If no one is pissed-off with you then you are dead but just haven't figured it out yet.
The greater the scientist, the more he is impressed with his ignorance of reality, and the more he realizes that his laws and labels, descriptions and definitions, are the products of his own thought. They help him to use the world for purposes of his own devising rather than understand and explain it.
I have to tell it again and again: I have no doctrine. I only point out something. I point out reality, I point out something in reality which has not or too little been seen. I take him who listens to me at his hand and lead him to the window. I push open the window and point outside. I have no doctrine, I carry on a dialogue.
Beliefs: Those things we hold to be true despite evidence to the contrary.
In the perspective of every person lies a lens through which we may better understand ourselves.
Consider prejudice. Once a person begins to accept a stereotype of a particular group, that "thought" becomes an active agent, "participating" in shaping how he or she interacts with another person who falls in that stereotyped class. In turn, the tone of their interaction influences the other person's behaviour. The prejudiced person can't see how his prejudice shapes what he "sees" and how he acts. In some sense, if he did, he would no longer be prejudiced. To operate, the "thought" of prejudice must remain hidden to its holder
All perception of truth is the detection of an analogy.
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
Not only do we as individuals get locked into single-minded views, but we also reinforce these views for each other until the culture itself suffers the same mindlessness.
Problems only exist in the human mind.
The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
Business is a conversation because the defining work of business is conversation - literally. And 'knowledge workers' are simply those people whose job consists of having interesting conversations.
You can't manage knowledge.Knowledge is between two ears and only between two ears.
I think these things social networks are going to have some legs,and yet there's a faddishness, a faddish nature about anything that basically appeals to younger people.
The important question is whether [a theory] is true, not whether envisioning an alternative is too intellectually painful to bear.
Learning is all about connections, and through our connections with unique people we are able to gain a true understanding of the world around us.
Something fundamental changes when people begin to ask questions together. The questions create more of a learning conversation than the normal stale debate about problems.
The world does not need a better definition of issues, or better planning or project management. It needs the issues and the plans to have more of an impact, which is the promise of engagement.
The only way someone can be of help to you is in challenging your ideas.
To be committed means you are willing to make a promise with no exception of return.
Advice is unfriendly to learning, especially when it is sought. Most of the time when people seek advice, they just want to be heard. Advice at best stops the conversation, definitely inhibits learning, and at worst claims dominance.
We must establish a personal connection with each other. Connection before content. Without relatedness, no work can occur.
In the knowledge economy everyone is a volunteer, but we have trained our managers to manage conscripts.
In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.
Whereas young people become accomplished in geometry and mathematics, and wise within these limits, prudent young people do not seem to be found. The reason is that prudence is concerned with particulars as well as universals, and particulars become known from experience, but a young person lacks experience, since some length of time is needed to produce it.
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