If you have never failed at anything, then you haven't been trying hard enough, aren't very imaginative, or have had such extraordinarily good luck that you have come to believe you are invincible.
For good ideas and true innovation, you need human interaction, conflict, argument, debate.
Companies don't have ideas. Only people do. And what motivates people are the bonds of loyalty and trust they develop around each other.
I don't think you ever know anyone until you see them in action.
We know - intellectually - that confronting an issue is the only way to resolve it. But any resolution will disrupt the status quo. Given the choice between conflict and change on the one hand, and inertia on the other, the ostrich position can seem very attractive.
We have to see conflict as thinking and then get really good at it.
A fantastic model of collaboration: thinking partners who aren't echo chambers.
Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.
The healthiest companies are always characterized by organic talent development.
As long as they are well-intentioned, mistakes are not a matter for shame but for learning
A thinking partner who isn't an echo chamber... How many of us dare to have such collaborators?
Making those around you feel invisible is the opposite of leadership.
Huge open source organizations like Red Hat and Mozilla manage the collaboration of hundreds of people who don't know one another and have spent no time hanging around the water cooler.
The cell phone has become the adult's transitional object, replacing the toddler's teddy bear for comfort and a sense of belonging.
You cannot fix a problem that you refuse to acknowledge.
The biggest catastrophes that we've witnessed rarely come from information that is secret or hidden. It comes from information that is freely available and out there, but that we are willfully blind to.
As long as it (an issue) remains invisible, it is guaranteed to remain insoluble.
The truth won't set us free - until we develop the skills and the habit and the talent and the moral courage to use it.
[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.
Instead, we have found ourselves gasping for air in a sea of corruption, dysfunction, environmental degradation, waste, disenchantment and inequality—and the harder we compete, the more unequal we become.
On overnight flights, I have trained myself to get to sleep almost instantly after takeoff. I always listen to the same audiobook on my iPod so my brain knows, regardless of time zone, that that voice means it's time for bed.
If we aren't going to be afraid of conflict, we have to see it as thinking.
Noise is a buffer, more effective than cubicles or booth walls.
As a mother, I work hard every day and I expect that work to be recognized and appreciated. Because I work for and with human beings, sometimes they're grateful and sometimes they aren't.
I don't think a true company - one that builds sustainable value - can ever only exist online or remotely.
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