Biblio
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(1997). The circle of innovation : you can't shrink your way to greatness.
"...wealth is not gained by perfecting the known, but by imperfectly seizing the unknown." (p. 30)
(1984). In Search of Excellence: Lessons from America's Best-Run Companies.
"The most discouraging fact of big corporate life is the loss of what got them big in the first place: innovation. If big companies don't stop innovating entirely, the rate almost certainly goes way down." (p. 200)
(1998). Nuts! : Southwest Airlines' Crazy Recipe for Business and Personal Success.
CURIOSITY FUELS LEARNING
Do you ever wonder how little kids learn? They try things. Their curiosity is uninhibited. Free from the constraints of a 'We've always done it this way' or 'It'll never work' kind of world, they get great joy out of putting the wheels of exploration and experimentation in motion. Their minds are free to wander. Totally enthralled, they exhibit a refreshing sense of wonder while they learn." (p. 113)
Do you ever wonder how little kids learn? They try things. Their curiosity is uninhibited. Free from the constraints of a 'We've always done it this way' or 'It'll never work' kind of world, they get great joy out of putting the wheels of exploration and experimentation in motion. Their minds are free to wander. Totally enthralled, they exhibit a refreshing sense of wonder while they learn." (p. 113)
(1994). The pursuit of wow!: every person's guide to topsy-turvy times.
"Have you noticed?
Most good (neat, innovative, wild, woolly) 'stuff', large and small, happens in the boondocks, far, far, from corporate headquarters, corporate politics, and corporate toadying....
So how healthy is your fringe? How loony are its inhabitants?" (p. 301)
Most good (neat, innovative, wild, woolly) 'stuff', large and small, happens in the boondocks, far, far, from corporate headquarters, corporate politics, and corporate toadying....
So how healthy is your fringe? How loony are its inhabitants?" (p. 301)
(1987). Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
(1987). Thriving on Chaos: handbook for a management revolution.
"Today, there is an especially virulent form of corruption induced by overly rigid systems. This new corruption, in service to the 'system's imperative,' is non-responsiveness to constituent needs." (p. 606)
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