the leader releases energy, unites energies, and all with the object not only of carrying out a purpose, but of creating further and larger purposes. And I do not mean here by larger purposes mergers or more branches; I speak of larger in the qualitative rather than the quantitative sense. I mean purposes which will include more of those fundamental values for which most of us agree we are really living.

Unity, not uniformity, must be our aim. We attain unity only through variety. Differences must be integrated, not annihilated, not absorbed.

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments. ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies.

There is no such thing as vicarious experience.

Imitation is for shirkers, like-minded-ness for the comfort lovers, unifying for the creators.

The foreman today does not merely deal with trouble, he forestalls trouble. In fact, we don't think much of a foreman who is always dealing with trouble; we feel that if he is doing his job properly, there won't be so much trouble.

The conflict of chemistry we do not think reprehensible. If we could look at social conflict as neither good nor bad, but simply a fact, we should make great strides in our thinking.