One of the things I tell my students is that if you want to understand what's been going on and also what needs to be done, you've got to get out of the blame game. Some people on the left want to blame the rich and corporations. Some people on the right want to blame the poor and government. Either of those frames of reference gets you nowhere and they aren't even truthful. You've got to understand the dynamic itself.

True patriotism isn't cheap. It's about taking on a fair share of the burden of keeping America going.

I am not an economic determinist. If I were, I would throw up my hands; I just would not bother. I think it's wrong to be an economic determinist. I think it's wrong to simply say, "Well, inevitably, if you're poor, you're going to get a lousy education; if you're lower-middle class, the cards are going to be stacked against you, and you'll probably never get anywhere".

As a top manager, you have to not just reward truth-telling, you've got to beg for it, and you've got to demand that everyone around you gives you constructive criticism, constantly. You've got to get out of the bubble, so that you can get direct feedback from everybody who's being affected.

One thing I've learned from 35 years in the classroom is that people learn best when they are laughing, when they are emotionally hit, that it's both the brain and the heart.

The intellectual equipment needed for the job of the future is an ability to define problems, quickly assimilate relevant data, conceptualize and reorganize the information, make deductive and inductive leaps with it, ask hard questions about it, discuss findings with colleagues, work collaboratively to find solutions and then convince others.

Today, for good or ill, people are thinking about many social problems from the standpoint of their own kitchen tables. I think the way to begin a conversation with people about what's going on is to address their daily experiences, and what their fears and frustrations, as well as their exhilarations, are.