 |
…while outsourcing is just beginning to pick up speed, software can already perform many rule-based, professional functions better, more quickly, and much more cheaply than we can.
|
30 |
 |
…instead of restraining negative behavior, rewards and punishments can often set it loose and give rise to cheating, addiction, and dangerously myopic thinking.
|
35 |
 |
Greatness and near-sightedness are incompatible. Meaningful achievement depends on lifting one’s sights and pushing toward the horizon.
|
58 |
 |
…we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better.
|
81 |
 |
…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 |
