we should think not only of what the leader does to the group, but also of what the group does to the leader.

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

Majority rule rests on numbers; democracy rests on the well-grounded assumption that society is neither a collection of units nor an organism but a network of human relations.

We have thought of peace as the passive and war as the active way of living. The opposite is true. War is not the most strenuous life. It is a kind of rest-cure compared to the task of reconciling our differences.

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.

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.

Idealism and realism meet in the actual.