Quotes About Organizations

That the more authoritarian organizations survive and prevail goes generally unnoticed because people focus on the objectives of organizations, which are many and varied, rather than on their structures, which lend to be similar.

It seems to me that women have made an awful lot of progress, but they probably remain underrepresented at the highest levels of most organizations, for a variety of reasons. And it's probably going to take a long time to change that.

We are aware that many national farm organizations are putting forth various plans to provide both short- and long-term relief to our nation's agricultural producers. While we believe long-term solutions are essential, the current situation demands a more immediate response.

As you might imagine, I'm approached by lots of organizations and lots of people who want me to support their various charitable efforts in some way. And I look at those requests, and I basically try to do what I can.

And though various organizations in America and England collected money and sent food parcels to these refugees, nothing was ever received by the Spanish.

Fighting the Taliban and the various radical organizations on the front lines is like adding a Band-Aid to a cut, it may stop the bleeding but unless you clean it with antiseptic, the germs stay and multiply.

I have a passion for animals and spend a lot of my spare time working with various organizations here in Toronto.

I am but one member of a vast team made up of many organizations, officials, thousands of scientists, and millions of farmers - mostly small and humble - who for many years have been fighting a quiet, oftentimes losing war on the food production front.

The tendency for organizations to place too much value on people who seem smart and who talk a lot, and too little value on people who do smart things and get a lot of things done, is exacerbated by the way that MBAs and executives are taught and by the methods used in most management consulting firms.

In big companies, there's always going to be more politics and less scope for individual decisions. But seeing what startups are really like will at least show other organizations what to aim for. The time may soon be coming when instead of startups trying to seem more corporate, corporations will try to seem more like startups. That would be a good thing.

I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.

I have found a beautiful summary of the way I work with organisations, and the values I seek to amplify.

Organizations should try to find out if their learning programs actually work.

When civil society languishes, when the life of organizations and voluntary associations is curtailed, then sooner or later political parties will begin to languish as well, until, ultimately, they become degenerate ghettos whose only purpose is to elevate their members into positions of power.

Treaties, agreements and organizations to help settle disputes may be necessary, but they often favor the interests of business over citizens.

Corporations are not in business to be social-welfare organizations; they are there to make money.

Organizations can't change their culture unless individual employees change their behavior—and changing behavior is hard.

Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.

All organizations must be capable of change. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. Those tests and yardsticks will be quite different.

That is why the discipline of managing mental models—surfacing, testing, and improving our internal pictures of how the world works—promises to be a major breakthrough for building learning organizations.

Organizations learn only through individuals who learn.

Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions. The most critical decisions made in organizations have systemwide consequences that stretch over years or decades.

Learning organizations are possible because, deep down, we are all learners. No one has to teach an infant to learn. In fact, no one has to teach infants anything. They are intrinsically inquisitive, masterful learners who learn to walk, speak, and pretty much run their households all on their own.

Herein lies the core learning dilemma that confronts organizations: we learn best from experience but we never directly experience the consequences of many of our most important decisions.