No problem stays solved in a dynamic environment.

Nothing is harder to topple than a fact that supports a deeply held prejudice denied by its holder.

In systems thinking, increases in understanding are believed to be obtainable by expanding the systems to be understood, not by reducing them to their elements. Understanding proceeds from the whole to its parts, not from the parts to the whole as knowledge does.

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.

Art inspires, produces an unwillingness to settle for what we have and a desire for something better. It is the product and producer of creative activity, change; it is essential for continuous development.

To manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.

Creativity is the ability to identify self-imposed constraints, remove them, and explore the consequences of their removal.