Organization Change Quotes & Sayings

Many organizations help businesses to stay on top of what's changing or likely to change. It's important for executives and managers who focus on a company's health coverage to stay up-to-speed on what's happening, and it's important for those in the C-suite to understand the changes to factor these new variables into their strategic planning calculus. — John E. McDonough

An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change. — Gary Hamel

Changes at any level within an organization (individual, team or organization) or across business ecosystem require intent. — Pearl Zhu

Change shouldn't be treated as a singular occurrence when it is an ongoing, continued process and dynamic capability within the organization. — Pearl Zhu

In my opinion, neither organisms nor organizations evolve slowly and surely into something better, but drift until some small change occurs which has immediate and overwhelming significance. The special role of the human being is not to wait for these favorable accidents but deliberately to introduce the small change that will have great significance. — Edwin Land

If you want to learn about an organization, try to change it. — Kurt Lewin

In a congregation meeting, the pastor encouraged the congregation to make a new commitment to serve the people [at the trailer park]. One person stood up and said that past efforts had failed because the church lacked organization. Another person said that the church failed due to a lack of knowledge regarding the people's practical needs. Still another said that the church lacked evangelistic zeal.
In each case, the person offering criticism had the gifts to make the effort succeed! The person who saw a lack of organization had the gift of administration. The person who saw the lack of concern for practical needs had the gift of mercy. And the person who thought the church lacked evangelistic zeal had the gift of evangelism. What should have been a very successful outreach was short-circuited because they had not been using their gifts, the very gifts that were needed most. — Timothy Lane

Trust is about keeping commitments, but in many instances, circumstances change and organizations therefore shed commitments, things such as retiree medical benefits, pension obligations, and even employees without much remorse or maybe even hesitation. — Jeffrey Pfeffer

If we habitually focus on how to improve things that are already great, can you see how this spirit can transform ourselves, our organizations, families and communities? — Tony Robbins

Attitude is more important than facts. It is more important than the past, than education, money, circumstances, than failures and success, than what other people think, say, or do. It is more important than appearance, ability, or skill. It will make or break a business, a home, a friendship, an organization. The remarkable thing is I have a choice every day of what my attitude will be. I cannot change my past. I cannot change the actions of others. I cannot change the inevitable. The only thing I can change is attitude. Life is ten percent what happens to me and ninety percent how I react to it. — Charles R. Swindoll

A level 4 leader's greatest asset is his ability to engage, empower, and equip his people; this is what creates the momentum for a significant change in the organization. He invests 80% in his people and 20% in the process. — Farshad Asl

We must "Bring Back Our Girls" and support Nigerians working every day to create change. Please donate now to support Nigerian organizations educating and standing up for girls — Malala Yousafzai

Everyone in a successful organization must be willing and ready to risk. Risk is like change; it's not a choice. — Max De Pree

Companies die because their managers focus on the economic activity of producing goods and services, and they forget that their organizations' true nature is that of a community of humans. — Arie De Geus

My hope and prayer for all who read this book is a reformation - that an army of African-American men will make their way back into the church, back into the leadership of the church, back into leading a change in the church to be and do what it is called to be and do, so that we may have power to do good for our people, and people all over the world, in a way that no government or service organization has been or will be able to do, and that no one will be able to take away. — Eric Redmond

Change the leader, change the organization. — John C. Maxwell

Creativity is not merely about cute pictures drawn by kindergartners. It is about the ability to create new enterprises, organizations, and institutions that fundamentally change society. — Michael Strong

The church wasn't an organization in the first century. They weren't writing checks or buying property. The church has matured and developed over the years. But for some reason, the last thing to change is the structure of leadership. — Andy Stanley

To be a jazz freedom fighter is to attempt to galvanize and energize world-weary people into forms of organization with accountable leadership that promote critical exchange and broad reflection. The interplay of individuality and unity is not one of uniformity and unanimity imposed from above but rather of conflict among diverse groupings that reach a dynamic consensus subject to questioning and criticism. As with a soloist in a jazz quartet, quintet or band, individuality is promoted in order to sustain and increase the creative tension with the group
a tension that yields higher levels of performance to achieve the aim of the collective project. — Cornel West

In addition to being flat-out hard to do, building effectiveness into an organization often comes into direct conflict with increasing efficiency. This is an unfortunate side effect of optimization, first noted by the geneticist R. A. Fisher, and now referred to as Fisher's fundamental theorem: "The more highly adapted an organism becomes, the less adaptable it is to any new change." Fisher's example was the giraffe. It is highly adapted to food found up among the tree branches, but so unadaptable to a new situation that it can not even pick up a peanut from the ground at the zoo. The more optimized an organism (organization) is, the more likely that the slack necessary to help it become more effective has been eliminated. — Tom DeMarco

We are deceiving ourselves if we believe that a literary work written and published in a country where 70 per cent of the population is illiterate, can change the political and social life of the country..it is up to political organization..and not to romantic literature.. to change the present situation. — Zakaria Tamer

I am very pleased with the progress of the new CBS Corporation. The Company's rapid pace of change and innovative approach to emerging business opportunities can be seen in the many strategic announcements we have made over these past few months. The more focused and more nimble organization we sought to create has become a reality and that aggressive spirit of excellence and innovation will continue to benefit shareholders for many years to come. — Sumner Redstone

Any time there is change, there is opportunity. So it is paramount that an organization get energized rather than paralyzed. — Jack Welch

The competitive instinct is what I think drives organizations and people to become better and better. It can promote change toward progress and development, which is good for everybody. It can be the motivating force behind improvement in our social well-being that is far beyond anything we might have imagined on our own. — Lee R. Raymond

But just as elevators have changed the shape of buildings and cars have changed the shape of cities, bits will change the shape of organizations, be they companies, nations, or social structures. — Nicholas Negroponte

You and your organization have the power to change everything. To create remarkable products and services. To over deliver. To be the best in the world. How dare you squander that resource by spreading it too thin. How dare you settle for mediocre just because you're busy coping with too many things on your agenda, racing against the clock to get it all done. — Seth Godin

One of the things that I realized when I left office was that in the 1990's citizens across the world applied more power than they had ever had, as compared with the government, because of more people living under democracies than dictatorships for the first time, the power of the internet, which the young Chinese used to basically change China's policy on the SARS epidemic, and shut it down, and because of the rise in non-governmental organizations like my foundation. — William J. Clinton

An error in the doctrine of God will have inevitable consequences in the sphere of action, of moral behaviour, of the polity of the Church, and of basic culture and social organization. A change in the doctrine of the Trinity in either of these directions cannot help but have political consequences.

Farrell, commenting on Nazianzen's connection between Trinity and Holy Monarchy — Joseph P. Farrell

If an organization is not able to change its model of itself unless and until completely clear-cut evidence accumulates, that organization will tend to learn late, that is, it will revise its model of vulnerabilities only after serious events occur. — David D. Woods

Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution. — Bill Drayton

Hell yeah! Twitter was proof that leaderless self-organizing systems could be true agents of change. — Biz Stone

Challenge is the opportunity for greatness. People do their best when there is an opportunity to change how things currently stand. Maintaining the status quo facilitates mediocrity. Those who embrace this practice do not wish to rest on their laurels. They motivate others to exceed their limits and look for innovative ways to improve the organization. — James M. Kouzes

As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results. — Craig Groeschel

We need original thinkers, provocateurs, and people who care. We need marketers who can lead, salespeople able to risk making a human connection, passionate change makers willing to be shunned if it is necessary for them to make a point. Every organization needs a linchpin, the one person who can bring it together and make a difference. Some organizations haven't realized this yet, or haven't articulated it, but we need artists. — Seth Godin

If you want to change the culture, you will have to start by changing the organization. — Mary Douglas

Unlocking individual change starts and ends with the mental maps people carry in their heads-how they see the organization and their jobs. — Ralph Christensen

the organization of labor is only another word for the forms of life of the common people, this means that the development of the market system would be accompanied by a change in the organization of society itself. All along the line, human society had become an accessory of the economic system. — Karl Polanyi

We have reached the end of problem solving as a mode of inquiry capable of inspiring, mobilizing, and sustaining human system change. The future of Organization Development belongs to methods that affirm, compel, and accelerate anticipatory learning involving larger and larger levels of collectivity. — David Cooperrider

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language). — Jon Gordon

One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements. — George Washington

Where there is a confluence of interests among nations, as, for example the swine flu or polio, you can get well functioning international institutions like the World Health Organization. And you can act. Climate change is different, because the science remains hypothetical and the potential costs staggering. — Charles Krauthammer

Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive. — Peter Drucker

It is important to note that everything in the business is converging with technology. The more you can understand how that convergence is happening, and the more you can steward that change into your organization, then the more you'll be sought after as that strategic partner. — Stephen Gillett

When you're leading, you're generally trying to lead change, and I think it was Roy Amara, who said about technology, "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run." And I think the same applies to change within an organization. — Harry West

several hundred thousand dollars in a challenging, relevant, and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening cooperation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission." An — Terry Pratchett

Change capability is one of the strategic capabilities which underpin successful execution and move the organization from efficiency to agility. — Pearl Zhu

It should be borne in mind that the target is always trying to shift responsibility to get out of being the target. There is a constant squirming and moving and strategy ... on the part of the designated target. The forces for change must keep this in mind and pin that target down securely. If an organization permits responsibility to be diffused and distributed in a number of areas, attack becomes impossible. — Saul Alinsky

Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization's culture. Culture, as he uses the term, is that which cannot, will not, and must not change. We talk a lot about changing corporate culture, as though it were just another parameter of the organization, like an SIC code or address. But Drucker would have us look at culture entirely differently, as the bedrock upon which any constructive change will have to rest. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self. — Tom DeMarco

One must believe that every living thing whatsoever must change insensibly in its organization and in its form ... One must therefore never expect to find among living species all those which are found in the fossil state, and yet one may not assume that any species has really been lost or rendered extinct. — Jean-Baptiste Lamarck

Change is a constant but that does not mean we MUST change everything. There MUST be things we MUST NOT change at all in our life and organization. — Assegid Habtewold

By instructing students how to learn, unlearn and relearn, a powerful new dimension can be added to education. Psychologist Herbert Gerjuoy of the Human Resources Research Organization phrases it simply: 'The new education must teach the individual how to classify and reclassify information, how to evaluate its veracity, how to change categories when necessary, how to move from the concrete to the abstract and back, how to look at problems from a new direction - how to teach himself. Tomorrow's illiterate will not be the man who can't read; he will be the man who has not learned how to learn. — Alvin Toffler

When you're really trying to make serious change, you don't want people to get caught up in emotion because change isn't emotion. Because change isn't emotion. Its real work and organization and strategy.. that's just the truth of it. I mean, you pull people in with inspiration, but then you have to roll up your sleeves and you've got to make sacrifices and you have got to have structure. — Michelle Obama

Society, community, family are all conserving institutions. They try to maintain stability, and to prevent, or at least to slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work - on tools, processes, and products; on work; on knowledge itself - it must be organized for constant change. — Peter Drucker

I am personally convinced that one person can be a change catalyst, a 'transformer' in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader. — Stephen Covey

Change comes from power, and power comes from organization. — Saul Alinsky

Your organization can start tweeting, but that wont change its DNA. — Gary Hamel

If nothing is declared unchangeable, then the organization will resist all change. — Tom DeMarco

They wanted us to change," said Tetsuo. "They came to our planet and they wouldn't shut up about fluid overlays and unhierarchical forms of social organization. We felt like we had to listen to them, because they were so powerful. But secretly we thought of them as monsters from space. And now here we are at your planet, and we are the monsters from space." "Why'd you come here? Why even bother?" "Don't you want to be a monster from space, too? — Leonard Richardson

We can easily imagine a monetary organization which, by the exclusive use of notes or clearing-house methods, allows all transfers to be made with the instrumentality of sums of money that never change their position in space.
If differences due to the geographical position of money are disregarded in this way, we get the following law for the exchange-ratio between money and other economic goods: every economic good, that is ready for consumption (in the sense in which that phrase is usually understood in commerce and technology), has a subjective use-value qua consumption good at the place where it is and qua production good at those places to which it may be brought for consumption. — Ludwig Von Mises

Movements of people create change - not just any one person or organization, but when lots of people are in motion around a shared vision. — Ai-jen Poo

I've been in a bad accident on I-95, as well as my friend. Having this kind of organization is important so that change can occur. I'll be around whenever they need me. — Jeremy Miller

In some parts of the world, what you are doing is already apparent. According to the World Health Organization, the warming of the planet caused an additional 140,000 deaths in 2004, as compared with the number of deaths there would have been had average global temperatures remained as they were during the period 1961 to 1990. This means that climate change is already causing, every week, as many deaths as occurred in the terrorist attacks on September 11, 2001. — Peter Singer

Discomfort brings engagement and change. Discomfort means you're doing something that others were unlikely to do, because they're hiding out in the comfortable zone. When your uncomfortable actions lead to success, the organization rewards you and brings you back for more. — Seth Godin

At least since the time of In Search of Excellence in 1980, its first blockbuster bestseller, management literature has rejected the model of a business organization as a machine and its people as robots. Managers are exhorted to stop managing and start leading, to empower people, and to master something called "change management." The volume of the volumes has become cacophonous. However, many managers remain rather confused, as there is little consensus about how empowerment is actually supposed to work. — Stephen Bungay

To survive and succeed, every organization will have to turn itself into a change agent — Peter Drucker

My sister has a non-profit organization called Mission Change. It helps the homeless and kids. — Phillip Phillips

Synergies are something that the CEO basically has to force to happen, because organizations are, generally, like bodies in motion that tend to stay in motion. It's very hard to get big organizations to change. And it takes really a very powerful mandate to force things to happen. — John C. Malone

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our — Margot Bloomstein

Biology is a science of three dimensions. The first is the study of each species across all levels of biological organization, molecule to cell to organism to population to ecosystem. The second dimension is the diversity of all species in the biosphere. The third dimension is the history of each species in turn, comprising both its genetic evolution and the environmental change that drove the evolution. Biology, by growing in all three dimensions, is progressing toward unification and will continue to do so. — E. O. Wilson

The Sister Fund supports spiritual women and their organizations, both grassroots activists for justice, and national and international social change agents. — Helen LaKelly Hunt

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful. — Laura Lang

If you don't like what you got, why don't you change it? If your world is all screwed up, rearrange it! — Trooper

Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change. — Pearl Zhu

There is no fundamental social change by being simply of individual and interpersonal actions. You have to have organizations and institutions that make a fundamental difference. — Cornel West

If I can impact an executive and his or her team, I can help to change the culture of an organization. — Srikumar Rao

That's important when you are running an organization so that the people who work with you know what you believe in and know those beliefs won't change. — George W. Bush

As soon as a Democrat or a liberal organization opens their mouth and says "We want to see this," it's going to go over the heads. And same way on the abortion debate, if they want to make a change, it is not going to come from a Republican, it's going to have to come from a Democrat. — Chuck Todd

In an increasingly connected world it is less likely that a few people 'manage' everyone else. The new environment requires a shift in the organization of both institutions and societies, one of flexible teams of teams that come together around whatever change opportunities exist and then reform around the next. — Bill Drayton

It's generally much easier to kill an organization than to change it substantially. — Kevin Kelly

The fastest way to change the feedback culture in an organization is for the leaders to become better receivers. — Sheila Heen

Anyone in a large organization who thinks major change is impossible should probably get out. — John P. Kotter

With wolves, solidarity is first but when they hunt, they change roles. The implicit hierarchy depends on who does what. In an organization one unique person makes a difference, but you need teamwork to make it happen. — C. K. Prahalad

This is not the place to discuss how this change in outlook was fostered by the uncritical transfer to the problems of society of habits of thought engendered by the preoccupation with technological problems, the habits of thought of the natural scientist and the engineer, and how these at the same time tended to discredit the results of the past study of society which did not conform to their prejudices and to impose ideals of organization on a sphere to which they are not appropriate. — Friedrich Hayek

Institutional buildings act as if they were designed specifically to prevent change for the organization inside and to convey timeless reliability to everyone outside. When forced to change anyway, as they always are, they do so with expensive reluctance and all possible delay. Institutional buildings are mortified by change. — Stewart Brand

Irrelevance happens when the speed of change outside an organization is greater than speed of change inside an organization. — Rick Warren

Organization for action will now and in the decade ahead center upon America's white middle class. That is where the power is ... Our rebels have contemptuously rejected the values and the way of life of the middle class. They have stigmatized it as materialistic, decadent, bourgeois, degenerate, imperialistic, war-mongering, brutalized and corrupt. They are right; but we must begin from where we are if we are to build power for change, and the power and the people are in the middle class majority. — Saul Alinsky

A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone's got to make a wake up call. — Warren G. Bennis

Unless companies change these rules, any superficial re-organizations they perform will be no more effective than dusting the furniture in Pompeii. — Michael Martin Hammer

choose to use Kanban as a method to drive change in your organization, you are subscribing to the view that it is better to optimize what already exists, because that is easier and faster and will meet with less resistance than running a managed, engineered, named-change initiative. Introducing a radical change is harder than incrementally improving an existing one. — David J. Anderson

It is not. The aspiring leader has been set up to fail. He just doesn't recognize it yet. The first few months go well, but reality soon sets in. It is not easy for one person to create change in a large corporation. After one year, the leader feels though he is trying to make innovation happen inside an organization that is, in every way, determined to fight his every move. — Chris Trimble

Paradoxically, the fear of breaking your neck (translation in corporate terms: losing your job) does not make change impossible. It's a much more insidious kind of fear that interferes with change: the fear of mockery. If you want to make change in your organization utterly impossible, try mocking people as they struggle with the new, unfamiliar ways you have just urged upon them. There is no surer way to stop essential change dead. The safety that is required for essential change is a sure sense that no one will be mocked, demeaned, or belittled while struggling to achieve renewed mastery. — Tom DeMarco

To change the world, a country, an organization, a community, a relationship, begin with the smallest seed of change: begin with yourself. That is what this book is all about. — Gloria Burgess

Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff - results - as long as the music lasts. But ... all that streamlining and re-engineering limits diversity, suppresses self-organization ... and curtails a bottom up emergent response to disruptive change. — Richard Pascale

You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to. — Gary Hamel

The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent. — Gary Hamel

No one can really picture an African as a businessman. In order to change the current situation, it would be helpful if the aid organizations were to pull out. — James Shikwati

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change. — Gary Hamel

Every person in the organization must change inside their hearts and minds, so that they themselves become principle centred. — Stephen Covey

All long-term social change comes from the successful efforts of one or another struggling organizations to capture the minds of a hard core of future leaders. — Gary North

In any organization of which I have played a leadership role, our trump card has never been great numbers but the way we worked with neighborhood people in conjunction with professionals in suits and ties. I want the Obama generation to try to understand this concept, and use it as a real yardstick for their ability to make change. My life personifies the straddling of two cultures: the world of Amherst and Yale and the world of Newark, New Jersey. As you will see, it is the power of the streets combined with the power of the suites that is the most effective mix for making things happen. Anybody who comes to you and says "we want change," without addressing the intersection of these two powerful forces in combination, is just whistling status quo. — Junius Williams