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…top management in the next society’s corporation will [need to] balance the three dimensions of the corporation: as an economic organization, as a human organization, and as increasingly important social organization.

From the definition of its mission and purpose, a business must derive objectives in a number of key areas, and it must balance these objectives against each other and against the competing demands of today and tomorrow.

…jobs and a job structure focused on rapid promotion are to be avoided… they result in an unbalanced age structure.

Both an age structure that is overbalanced on the side of youth and one overbalanced on the side of age create serious organization turbulence.

To obtain balanced efforts, the objectives of all managers on all levels and in all areas should also be keyed to both short-range and long-range considerations.

A management that does not define performance as a balance of success and failure over a period of time is a management that mistakes conformity for achievement, and absence of weaknesses for strengths.

Any incentive is inherently a trade-off; the trick is to balance the extremes.

We are wired as deeply as our musical sense or sense of balance to respond to hurt with hurt, pain with pain, insult with insult. Not doing so requires enormous restraint.

A healthy psychological immune system strikes a balance that allows us to feel good enough to cope with our situation but bad enough to do something about it.

In order to maintain the delicate balance between reality and illusion, we seek positive views of our experience, but we only allow ourselves to embrace those views when they seem credible.