Margaret J. Wheatley Zitate auf Englisch

Zitat des Tages von Margaret J. Wheatley:

Aggression is the most common behavior used by many organizations, a nearly invisible medium that influences all decisions and actions.

I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.

Margaret J. Wheatley

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.

Margaret J. Wheatley

In this present culture, we need to find the means to work and live together with less aggression if we are to resolve the serious problems that afflict and impede us.

Margaret J. Wheatley

Yet we act as if simple cause and effect is at work. We push to find the one simple reason things have gone wrong. We look for the one action, or the one person, that created this mess. As soon as we find someone to blame, we act as if we've solved the problem.

Margaret J. Wheatley

Destroying is a necessary function in life. Everything has its season, and all things eventually lose their effectiveness and die.

Margaret J. Wheatley

Too many problem-solving sessions become battlegrounds where decisions are made based on power rather than intelligence.

Margaret J. Wheatley

We know from science that nothing in the universe exists as an isolated or independent entity.

Margaret J. Wheatley

We have created trouble for ourselves in organizations by confusing control with order.

Margaret J. Wheatley

Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.

Margaret J. Wheatley

I've wanted to see beyond the Western, mechanical view of the world and see what else might appear when the lens was changed.

Margaret J. Wheatley

Aggression only moves in one direction - it creates more aggression.

Margaret J. Wheatley

Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone's commitment and intelligence.

Margaret J. Wheatley

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

Margaret J. Wheatley

Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.

Margaret J. Wheatley

Aggression is the most common behavior used by many organizations, a nearly invisible medium that influences all decisions and actions.

Margaret J. Wheatley

For example, I was discussing the use of email and how impersonal it can be, how people will now email someone across the room rather than go and talk to them. But I don't think this is laziness, I think it is a conscious decision people are making to save time.

Margaret J. Wheatley

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.

Margaret J. Wheatley

Probably the most visible example of unintended consequences, is what happens every time humans try to change the natural ecology of a place.

Margaret J. Wheatley

The nature of the global business environment guarantees that no matter how hard we work to create a stable and healthy organisation, our organisation will continue to experience dramatic changes far beyond our control.

Margaret J. Wheatley

I believe that our very survival depends upon us becoming better systems thinkers.

Margaret J. Wheatley

And time for reflection with colleagues is for me a lifesaver; it is not just a nice thing to do if you have the time. It is the only way you can survive.

Margaret J. Wheatley

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.

Margaret J. Wheatley

Circles create soothing space, where even reticent people can realize that their voice is welcome.

Margaret J. Wheatley

Aggression is inherently destructive of relationships. People and ideologies are pitted against each other, believing that in order to survive, they must destroy the opposition.

Margaret J. Wheatley

For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions.

Margaret J. Wheatley

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.

Margaret J. Wheatley

I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.

Margaret J. Wheatley

Organisations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control.

Margaret J. Wheatley

When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans.

Margaret J. Wheatley

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.

Margaret J. Wheatley

When leaders take back power, when they act as heroes and saviors, they end up exhausted, overwhelmed, and deeply stressed.

Margaret J. Wheatley

In these troubled, uncertain times, we don't need more command and control; we need better means to engage everyone's intelligence in solving challenges and crises as they arise.

Margaret J. Wheatley

For eons, humans have struggled to find less destructive ways of living together.

Margaret J. Wheatley

Without aggression, it becomes possible to think well, to be curious about differences, and to enjoy each other's company.

Margaret J. Wheatley

In the past, it was easier to believe in my own effectiveness. If I worked hard, with good colleagues and good ideas, we could make a difference. But now, I sincerely doubt that.

Margaret J. Wheatley

There are many benefits to this process of listening. The first is that good listeners are created as people feel listened to. Listening is a reciprocal process - we become more attentive to others if they have attended to us.

Margaret J. Wheatley