Categories

We are much more concerned with errors of commission than errors of omission (failures to act).

…most organizations are more concerned with how best to control information than how best to share it.

We should be very concerned with how aesthetics shape perceptions, especially given the extent to which perceptions shape judgment, influence behavior, and shape our memories.

…the concern about missing something important almost invariably proves to be unfounded.

To succeed in this volatile environment, leaders must be creative and concerned, yet neither creativity nor concern is high on the agenda of many corporations…

…the common weakness of many organizations is, by and large, the lack of adequate concern for, and adequate work on, sideways relationships.

An organization in which people are constantly concerned about feelings and about what other people will or will not like is not an organization that has good human relations.

Overstaffed organizations create work rather than performance. They also create friction, sensitivity, irritation, and concern with feelings.

…you can make progress only by focusing forward and removing yourself from the constant concern for what has already happened.

…people who are more concerned with getting to the right answer than with being right make the best bosses.