Conflict is resolved not through compromise, but through invention.

there is a pernicious tendency to make the opinions of the expert prevail by crowd methods, to rush the people instead of educating them.

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

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.

Many people tell me what I ought to do and just how I ought to do it, but Few have made me want to do something.

while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.

The insight to see possible new paths, the courage to try them, the judgment to measure results - these are the qualities of a leader.