 |
…informed acquiescence cultures tend to be management-oriented, with an established managing class and a well-entrenched bureaucracy.
|
223 |
 |
In a horizontal, connected world nothing achieves alignment and common purpose faster than active transparency. In fact, without it, they are almost impossible to achieve.
|
153 |
 |
That’s the paradox of success. You can achieve it only by pursuing something greater: significance.
|
151 |
 |
People and companies align on values, on the HOWS of pursuing a goal, not on personal success or the success of the effort.
|
151 |
 |
At every level of society now, the easy access to information has changed both how we judge organizations and what we expect of them.
|
135 |
 |
…if someone is called upon to learn something that contradicts what they already think they know – particularly if they are committed to that prior knowledge – they are likely to resist the new learning.
|
116 |
 |
Consonant messages inspire in those around you a greater sense of alignment to a common cause.
|
115 |
 |
Values are like trust; they empower others to honor or betray you. They open up avenues of possibility and leave room for interpretation.
|
99 |
 |
…to discover ways to outbehave the competition, you need to think in ways that inspire your best achievement, to think in the language of should.
|
99 |
 |
We are on some level, it seems, hardwired to seek connections with others, to build biological networks to achieve greater personal gain.
|
71 |
