 |
Sometimes it takes a crisis to see what an organization is truly capable of.
|
020 |
 |
In crisis, we justify making money at any cost, right now, even if it means skipping taxes or selling our souls.
|
025 |
 |
…even large firms are more fragile and more prone to crisis than they had imagined.
|
250 |
 |
…if a change agent truly wants to create a crisis, there are many ways to orchestrate one.
|
251 |
 |
…companies do their most impactful work in a crisis, because the disciplinary boundaries fly out the window.
|
286 |
 |
We must train people to become their best selves, which in turn produces social capital, overturns the crisis of trust, and has a compounding positive effect on our society.
|
015 |
 |
Crises are so exhausting that it’s natural to want to return to the comfort of the familiar.
|
005 |
 |
Crisis creates audacity and a resourcefulness that is often not seen outside of such extreme circumstances.
|
038 |
