Quotes About Organization

thus, as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world. Combine this with another Druckerian truth: The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.

Resist the temptation to redesign seats on the bus to specific personalities (except for the exceptionally rare genius)

There are a number of tasks which are top-management tasks, not because top management is the "top"—that is, because it has the legal authority or the power—but because they are tasks that can be discharged only by people who are capable of seeing the whole business and of making decisions with respect to the whole business.

Both as unique event and as linked to others, an experience is thus more than a naked wish or a casual perception; it is an organization of passionate demands, persistent ways of seeing, and objective realities that will not be denied.

For an organization devoted to revolutionary holy war, the pre-9/11 al-Qaeda sometimes had the feel of an insurance company, albeit a heavily armed one.

When a change management fails, leadership change is brought in. A leadership change will always bring in change management

Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. As such, it is an essential cornerstone of the learning organization—the learning organization's spiritual foundation.

When people in organizations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. Moreover, when results are disappointing, it can be very difficult to know why. All you can do is assume that "someone screwed up.

To empower people in an unaligned organization can be counterproductive.

Generative learning cannot be sustained in an organization if people's thinking is dominated by short-term events. If we focus on events, the best we can ever do is predict an event before it happens so that we can react optimally. But we cannot learn to create.

To empower people in an unaligned organization can be counterproductive. If people do not share a common vision, and do not share common mental models about the business reality within which they operate, empowering people will only increase organizational stress and the burden of management to maintain coherence and direction.

You cannot have a learning organization without shared vision. Without a pull toward some goal which people truly want to achieve, the forces in support of the status quo can be overwhelming.

You cannot have a learning organization without shared vision. Without a pull toward some goal which people truly want to achieve, the forces in support of the status quo can be overwhelming. Vision establishes an overarching goal. The loftiness of the target compels new ways of thinking and acting.

Organizations intent on building shared visions continually encourage members to develop their personal visions.

Society for Organizational Learning (SoL) has brought me in touch with hundreds more such practitioners.

we must allow multiple visions to coexist, listening for the right course of action that transcends and unifies all our individual visions. As one highly successful CEO expressed it: "My job, fundamentally, is listening to what the organization is trying to say, and them making sure that it is forcefully articulated.

It's just not possible any longer to figure it out from the top, and have everyone else following the orders of the "grand strategist." The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.

leaders' work as teachers often starts with their recognition of an important capacity that is lacking in an organization.

learning organization"—an organization that is continually expanding its capacity to create its future.

Georgina are our two consultation advisers, counsellors, then there's Dr Alex Lukas, the medical director, and Nurse Louise Griffiths.' 'What's Julian Harwood's role?' 'Mr Harwood? He's managing director of the whole group. But we never see him. I mean, he

If your house is an overstuffed mess, I've learned that more often than not, it's a warning sign that you have some type of trouble—large or small—in your mental and emotional well-being. In turn, a chaotic home that leaves little room for you and the other people inside can threaten your mental and physical health.

Our homes become like photo albums of the past. But these "photos" aren't images that take up little space in a photo album or zero physical space on a computer. They're items of furniture and wood carvings and cars and blankets and clothes. These memory objects can take up lots of room in your home. This is space you can't fill with useful, functional items or new memory-associated items.

These cluttered surfaces become a highly visible contributor to household messiness. That creates two problems: ?When these areas are cluttered, your home is cluttered. ?When items pile up on these spaces, you can't use them for their intended purpose. So a fundamental rule in home organization is that you have to keep flat surfaces clear and uncluttered. This will immediately create a more open and welcoming space.

Your first step in decluttering them is to ask yourself "How do I want these horizontal surfaces to make my life easier?" (Rather than "What do I want to put here?")