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…no matter how routine a job might appear, there is almost always room for worker judgment.

…for the theory and practice of management… there is often too much emphasis on human differences and not enough on human similarities.

…with fewer controls comes great employee commitment and enthusiasm, which, in turn and in the manner of a virtuous cycle, requires fewer controls to operate effectively.

…quality is associated with traits that workers value – traits that are distinctly human, such as craftsmanship, dedication, and judgment.

…a sense of accomplishment means completing something, doing a job from beginning to end so that a worker can see the fruits of her labor.

[Self-managing teams] are a complete and enriched set of responsibilities in which individual workers participate and from which, as a team, they obtain a sense of achievement and pride.

Without feedback, there can be only a limited sense of achievement and opportunity to improve performance.

…employees [need feedback], not just form the ‘numbers,’ but from a manager capable of interpreting the numbers and conveying their meaning.

People enjoy being praised… but it is a myth that they have no interest in learning what they don’t do well and what they must do to improve.

Employees naturally want to know how they can do their jobs better because improvement will give them a greater sense of achievement and pride.