Christensen Quotes

It's easier to hold your principles 100 percent of the time than it is to hold them 98 percent of the time.

Decide what you stand for. And then stand for it all the time.

Fifty grand for a paper bucket? Well it was all about context, you see.

He`s quite extraordinary with his moves and spins. I think he was a baton girl in a past life [on his co-star Hayden Christensen].

The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. —Steve Jobs

Intimate, loving, and enduring relationships with our family and close friends will be among the sources of the deepest joy in our lives.

I had thought the destination was what was important, but it turned out it was the journey.

If you defer investing your time and energy until you see that you need to, chances are it will already be too late.

You know that first night when we stayed together here in the cabin? As sick as we were, there was no place on earth I would have rather been then here with you.

So many people want fortune and fame but what they don’t realize is that it comes with a ton of heartache. - Ryan Christensen

I swear it only hit me then, with full conscious force, who the real villains of this piece had been from start to finish…those lying, cancerous dogs of the mainstream media!

Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.

And there Emilia rests. She is safe. She is loved. Affectionately, Clara Christensen

In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder.

Are you ready to bring back a weapon from another world?

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

Friendship is a strange animal. It only thrives in voluntary enjoyment of each other's company, in the pleasure of nonobligatory connection. I repeat: You owe me nothing.

Remember the Morning Star,” he enjoined. But I didn’t tell him about Tegg, whose face was the starry void itself...

the only metrics that will truly matter to my life are the individuals whom I have been able to help, one by one, to become better people.

Does progress mean that we dissolve our ancient myths? If we forget our legends, I fear that we shall close an important door to the imagination

If I don't eat junk, I don't gain weight.

it seems that he didn’t want a world turned to mud. He believed in a soul.

Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.

Disruptive technologies typically enable new markets to emerge.

Resources are what he uses to do it, processes are how he does it, and priorities are why he does it.

There are more than 9,000 billing codes for individual procedures and units of care. But there is not a single billing code for patient adherence or improvement, or for helping patients stay well.

We do not disappear without a trace. We leave a wake that never quite disappears, a gash in time that we so laboriously leave behind us.

Ryan Refereeing to Ian Somerhold: He Shits too, you know

doves exist, dreamers, and dolls; killers exist, and doves, and doves; haze, dioxin, and days; days exist, days and death; and poems exist; poems, days, death

You made my heart beat again" - Ryan Christensen

Childhood is bound like the Gordian knot with my memories of the Black Sea, and I still feel its waters welling up within me today. Sometimes these waters are leaden, as grey as the military ships that sail on their curved expanses, and sometimes they are blue as pigmented cobalt. Then would come dusk, when I would sit and watch the seabirds waver to shore, flitting from open waters to the quiet empty vastlands in darkening spaces behind me, the same birds Ovid once saw during his exile, perhaps; and the same waters the Argonauts crossed searching for the fleece of renewal. And out in the distance, invisible, the towering heights of Caucasus, where once-bright memories of the fire-thief have transmuted into something weird and many-faceted, and beyond these, pitch-black Karabakh in dolorous Armenia.

I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.

In fact, how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.

The hot water that softens a carrot will harden an egg.

disruptive technology should be framed as a marketing challenge, not a technological one.

here's the thing about wildflowers they take root wherever they are grow strong through the wind, rain, pain, sunshine, blue skies and starless nights they dance, even when it seems there is nothing worth dancing for they bloom with or without you

the only way to do great work is to love what you do.

When we come to [work] we bring an attitude. We can bring a moody attitude and have a depressing day. We can bring a grouchy attitude and irritate our coworkers and customers. Or we can bring a sunny, playful, cheerful attitude and have a great day.

In our lives and in our careers, whether we are aware of it or not, we are constantly navigating a path by deciding between our deliberate strategies and the unanticipated alternatives that emerge.

By Believeing,One sees

People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.

Упътване за употреба когато падаш, падни със стил: не повличай други със себе си, падни преди да стане късно, падни за бога, не там, където е удобно да се пада, падни там, където си изправен и падни ниско изправи се на съвсем друго място

you perfect results. What I can promise you is that you won’t get it right if you don’t commit to keep trying.

No one can be strong all of the time. That’s why it’s in our human nature to seek another soul out there. Someone to be strong some of the time for us. Someone to share your burdens with.

Indeed, while experiences and information can be good teachers, there are many times in life where we simply cannot afford to learn on the job. You don’t want to have to go through multiple marriages to learn how to be a good spouse. Or wait until your last child has grown to master parenthood. This is why theory can be so valuable: it can explain

Happiness is the change that comes over me when I describe the world It comes over the world Happiness is the change that comes over me when I'm afraid It comes over the world For instance I can be afraid of and for the world afraid because the world consists among other things of me so swiftly dying

Thom pulled nervously at his ‘Kings’ t-shirt. The Kings are a brutal West African gang that he follows onscreen. Such ‘tourist shows’, as I understand they are called, have become wildly popular in recent years, as global unrest makes actual travel less popular. Armoured imaging teams, using tiny remote drone cameras known as ‘flies’, take the viewer inside the violent, gang-controlled regions of Nigeria and Cameroon. Using a touch screen, viewers (or ‘zoners’ as they are sometimes called) can follow the action from multiple angles while cheering on their favourite gang.

To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.

It happened every single day in Brooklyn: awaken to fresh glory, fall asleep to blight and ruin.

New products succeed not because of the features and functionality they offer but because of the experiences they enable. If

None of that data, however, actually tells you why customers make the choices that they do.

the best way to get a good idea is to get a lot of ideas.

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

With every moment of your time, every decision about how you spend your energy and your money, you are making a statement about what really matters to you.

Culture is a way of working together toward common goals that have been followed so frequently and so successfully that people don’t even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful.

successful companies don’t succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy—which is usually wrong. The

People often think that the best way to predict the future is by collecting as much data as possible before making a decision. But this is like driving a car looking only at the rearview mirror—because data is only available about the past.

... and it occured to me then and forever afterwards, that films, theatre books and poems were just a fraud. It's only music that doesn't deceive, it doesn't pretend to be anything else except what it is. Music.

Credendo vides: by believing, one sees. Post nublia phoebus: after clouds, sun!

One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.

There's something specific about the doves' way of living my life as a natural result of today since it's raining

Goethe: “Treat people as if they were what they ought to be and you help them to become what they are capable of being.

I don't view it as mystic. I believe that God is our father. He created us. He is powerful because he knows everything. Therefore everything I learn that is true makes me more like my father in heaven. When science seems to contradict religion, then one, the other, or both are wrong, or incomplete. Truth is not incompatible with itself. When I benefit from science it's actually not correct for me to say it resulted from science and not from God. They work in concert.

My sudden, unforeseen capitulation had knocked me backward, and I had nothing to hold on to. My internal weather was eerily calm, as if in a tornado's aftermath, birdsong, sunshine, supersaturated colors, wreckage all around, and myself, dazed and limping.

The techniques that worked so extraordinarily well when applied to sustaining technologies, however, clearly failed badly when applied to markets or applications that did not yet exist.

In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.

When I have my interview with God, our conversation will focus on the individuals whose self-esteem I was able to strengthen, whose faith I was able to reinforce, and whose discomfort I was able to assuage—a doer of good, regardless of what assignment I had. These are the metrics that matter in measuring my life.

Don't call her Tally in front of Clay", Dorian said, thinking of the small human female who loved Clay so desperately. "He's a little territorial." Lucas's eyes flicked to Ashaya. "So are you." Dorian wanted to bare his teeth, warn Lucas off against interfering. "Yeah, I am.

First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies.

This may sound counterintuitive, but I deeply believe that the path to happiness in a relationship is not just about finding someone who you think is going to make you happy. Rather, the reverse is equally true: the path to happiness is about finding someone who you want to make happy, someone whose happiness is worth devoting yourself to.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Understand this, a hospital is a gateway between the living and the dead. We’ve all had things happen to us here.

Do you want me to kill your father, Barnum?

Competitiveness is far more about doing what customers value than doing what you think you’re good at. And

As Henry Ford once put it, “If you need a machine and don’t buy it, then you will ultimately find that you have paid for it and don’t have it.

sunlight dances on my skin like fingertips feet rooting in the earth as she whispers you are read even though it hurts --blooming

Getting something wrong doesn’t mean you have failed. Instead, you have just learned what does not work. You now know to try something else.

This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

When commercializing disruptive technologies, they found or developed new markets that valued the attributes of the disruptive products, rather than search for a technological breakthrough so that the disruptive product could compete as a sustaining technology in mainstream markets.

In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder. There’s an old saying: find a job that you love and you’ll never work a day in your life.

[Clayton] Christensen had seen dozens of companies falter by going for immediate payoffs rather than long-term growth, and he saw people do the same thing. In three hours at work, you could get something substantial accomplished, and if you failed to accomplish it you felt the pain right away. If you spent three hours at home with your family, it felt like you hadn't done a thing, and if you skipped it nothing happened. So you spent more and more time at the office, on high-margin, quick-yield tasks, and you even believed that you were staying away from home for the sake of your family. He had seen many people tell themselves that they could divide their lives into stages, spending the first part pushing forward their careers, and imagining that at some future point they would spend time with their families--only to find that by then their families were gone.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.

resisting the temptation whose logic was “In this extenuating circumstance, just this once, it’s OK” has proven to be one of the most important decisions of my life. Why? My life has been one unending stream of extenuating circumstances. Had I crossed the line that one time, I would have done it over and over in the years that followed. The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time. If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw the line in a safe place.

Смехът копнее за компания.

The purpose of Christianity is not to avoid difficulty, but to produce a character adequate to meet it when it comes. It does not make life easy; rather it tries to make us great enough for life.

In the new century science will defeat famine, boredom, and the plague, but . . . vital knowledge will become so elevated that nobody will know how anything works. . . . the good news is that everybody will be empowered; the bad news is nobody will understand why.

…I came to understand that while many of us might default to measuring our lives by summary statistics, such as number of people presided over, number of awards, or dollars accumulated in a bank, and so on, the only metrics that will truly matter to my life are the individuals whom I have been able to help, one by one, to become better people.

With few exceptions, the only instances in which mainstream firms have successfully established a timely position in a disruptive technology were those in which the firms’ managers set up an autonomous organization charged with building a new and independent business around the disruptive technology.

As you go through your career, you will begin to find the areas of work you love and in which you will shine; you will, hopefully, find a field where you can maximize the motivators and satisfy the hygiene factors. But it’s rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What’s important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it’s time to flip from an emergent strategy to a deliberate one.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

Disruptive innovations, in contrast, don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

When I have my interview with my God, our conversation will focus on the individuals whose self-esteem I was able to strengthen, whose faith I was able to reinforce, and whose discomfort I was able to assuage—a doer of good, regardless of what assignment I had. These are the metrics of that matter in measuring my life. This realization, which occurred nearly fifteen years ago, guided me every day to seek opportunities to help people in ways tailored to their individual circumstances. My happiness and my sense of worth has been immeasurably improved as a result.

As I look back on my own life, I recognize that some of the greatest gifts I received from my parents stemmed not from what they did for me—but rather from what they didn’t do for me. One such example: my mother never mended my clothes. I remember going to her when I was in the early grades of elementary school, with holes in both socks of my favorite pair. My mom had just had her sixth child and was deeply involved in our church activities. She was very, very busy. Our family had no extra money anywhere, so buying new socks was just out of the question. So she told me to go string thread through a needle, and to come back when I had done it. That accomplished—it took me about ten minutes, whereas I’m sure she could have done it in ten seconds—she took one of the socks and showed me how to run the needle in and out around the periphery of the hole, rather than back and forth across the hole, and then simply to draw the hole closed. This took her about thirty seconds. Finally, she showed me how to cut and knot the thread. She then handed me the second sock, and went on her way. A year or so later—I probably was in third grade—I fell down on the playground at school and ripped my Levi’s. This was serious, because I had the standard family ration of two pairs of school trousers. So I took them to my mom and asked if she could repair them. She showed me how to set up and operate her sewing machine, including switching it to a zigzag stitch; gave me an idea or two about how she might try to repair it if it were she who was going to do the repair, and then went on her way. I sat there clueless at first, but eventually figured it out. Although in retrospect these were very simple things, they represent a defining point in my life. They helped me to learn that I should solve my own problems whenever possible; they gave me the confidence that I could solve my own problems; and they helped me experience pride in that achievement. It’s funny, but every time I put those socks on until they were threadbare, I looked at that repair in the toe and thought, “I did that.” I have no memory now of what the repair to the knee of those Levi’s looked like, but I’m sure it wasn’t pretty. When I looked at it, however, it didn’t occur to me that I might not have done a perfect mending job. I only felt pride that I had done it. As for my mom, I have wondered what

I genuinely believe that relationships with family and close friends are one of the greatest sources of happiness in life. It sounds simple, but like any important investment, these relationships need consistent attention and care. But there are two forces that will be constantly working against this happening. First, you’ll be routinely tempted to invest your resources elsewhere—in things that will provide you with a more immediate payoff. And second, your family and friends rarely shout the loudest to demand your attention. They love you and they want to support your career, too. That can add up to neglecting the people you care about most in the world. The theory of good money, bad money explains that the clock of building a fulfilling relationship is ticking from the start. If you don’t nurture and develop those relationships, they won’t be there to support you if you find yourself traversing some of the more challenging stretches of life, or as one of the most important sources of happiness in your life.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.