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.

The unifying of opposites is the eternal process.

We can never catch up with life ... we shall always be eating the soft part of our melting ice and meanwhile the nice hard part is rapidly melting too.

The most successful leader of all is the one who sees another picture not yet actualized. He sees the things which are not yet there... Above all, he should make his co-workers see that it is not his purpose which is to be achieved, but a common purpose, born of the desires and the activities of the group.

One of the greatest values of controversy is its revealing nature. The real issues at stake come into the open and have the possibility of being reconciled.

Now that we are recognizing more fully the value of the individual, now that management is defining more exactly the function of each, many are coming to regard the leader as the man who can energize his group, who knows how to encourage initiative, how to draw from all what each has to give.

The ignoring of differences is the most fatal mistake in politics or industry or international life: every difference that is swept up into a bigger conception feeds and enriches society; every difference which is ignored feeds on society and eventually corrupts it.