People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.

We should be guided by theory, not by numbers.

Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.

The system that people work in and the interaction with people may account for 90 or 95 percent of performance.

You do not install quality; you begin to work at it.

It only takes a little innovation.

Scientific data are not taken for museum purposes; they are taken as a basis for doing something. If nothing is to be done with the data, then there is no use in collecting any. The ultimate purpose of taking data is to provide a basis for action or a recommendation for action. The step intermediate between the collection of data and the action is prediction.