The remarks that [Steven] Lerner gave at Pace University: "'Unions are almost dead. We cannot survive doing what we do but the simple fact of the matter is community organizations are almost dead also. And if you think about what we need to do it may give us some direction which is essentially what the folks that are in charge - the big banks and everything - what they want is stability. '" So we have "'to destabilize the folks that are in power and start to rebuild a movement'".
The business schools could do a better job teaching face-to-face management, the actual work of organizing and helping along the efforts of others in the organization. The more quantitative disciplines have gotten more attention, often more research dollars. Areas like organizational science or, even mushier, leadership have had more trouble settling on what it's important to teach, and how. It's rather like strategy itself, which as I argue in the book, has had trouble through most of its history figuring out how to incorporate people, their motivation and ability, into its calculations.
Media bias in editorials and columns is one thing. Media fraud in reporting 'facts' in news stories is something else. . . . The issue is not what various journalists or news organizations' editorial views are. The issue is the transformation of news reporting into ideological spin, along with self-serving taboos and outright fraud.
Much has already been learned about the arrogance of the IRS from the House investigations of the agency's targeting of conservatives. The revelations emerged despite strenuous efforts by Democrats in Washington and by the IRS itself to block inquiries and deny the existence of political targeting - targeting that the former head of the IRS Exempt Organizations Unit, Lois Lerner, eventually acknowledged and apologized for in May 2013.
Ideas are the engines of progress. They improve people's lives by creating better ways to do things. They build and grow successful organizations and keep them healthy and prosperous. Without the ability to get new ideas, an organization stagnates and declines and will eventually be eliminated by competitors who do have fresh ideas.
You can imagine a different world in which a number of species developed with different genetically determined linguistic systems. It hasn't happened in evolution. What has happened is that one species has developed, and the genetic structure of this species happens to involve a variety of intricate abstract principles of linguistic organization that, therefore, necessarily constrain every language, and, in fact, create the basis for learning language as a way of organizing experience rather than constituting something learned from experience.
Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.
Of all the agonies in life, that which is most poignant and harrowing--that which for the time annihilates reason, and leaves our whole organization one lacerated, mangled heart--is the conviction that we have been deceived where we placed all the trust of love.
Democracy means the organization of society for the benefit and at the expense of everybody indiscriminately and not for the benefit of a privileged class.
None of us condone terrorism in any way, shape, or form, and I believe Hezbollah is a terrorist organization that was, is, and remains a threat to peace in the Mideast, and must be dismantled and disarmed.
It's a very simple example to show that if you miss one step in a process in can cost you an enormous amount of time and money to fix. With a checklist, you can write it down and give it some someone else for them to do successfully. Checklists require discipline and organization, which is something internet marketers have to master.
Most of us entered journalism and joined news organizations because we care about the greater good. We strive to comfort the afflicted and afflict the comfortable.
Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.
Our society consists exclusively of free working people of cities and villages, workers, peasants, intelligentsia. Each of these strata may have its special interests and express them in numerous existing organizations.
Let me take some pressure off. Your problem is not discipline. Your problem is not organization. Your problem is not that you have yet to stumble upon the perfect schedule. And your problem is not that the folks at home demand too much of your time. The problem is this: there’s not enough time to get everything done that you’re convinced—or others have convinced you—needs to get done.
I don't think you ever replace David Ortiz with what he brings to an organization or to a community.
The print magazine and print journalism industry is obviously in a great deal of trouble, and one of the things that happened when this business started to give way to the Internet and to broadcast television is that a lot of organizations started cutting specifically investigative journalism and they also started cutting fact-checkers.
I'm on a lot of nonprofit boards, but if I didn't enjoy it I wouldn't do it. I haven't yet done anything that's transformational in philanthropy. But I hope at some point to target two or three causes or organizations and really make transformational gifts.
I began working with the John Muir Institute and then started helping found Friends of the Earth organizations here and there in other countries. That pretty well brings us up to the present.
Large, centralized organizations foster alienation like stagnant ponds breed algae.
