many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

a little of the ready reliance on the expert comes from the desire to waive responsibillity, comes from the endless evasion of life instead of an honest facing of it. The expert is to many what the priest is, someone who knows absolutely and can tell us what to do. The king, the priest, the expert, have one after the other had our allegiance, but so far as we put any of them in the place of ourselves, we have not a sound society and neither individual nor general progress.

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.

The foreman today does not merely deal with trouble, he forestalls trouble. In fact, we don't think much of a foreman who is always dealing with trouble; we feel that if he is doing his job properly, there won't be so much trouble.

It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the conception of power-with, a jointly developed power, a co-active, not a coercive power.

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

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.