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.

Give your difference, welcome my difference, unify all difference in the larger whole - such is the law of growth. The unifying of difference is the eternal process of life - the creative synthesis, the highest act of creation, the at-onement.

The best leader does not ask people to serve him, but the common end. The best leader has not followers, but men and women working with him.

The leader is one who can organize the experience of the group ... and thus get the full power of the group. The leader makes the team. This is pre-eminently the leadership quality - the ability to organize all the forces there are in an enterprise and make them serve a common purpose.

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.

It is not opposition but indifference which separates men.