The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them, they have a vision of the future.

... orders come from the work, not work from the orders.

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.

I do not think that we have psychological and ethical and economic problems. We have human problems, with psychological, ethical and economical aspects, and as many others as you like.

many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

It is possible to conceive conflict as not necessarily a wasteful outbreak of incompatibilities, but a normal process by which socially valuable differences register themselves for the enrichment of all concerned.

Democracy must be conceived as a process, not a goal.