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In addition to performing well and having their skills used, employees want to feel that what they do makes a difference, especially to their organization and to the organization’s customers.

…it is almost invariably desirable… to organize by self-managing teams (SMTs) that do have beginning-to-end responsibility for significant operations.

It is only through implementation of overarching goals and values that employees learn what the organization really cares about.

Cooperation – not job descriptions, not organization charts, not formal procedures – is the glue that binds the parts of the organization.

When organizations are managed as more than a collection of individuals, the resulting whole is typically greater than the sum of its parts.

Besides being wasteful and debilitating, much of the conflict in organizations is needless and irrational.

Much of the discord between groups in organizations… does not stem from an inherent incompatibility of interests, but from a perception that such incompatibility exists.

When management treats workers and their organization as enemies, they are treated as enemies in return. It’s as simple as that.

…strong values – an inspiring purpose coupled with genuine cohesiveness as partners – generates a resilience that is immeasurably important as an organization’s conditions change.

Adaptation of organization to changes in the business environment happen in two contexts: the needs of the human beings that are affected by the changes and the organizational culture.