We have created trouble for ourselves in organizations by confusing control with order.
From Margaret J. Wheatley
I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.
Our willingness to acknowledge that we only see half the picture creates the conditions that make us more attractive to others. The more sincerely we acknowledge our need for their different insights and perspectives, the more they will be magnetized to join us.
When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans.
Aggression is inherently destructive of relationships. People and ideologies are pitted against each other, believing that in order to survive, they must destroy the opposition.
Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.
The nature of the global business environment guarantees that no matter how hard we work to create a stable and healthy organisation, our organisation will continue to experience dramatic changes far beyond our control.
We know from science that nothing in the universe exists as an isolated or independent entity.
Thinking is the place where intelligent actions begin. We pause long enough to look more carefully at a situation, to see more of its character, to think about why it's happening, to notice how it's affecting us and others.
Too many problem-solving sessions become battlegrounds where decisions are made based on power rather than intelligence.
5 perspectives
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