Some digital natives are extraordinarily savvy.

Telecommuting has its advantages and it has its limits. I think we need to find that sweet spot in between where it helps the environment, it helps people, but it doesn't alienate us and it doesn't cause our organizations to fall apart by centrifugal force.

Pay attention to what you're paying attention to.

A forecasting game is a kind of simulation, a kind of scenario, a kind of teleconference, a kind of artifact from the future - and more - that enlists the participants as 'first-person forecasters.'

The areas of the brain that have to do with speech are very connected with the same parallel processors that have to do with the kind of ballistic calculations you need to hit small game with a rock.

In Japanese organizations, before you have a meeting and you've got an idea that you want to get across, you go talk to everyone and list them. And then the meeting, you don't do it American style where everyone gets up and advocates and conflicts and decides, you get up and formalize agreements.

One of the things we know now that we didn't know then, is that revolutions are very painful to a lot of people. And that at the stage that we have evolved to now, a revolution would be extremely painful.