every spine of every one until you came across yours. Let it be said that nothing was ever accomplished in haste at Iverson.

Kadang sebuah kelompok kurang cerdas dibanding seorang individu. Lihat saja orang-orang: satu persatu mereka bisa sangat pintar, tapi gabungkan mereka dalam satu kelompok yang tidak terorganisir bisa menimbulkan huru-hara, terutama jika ada insiden yang menghasut. Di lain kesempatan sebuah kelompok menunjukkan perilaku yang lebih pintar daripada seorang individu, seperti yang terjadi di sini dengan para semuat atau sekawanan lebah.

1. Replace upstairs hall bathroom lightbulb. 2. Get online and research Ferragamo shoes, then email someone named Kell to see if he could convert Ferragamos into weapons. 3. Order a replacement coat for the one that was torn. (see closet for coat) Make sure it matches exactly. 4. Wash Cars. 5. Take out trash for Rosa 6. Most important, don't bitch.

I live a very balanced life. I am very good at delegating responsibilities.

It seemed to me that I should have a desk, even though I had no real need for a desk. I was afraid that if I had no desk in my room my life would seem too haphazard.

I had no monarch in my life, and cannot rule myself; and when I try to organize, my little force explodes and leaves me bare and charred.

Science is organized knowledge. Wisdom is organized life. Football is four 15-minute quarters. Plus timeouts and commercials.