 |
…one cannot understand a part of a system without having at least a rudimentary understanding of the whole.
|
149 |
 |
Together, these two cornerstones – systemic understanding and strong lateral connectivity – ground shared consciousness.
|
187 |
 |
It is necessary… to forcibly dismantle the old system and replace it with an entirely new managerial architecture.
|
197 |
 |
…a system requires shared consciousness before it can reap the benefits of empowered execution.
|
244 |
 |
…cloud-based systems are ultimately more reliable than what you can piece together on your own.
|
088 |
 |
Win-lose deals won’t last. Oppression has seldom proven to be a sustainable system.
|
261 |
 |
Presenteeism happens everywhere, every day, because the way we measure work performance is wrong. It’s a flaw in the system, not in the people.
|
019 |
 |
When we judge one another… we’re championing a system that distracts us from what really matters (results) and focuses our energy on what doesn’t (time and place).
|
031 |
 |
When people have high demands and low control, their life is both hectic and miserable. They are trapped in a system that piles on the demands but denies them the control to meet those demands.
|
034 |
 |
Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.
|
010 |
