 |
The primary value exchange between most employers and employees today is time for money. It’s a thin, one-dimensional transaction.
|
009 |
 |
When the primary value exchange is time for money, people are fungible – units that can be replaced by other units.
|
010 |
 |
The more costly a decision in terms of time, money, effort, or inconvenience and the more irrevocable its consequences, the greater the dissonance and the greater the need to reduce it…
|
032 |
 |
Rather than cutting their losses, most people will throw good money after bad in hopes of recouping those losses and justifying their original decision.
|
032 |
 |
That people are willing to pay money for whatever a company has to offer is simply proof that they perceive or derive some value from those things.
|
075 |
 |
If the true purpose of business was only to make money, there would be no need for so many companies to pretend to be cause or purpose driven.
|
083 |
 |
In our modern day and age, it is the employee who bears the most cost for the money companies and their leaders make.
|
085 |
 |
When companies make their people feel like they jitter, the people come together in a way that money simply cannot buy.
|
098 |
 |
The courage to see the Infinite Game – to see the purpose of business as something more heroic than simply making money, even it it’s unpopular with the finite players around us – is hard.
|
213 |
 |
The idea that we will say ‘no’ means we are potentially saving the company money, improving processes, and removing roadblocks which is a great thing!
|
069 |
