Archive for the ‘Tsitaadid’ Category

Brilliant question

Asking the brilliant question is more important than providing the brilliant idea. Soxiam

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The most dangerous way to lose time

The most dangerous way to lose time is not to spend it having fun, but to spend it doing fake work. Paul Graham

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We train the diversity out of people

Despite all the rhetoric to the contrary, companies often put more effort into training the diversity out of people, through programs that indoctrinate employees in the “one best way”, than they do into bringing fresh ideas into the company. Gary Hamel in The Future of Management

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Engineers And Druids

There are two kinds of fools: one who says this is old and therefore good, and the other who says this is new and therefore better. The argument between the two is as old as humanity itself, but technology’s relentless exponential advance has made the divide deeper and more contentious than ever. My greatest fear […]

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Five hundred years ago

Five hundred years ago technologies were not doubling in power and halving in price every 18 months. Waterwheels were not becoming cheaper every year. A hammer was not easier to use from one decade to next. Iron was not increasing in strength. The yield of corn seed varied by the season’s climate, instead of bettering […]

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What Needs to Be Explained?

We continue to find it amazingly difficult to understand and justify much of what we observe and experience in our organizational life. Too much seems to be “bureaucratic,” “political,” or just plain “irrational.” People in positions of authority, especially our immediate bosses, often frustrate us or act incomprehensibly, and those we consider the “leaders” of […]

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Management, emotion and reason

Few management books deal with the relationship between emotion and reason. Typically writings have been about the roles of either reason or emotion, not about how they interact with each other. If the interaction is discussed at all, the conclusions are often negative, denigrating the role of emotion. Emotion is seen as the opposite of […]

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We are failing to understand why we are failing

We are failing to understand why we are failing. All of these problems have a single, little noticed root cause: We have been living off low-hanging fruit for at least three hundred years. … Yet during the last forty years, that low-hanging fruit started disappearing, and we started pretending it was still there. We have […]

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I’m not a futurist

I’m not a futurist. I only describe the present to the 98% of people who are not there yet. Richard Thieme, technology expert

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Meil ei ole talentide puudust

Meil ei napi talente, vaid ettevõtteid, mille heaks talendid soovivad töötada. There’s no talent shortage, only a shortage of companies that talent wants to work for. Bob Marshall via twitter ____________ Samal teemal: Talendikõrb või sundkuivendamine? Kas juhime talente või karjatame lambaid?

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Kas ületad juhina töötajate ootusi?

Sul pole mõtet loota, et sinu töötajad ületaksid sinu klientide ootusi, kui sa ei ületa oma töötajate ootusi juhtimise suhtes. You can’t expect your employees to exceed the expectations of your customers if you don’t exceed the employees’ expectations of management. Howard Schultz, Starbucks

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Margaret Wheatley on Information

Why is there such an epidemic of “poor communications” within organizations? In every one I’ve worked in, employees have ranked it right at the top of major issues. Asking them [employees] to identify smaller, more specific problems was pushing them in exactly the wrong direction, because the real problems were big—bigger than anything I imagined. […]

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I don’t give a shit what you think

When I wrote Kitchen Confidential my business model was, “I Don’t Give a Shit,” and I’m trying very hard to keep that as my operating business model. I never, ever think, what will they like, what do they expect, what should I do next. The business model is to not be full of shit, that’s […]

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Doing nothing is better

Doing nothing is better than being busy doing nothing. Hiina filosoof Lao Tzu

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Miks juhtimist ei saa õpetada?

Whartoni Ülikooli emeriitprofessor Russell Lincoln Ackoff (1919 – 2009) oli Ameerika organisatsiooniteoreetik ja konsultant. Teda loetakse süsteemse mõtlemise ja juhtimisteaduse üheks pioneeriks. Muuhulgas iseloomustas Ackoffi väga skeptiline suhtumine juhtimises valitsevasse guru-kultusesse. Tema arvates mõjub igasuguste juhtimistarkade imetlemine halvasti inimeste enda mõtlemisele. “Olles guru, toodad sa jüngreid ja doktriini. Kui sa oled guru jünger, aktsepteerid sa […]

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