Quotes & Sayings About Organizations And Change

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

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

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

Bluntly: the United States will need to accept some further loss of sovereignty in exchange for more just and effective mechanisms for solving collective global problems. No state can combat disease, climate change, or international terrorist organizations on its own--but any state can play a destructive and destabilizing role on its own. — Rosa Brooks

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

In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less. — Seth Godin

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

I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing supporting forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards and work avoidance, the situation can be directed towards the desired result - but for a short time only, and that too only to a certain extent. After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way, less energy will be needed to bring about and maintain change.
The result of the forces i mentioned above, is motive. — Arun Tiwari

DevOps and its resulting technical, architectural, and cultural practices represent a convergence of many philosophical and management movements (including): Lean, Theory of Constraints, Toyota production system, resilience engineering, learning organizations, safety culture, Human factors, high-trust management cultures, servant leadership, organizational change management, and Agile methods. — Gene Kim

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

We're trained to see the world in terms of charismatic organizations and charismatic people. That's who we look to for leadership and change, for transformation. We're awaiting the next J.F.K., the next Martin Luther King, the next Gandhi, the next Nelson Mandela. — Paul Hawken

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

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

There are many organizations and individuals advocating for the public interest online - what's good for ordinary people - but other interests are more numerous and powerful than they are. I want that to change. And that's what I want to do next. — Sue Gardner

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

This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought. — John P. Kotter

The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change. — Fritjof Capra

Late 2011, the U.S. Department of Education made a historic change to the Family Educational Rights and Privacy Act to allow schools to release student records to third-party organizations without parental consent. — Glenn Beck

If we want to change the systems we are part of - our countries, communities, organizations, and families - we must also see and change ourselves — Adam Kahane

The greatest challenge to organizations is the balance between continuity and change. You need both. At different times, the balance is slightly more over here, or slightly more over there, but you need both. And balance is basically the greatest task in leadership. Organizations have to have continuity, and yet if there is not enough new challenge, not enough change, they become empty bureaucracies, awfully fast. — Peter Drucker

Innovation often originates outside existing organizations, in part because successful organizations acquire a commitment to the status quo and a resistance to ideas that might change it. — Guy Kawasaki

I think that if the political and social movement groups and organizations that operate in this country today had the same kind of energetic commitment that the medical marijuana people have, many things could change in this country. — John Trudell

There is nothing you need to do to make yourself more acceptable to God. You don't have to work harder, nor do you need to change the kind of work you do. You don't have to give more money to charitable organizations. The reality is, God doesn't want you to give anyone anything if you only do it to impress God! God does not love you or find you acceptable because of anything that you do. God loves you and accepts you because you are a part of God. — Iyanla Vanzant

people get trapped by using patterns of behavior to protect themselves against threats to their self-esteem and confidence and to protect groups, intergroups, and organizations to which they belong against fundamental, disruptive change. — Chris Argyris

I'll tell you what gives me hope. After the struggle for marriage equality, the LGBTQ community has built some very powerful organizations; in particular, I'm thinking of HRC (the Human Rights Campaign), GLAAD ... but there are many, many others, too. Along with those organizations come some savvy and tested leaders who have come to understand not only how to change hearts and minds but also legislators and judges votes. — Steven Petrow

I've seen, all too often in my career, people coming in to lead agencies and organizations and trying to impose change from the top down. Never works. You never have enough time. — Robert M. Gates

Agility is the ability to adapt and respond to change ... agile organizations view change as an opportunity, not a threat. — Jim Highsmith

The future of digital organizations is to be complex enough to act intelligently and nimble enough to adapt to the change promptly. — Pearl Zhu

Organizational Development: The New Christian Right of the 1980s was dominated by paper organizations that were essentially the mailing lists of a handful of politicized ministers. Such organizations were better at issuing press releases than doing the hard work of political mobilization and advocacy. By contrast, the movement of the 1990s has generated a plethora of grass-roots organizations that allocate meaningful responsibilities to individual members. The goal is to create an army of grassroots activists who know how to stimulate political change. — Kenneth D. Wald

Sometimes there are leftwing governments I'm very critical of. For me, being leftwing is to live in a society where there's permanent change. It also means to respect the freedom of everybody, and to not accept big organizations or rich, powerful people holding power. — Costa-Gavras

A Path Appears is an insightful book focused on how individuals can contribute to positive change and the remarkable people behind the organizations that make it happen. The authors' desire to motivate people to support good causes, learn about the situation in other countries, and find the best way to help their fellow men and women is inspiring. — Angelina Jolie

Organizations can't change their culture unless individual employees change their behavior - and changing behavior is hard. — Keith Ferrazzi

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

I have referred to this unpleasant part of the history of the South simply for the purpose of calling attention to the great change that has taken place since the days of the "Ku Klux." To-day there are no such organizations in the South, and the fact that such ever existed is almost forgotten by both races. There are few places in the South now where public sentiment would permit such organizations to exist. Chapter — Booker T. Washington

The best way to make change is to know how something works. If you're going to go build something or change whatever it is, if you don't know how it works and you're trying to go make a change in it, the first thing you're doing is you're spending time figuring out how it works. The same thing happens in organizations. — Brian Krzanich

I'm one of those people that thinks the world changes in smaller and in more mysterious ways than a lot of people like to think. A lot of traditional charities and organizations do things that on the surface seem like a good idea, but it doesn't change the way that people think about interacting with other people. — Misha Collins

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

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

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts! — Denise Moreland

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

Through my Faith-Based and Community Initiative, my Administration continues to encourage the essential work of faith-based and community organizations. Governments can and should support effective social services, including those provided by religious people and organizations. When government gives that support, it is important that faith-based institutions not be forced to change their religious character. — George W. Bush

The 'fear of change' excuse is something you see trotted out by organizations or management that believe customers are old, stupid, ignorant, and stubborn. — Ian Lamont

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

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures. — Paul Gibbons

The future or organizations have amazing digital traits such as customer-centricity, empathy, and participation. — Pearl Zhu

I think in all cultural organizations there has to be renewal. I'm also of a certain age that someone new can come in with a breath of fresh air. Things change, and I think that's important. — Zarin Mehta

Managing change is no longer a one-time initiative, and change management turns to be a strategical ongoing capability in today's digital organizations. — Pearl Zhu

Many leaders of big organizations, I think, don't believe that change is possible. But if you look at history, things do change, and if your business is static, you're likely to have issues. — Larry Page

We don't have to remain in this radically destructive mind-set and institutional-set. We can change, and the natural order of things could emerge in all of our societal organizations-government, commerce, religion-it's right there, waiting to happen. I often tell people that every mind is like a room in an old house, stuffed with very old furniture. Take any space in your mind and empty it of your old conceptions and new ones will rush in, good or bad. So change is more a getting rid of rather than an adding to or an acquiring. — Dee Hock