Organizations Quotes

“A successful organization will always have an effective two-way communication system where information can easily flow from one level to another.”
― Pooja Agnihotri, 17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure

“Organizing is a process; an organization is the result of that process.”
― Elinor Ostrom, Governing the Commons: The Evolution of Institutions for Collective Action

“Organizations exist to serve. Period. Leaders live to serve. Period.”
― Tom Peters

“Love is the most dangerous and uncertain element in life; and because we do not want to be uncertain, because we do not want to be in danger, we live in the mind. A man who loves is dangerous, and we do not want to live dangerously; we want to live efficiently, we want to live merely in the framework of organization because we think organizations are going to bring order and peace in the world. Organizations have never brought order and peace. Only love, only goodwill, only mercy can bring order and peace, ultimately and therefore now.”
― Jiddu Krishnamurti, The Book of Life: Daily Meditations with Krishnamurti

“Vast organisations produce a sense of impotence in the individual, leading to a decay of effort. The danger can be averted if it is realised by administrators, but it is of a kind which most administrators are constitutionally incapable of realising. Into every tidy scheme for arranging the pattern of human life it is necessary to inject a certain dose of anarchism, enough to prevent immobility leading to decay, but not enough to bring about disruption.”
― Bertrand Russell, Sceptical Essays

“In organizations where employees are happy you find two things present: trust and respect.”
― Laurie Buchanan, PhD

“Give people a voice, encourage, motivate and reward them”
― David Sikhosana

“No organization chart, no job description, no job titles

... Teal Organizations reverse the premise: people are not made to fit pre-defined jobs; their job emerges from a multitude of roles and responsibilities they pick up based on the interests, talents and the needs of the organization.”
― Frederic Laloux , Reinventing organizations: geillustreerde versie

“... anybody can put on the hat of `the boss` to bring out about important decisions, launch new initiatives, hold under-performing colleagues to account, help resolve conflicts, or take over leadership if results are bad and action is needed.”
― Frederic Laloux , Reinventing organizations: geillustreerde versie

“That's the problem with large organizations. They create roles and constraints, and sometimes people forget why they're there. (Quoting Joichi Ito, Director, MIT Media Lab)”
― Lisa Bodell, Kill the Company

“We have a place in our brain that's always worried about what people think of us, especially higher ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.”
― Daniel Coyle, The Culture Code: The Secrets of Highly Successful Groups

“Organizations, companies or individuals without core values are exactly like a boat without an anchor; it can be easy tossed to and fro following any direction the wind blows.”
― Dr. Lucas D. Shallua

“it’s three strikes and you’re out of the union”
― J.S. Mason, The Ghost Therapist...And Other Grand Delights

“If you chop off the spider's head, it dies. It could maybe survive without a leg or two, and could possibly even stand to lose a couple of eyes, but it certainly couldn't survive without its head. … With a spider, what you see is pretty much what you get. A body's a body, a head's a head, and a leg's a leg. But starfish are very different. The starfish doesn't have a head. Its central body isn't even in charge. In fact, the major organs are replicated throughout each and every arm. If you cut the starfish in half, you'll be in for a surprise: the animal won't die, and pretty soon you'll have two starfish to deal with.”
― Ori Brafman, The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations

“When individuals stand up, institutions collapse.”
― Abhijit Naskar, Hometown Human: To Live for Soil and Society

“I've found that most people don't have a mental filing drawer labeled Times I Was Wrong. Its mislabeled Times I Was Lonely or Times So-And-So Was Angry.”
― Kathryn Schulz , [Being Wrong: Adventures in the Margin of Error] [By: Schulz, Kathryn] [January, 2011]

“Any organization, no matter when and where it exists, lives in danger of infiltration by undesirable elements who want to trade in influence.”
― Thich Nhat Hanh, Vietnam: Lotus in a Sea of Fire

“Always lead people the right way. Make sure decisions you make are able to be traced back to one fundamental thing...Truth”
― David Sikhosana

“It is difficult and stressful due to the goals we have in our organisations; to experience higher yields and eventual capital growth in years to come, which were almost completely wiped out due to more than 10 years setbacks”
― David Sikhosana

“Research has established, however, that burnout is primarily the result of psychologically hazardous factors that occur at your workplace. (So no, it isn’t just an individual problem; it’s an organizational issue.) More specifically, burnout happens when there’s an ongoing mismatch between the conditions an employee needs to support their well-being and their best work, and what their organization actually provides. Not being given the resources or time you need to manage your workload, for example, or working in an environment where you have insufficient control and autonomy, are known burnout triggers.”
― Kandi Wiens

“Organization's do not die from lack of earnings. They die from lack of cash.”
― Jim Collins, [How the Mighty Fall: And Why Some Companies Never Give In] [By: Collins, Jim] [June, 2009]

“What has been completely forgotten and cannot be overemphasized is that a People’s Organization carries within it two major functions. Both are equally important. One is the accepted understanding that organization will generate power that will be controlled and applied for the attainment of a program. The second is the realization that only through organization can a people’s program be developed. When people are brought together, or organized, they get to know each other’s point of view; they reach compromises on many of their differences, they learn that many opinions which they entertained solely as their own are shared by others, and they discover that many problems which they had thought of only as “their” problems are common to all. Out of all this social interplay emerges a common agreement, and that is the people’s program. Then the other function of organization becomes important: the use of power in order to fulfill the program.”
― Saul D. Alinsky, Reveille for Radicals

“The building of People’s Organizations is the creation of a set of realignments, new definitions of values and objectives, the breaking down of prejudices and barriers and all of the many other changes which flow out of a People’s Organization. The actual development of these social forces, coupled with the popular education, participation, and reorientation which is part of this whole process, inevitably means significant changes in the attitudes, the philosophies, and the programs of the constituent community agencies as well as the local people.”
― Saul D. Alinsky, Reveille for Radicals

“The failure of the institutions of the people to solve basic issues is the result not only of their jealous isolation from one another but of the same mental isolationist policy concerning their objectives. They have forgotten that there is no such thing as a single problem, that all problems are interrelated, that all issues are part of a chain of human issues, and that a chain is no stronger than its weakest link.”
― Saul D. Alinsky, Reveille for Radicals

“This, then, is the job ahead. It is the job of building broad, deep People’s Organizations which are all-inclusive of both the people and their many organizations. It is the job of uniting, through a common interest which far transcends individual differences, all the institutions and agencies representative of the people. It is the job of building a People's Organization so that people will have faith in themselves and in their fellow men. It is the job of educating our people so that they will be informed to the point of being able to exercise an intelligent critical choice as to what is true and what is false. It is the job of instilling confidence in men so that they are sure they can destroy all of the evils which afflict them and their fellows, whether unemployment, war, or other man-made disasters. It is the greatest job man could have — the actual opportunity of creating and building a world of decency, dignity, peace, security, happiness; a world worthy of man and worthy of the name of civilization. This is the job ahead.

The building of these People's Organizations and the achievement of popular participation cannot and will not be done by denouncing the present deplorable condition of democracy. It will not be done by wailing self-recriminations. It can be done only by setting ourselves to the dirty, monotonous, heart-breaking job of building People’s Organizations. It can be done only by possessing the infinite patience and faith to hang on as parts of the organization disintegrate; to rebuild, add on, and continue to build.

It can be done only by those who believe in, have faith in, and are willing to make every sacrifice for the people. Those who see fearlessly and clearly; they will be your radicals. The radical will look squarely at all issues. He will not be so weighted down with material or malignant prejudice that he can only look upward with a worm’s-eye view. He will not look down upon mankind with the distorted, unrealistic, ivory-tower bird’s-eye view, but will look straight ahead on the dead level, seeing man as a man. Not from a long distance, up or down, but as a man living among men.”
― Saul D. Alinsky, Reveille for Radicals

“Effective leaders must make the organizations or societies they belong to better places to work or live.”
― Richard L. Hughes Robert C. Ginnett Gordy J. Curphy, Leadership: Enhancing the Lessons of Experience by Hughes Richard L. Ginnett Robert C. Gannett Robert C. (1998-10-15) Hardcover

“Those who persistently preface their rhetoric with how honest they are or how they would never lie are the greatest offenders of their own hogwash. People and organizations are no different.”
― Sasha Laghonh

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“Communication should be the nucleus of a vibrant work culture.”
― Sasha Laghonh

“If you confessed you're drinking the company kool aid - you just admitted you're not doing your job. Surprise, surprise.”
― Sasha Laghonh