Many people tell me what I ought to do and just how I ought to do it, but Few have made me want to do something.

The insight to see possible new paths, the courage to try them, the judgment to measure results - these are the qualities of a leader.

I do not think that we have psychological and ethical and economic problems. We have human problems, with psychological, ethical and economical aspects, and as many others as you like.

administrative purpose usually outruns the facts. Indeed the administrative official's ardor for facts usually begins when he wants to change the facts!

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.

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.

It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them; they have a vision of the future.