 |
Making people decisions is the ultimate means of organizational control. No organization can perform better than its people.
|
315 |
 |
The capacity of the computer to spew out huge masses of data does not make for better controls.
|
325 |
 |
Because controls have such an impact, it is important that we select not only the right ones but also the appropriate ones, to enable controls to give right vision and to become the ground for effective action.
|
325 |
 |
Complicated controls do not work. They confuse. They misdirect attention away from what is to be controlled, and toward the mechanics and methodology of the control.
|
328 |
 |
The causes [of startup failure] are always the same: lack of cash, inability to raise the capital needed for expansion, and loss of control…
|
368 |
 |
Organization structure should make self-control possible and should encourage self-motivation.
|
428 |
 |
Wants… can never be satisfied. The more you want, the more likely you are to feel disgruntled; the more you acquire, the more likely you are to feel controlled by your own possessions.
|
171 |
 |
Managing risks… is a way of organizing the future, and surveillance is a natural offshoot of our now-obsessive efforts to control what’s coming around the corner.
|
131 |
 |
Now we live in societies of control, not discipline…
|
133 |
 |
Today… we have lost the necessary understanding that an inner resourcefulness must always go hand in hand with using our devices, or else we risk ceding control of our lives to our tools.
|
209 |
