 |
…old-fashioned ideas of management are giving way to a newfangled emphasis on self-direction.
|
85 |
 |
While some companies have oiled the gears a bit… core management hasn’t changed much in a hundred years. Its central ethic remains control; its chief tools remain extrinsic motivators.
|
88 |
 |
The idea that management is built on certain assumptions about the basic natures of those being managed… presumes that to take action or more forward, we need a prod…
|
88 |
 |
…today economic accomplishment, not to mention personal fulfillment, more often swings on a different hinge. It depends not on keeping our nature submerged but allowing it to surface.
|
89 |
 |
Most twenty-first-century notions of management presume that, in the end, people are pawns rather than players.
|
91 |
 |
…management isn’t the solution; it’s the problem.
|
92 |
 |
Without sovereignty over our time, it’s nearly impossible to have autonomy over our lives.
|
101 |
 |
Only engagement can produce mastery. And the pursuit of mastery… has become essential in making one’s way in today’s economy.
|
111 |
 |
…engagement as a route to mastery is a powerful force in our personal lives.
|
112 |
 |
While complying can be an effective strategy for physical survival, it’s a lousy one for personal fulfillment.
|
113 |
