... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.

motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.

... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.

With air travel there is no distance, there is only time.

When people in organizations feel too secure, it's because there aren't any significant outcomes as a result of what they do. Whatever you do, nothing much different happens. This also means there are no important pay-offs if you risk by innovating. As there are no rewards for taking risks, then there's no sense of push in that institution's culture.

Very few people are ambitious in the sense of having a specific image of what they want to achieve. Most people's sights are only toward the next run, the next increment of money.

Credibility is lost when there are big discrepancies between what leaders say and what they do. ... Increasing credibility requires openness. Hidden agendas will destroy trust.