The manager cannot share his power with division superintendent or foreman or workman, but he can give them opportunities for developing their power.

We often tend to think that the executive wishes to maintain standard, wishes to reach a certain quality of production, and that the worker has to be goaded in some way to do this. Again and again we forget that the worker is often, usually I think, equally interested, that his greatest pleasure in his work comes from the satisfaction of worthwhile accomplishment, of having done the best of which he was capable.

Conflict is resolved not through compromise, but through invention.

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

And the most successful leader of all is one who sees another picture not yet actualized. He sees the things which belong in his present picture but which are not yet there.

There are three ways of dealing with difference: domination, compromise, and integration. By domination only one side gets what it wants; by compromise neither side gets what it wants; by integration we find a way by which both sides may get what they wish.

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.