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.
Power in organizations is the capacity generated by relationships. It is an energy that comes into existence through relationships.
When error holds so much power, play disappears. Creativity ceases.
Our growing addiction to the Internet is impairing precious human capacities such as memory, concentration, pattern recognition, meaning-making, and intimacy. We are becoming more restless, more impatient, more demanding, and more insatiable, even as we become more connected and creative. We are rapidly losing the ability to think long about any- thing, even those issues we care about. We flit, moving restlessly from one link to another.
You can’t hate someone whose story you know.
All social change begins with a conversation.
Listening is such a simple act. It requires us to be present, and that takes practice, but we don't have to do anything else. We don't have to advise, or coach, or sound wise. We just have to be willing to sit there and listen.
The future cannot be determined. It can only be experienced as it occurring. Life doesn't know what it will be until it notices what it has become.
Let's just keep asking ourselves this question: 'Is what I'm about to do strengthening the web of connections, or is it weakening it?'
Power is the capacity to generate relationships.
Disorder can play a critical role in giving birth to new, higher forms of order.
Who you are depends on who you meet.
We need to move from the leader as hero, to the leader as host.
Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.
Passion mutates into procedures, into rules and roles. Instead of purpose, we focus on policies. Instead of being free to create, we impose constraints that squeeze the life out of us.
Life doesn't move in straight lines, and neither does a good conversation.
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
The things we fear most in organizations - fluctuations, disturbances, imbalances - are the primary sources of creativity.
Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.
Whatever life we have experienced, if we can tell our story to someone who listens, we find it easier to deal with our circumstances.
I believe that the capacity that any organization needs is for leadership to appear anywhere it is needed, when it is needed.
A leader these days needs to be a host - one who convenes diversity; who convenes all viewpoints in creative processes where our mutual intelligence can come forth.
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
Thinking is always dangerous to the status quo. [...] The moment you start thinking, you'll want to change something.
We know from science that nothing in the universe exists as an isolated or independent entity.
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