Richard Pascale Quotes

• People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.

  Richard Pascale

  Thinking, People, Acting

  Richard Pascale, Mark Milleman, Linda Gioja (2001). “Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business”, p.229, Crown Business

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• Knowledge does not advance practice. Rather practice advances knowledge.

  Richard Pascale

  Learning, Knowledge, Practice

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• Nothing fails like success.

  Richard Pascale

  Inspirational, Life, Motivational

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• Great companies make meaning. A company has a name, but its people give it meaning.

  Richard Pascale

  Names, People, Giving

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• Leadership is making happen what wouldn't happen anyway and this always entails working at the edge of what is acceptable

  Richard Pascale

  Happens, Acceptable, Edges

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• Organizations are, in the last analysis, interactions among people.

  Richard Pascale

  Organization, People, Analysis

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• The inherent preferences of organizations are clarity, certainty and perfection. The inherent nature of human relationships involves ambiguity, uncertainty, and imperfection. How one honors, balances, and integrates the needs of both is the real trick of feedback.

  Richard Pascale

  Inspirational, Educational, Real

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• Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the social system they evaporate.

  Richard Pascale

  Communication, Learning, Knowledge

  Richard Pascale, Jerry Sternin, Monique Sternin (2013). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.120, Harvard Business Press

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• Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the brain but not metabolized into action. The learning we call intuition, know-how and common sense gets into the blood stream through osmosis. It is shaped by social context.

  Richard Pascale

  War, Knowledge, Learning

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.146, Harvard Business Press

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• Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph and "solutions" often point to deeper problems. In social life, as in nature, we are walking on a trampoline. Every inroad reconfigures the environment we tread on.

  Richard Pascale

  Learning, Heart, Knowledge

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.192, Harvard Business Press

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• Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff - results - as long as the music lasts. But ... all that streamlining and re-engineering limits diversity, suppresses self-organization ... and curtails a bottom up emergent response to disruptive change.

  Richard Pascale

  Knowledge, Learning, Names

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• The incremental approach to change is effective when what you want is more of what you've already got.

  Richard Pascale

  Change, Want, What You Want

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• Harnessing adversity is a discipline tailored to a world of unpredictable outcomes--a world where one can disturb, but not wholly direct, a living system. Because the unexpected--adversity--is guaranteed, this discipline is about routinely making lemons into lemon meringue pie.

  Richard Pascale

  Adversity, Pie, Discipline

  Richard Pascale, Mark Milleman, Linda Gioja (2001). “Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business”, p.276, Crown Business

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• Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably evokes the immune rejection response.

  Richard Pascale

  Learning, Knowledge, Discovery

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.112, Harvard Business Press

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• The real objective isn't just "knowledge" or getting an 80-20 understanding of the situation. The overriding objective is engagement, creating a buzz, mobilizing people to take action.

  Richard Pascale

  Real, Learning, Knowledge

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.162, Harvard Business Press

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