Quotes About Organizations

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

Nearly all the laws which were originally framed with the intention of benefiting the workers, have either turned into weapons in their enemies' hands, or become dead letters, unless the workers through their organizations have directly enforced the observance. So that in the end, it is direct action that has to be relied on anyway.

political life came to be dominated by a pattern of interest-group politics that the era's political scientists came to call "pluralist," a form of democracy marked more by competition among organizations and lobbyists than by a sense of the public interest.

In America today, there are over 1.1 million nonprofit organizations, and almost all are 501(c)(3)s. There are about 370,000 churches. Just twenty years ago, in 1995, there were 500,000 active 501(c)(3)s and about 370,000 churches. What these numbers show is that in twenty years the competition has nearly doubled. Each year finds the number of nonprofits in America growing.

Organizations and nations are historically much more likely to prosper if they welcome dissent and promote openness.

We have a place in our brain that's always worried about what people think of us, especially higher-ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.

We have a place in our brain that's always worried about what people think of us, especially higher ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.

My hope was that organizations would start including this range of skills in their training programs - in other words, offer an adult education in social and emotional intelligence.

Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

In fact, the business school professors suggest they should come with their own warning label: Goals may cause systematic problems for organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased intrinsic motivation. Use care when applying goals in your organization.

A world of flat organizations and tumultuous business conditions—and that's our world—punishes fixed skills and prizes elastic ones.

There's a big movement out there that is not yet recognized as a movement," a lawyer who specializes in for-benefit organizations told The New York Times.6 One reason could be that traditional businesses are profit maximizers, which square perfectly with Motivation 2.0. These new entities are purpose maximizers—which are unsuited to this older operating system because they flout its very principles.

Storytelling doesn't replace analytical thinking," he says. "It supplements it by enabling us to imagine new perspectives and new worlds…. Abstract analysis is easier to understand when seen through the lens of a well-chosen story."5 Now Denning is spreading his message—and telling his story—to organizations worldwide.

two types of business organizations—profit and nonprofit.

two types of business organizations—profit and nonprofit. One makes money, the other does good.

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

However, optimism is highly valued, socially and in the market; people and firms reward the providers of dangerously misleading information more than they reward truth tellers. One of the lessons of the financial crisis that led to the Great Recession is that there are periods in which competition, among experts and among organizations, creates powerful forces that favor a collective blindness to risk and uncertainty.

Most organizations prefer consensus and harmony over dissent and conflict. The procedures in place often seem expressly designed to minimize the frequency of exposure to actual disagreements and, when such disagreements happen, to explain them away.

An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want. Extreme uncertainty is paralyzing under dangerous circumstances, and the admission that one is merely guessing is especially unacceptable when the stakes are high. Acting on pretended knowledge is often the preferred solution.

Part of what's interesting about the 'Star Wars' world is, villains are complex, obviously, and they occupy, as in life, different roles within different organizations.

Our suspicions are being confirmed that Nashi will serve as a cover for storm brigades that will use violence against democratic organisations.

As the Homeland faces evolving threats from natural disasters, violent opportunists, malign cyber actors, and transnational criminal organizations, the mission of DHS is as critical as ever.

We support about 5,000 non-governmental organizations (NGOs) with software, training, and technical support. We provide our software at virtually no cost to them, and they're lighting up the world with what they do.

Political as well as religious cults can be distinguished from legitimate organizations by their use of doublethink. Though political cults espouse extremist ideologies, not extremist theologies, operationally they are virtually identical to religious cults, and they also go to great lengths to control the vocabularies of their members.