Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.

The company-as-a-machine model fits how people think about and operate conventional companies. And, of course, it fits how people think about changing conventional companies: You have a broken company, and you need to change it, to fix it.

All great things have small beginnings.

In a sluggish system, aggressiveness produces instability. Either be patient or make the system more responsive.

If people don't have their own vision, all they can do is 'sign-up' for someone else's.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

The difference between a healthy group or organization and an unhealthy one lies in its members' awareness and ability to acknowledge their felt needs to conform.