While leadership depends on depth of conviction and the power coming therefrom, there must also be the ability to share that conviction with others.

In crowds we have unison, in groups harmony. We want the single voice but not the single note; that is the secret of the group.

An order then should always be given not as a personal matter, not because the man giving it wants the thing done, but because it is the demand of the situation. And an order of this kind carries weight because it is the demand of the situation.

A fatal defect in majority rule is that by its very nature it abolishes itself. Majority rule must inevitably become minority rule: the majority is too big to handle itself; it organizes itself into committees ... which in their turn resolve themselves into a committee of one.

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.

That is always our problem, not how to get control of people, but how all together we can get control of a situation.

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.