Organisational Change Quotes

Perhaps one day, all these conflicts will end, and it won't be because of great statesmen or churches or organisations like this one. It'll be because people have changed. They'll be like you, Puffin. More a mixture. So why not become a mongrel? It's healthy.

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

Belief that you can act is a powerful motivator. Belief that change can happen in a flash is an even stronger motivator.

Organisational change adoption must be made easier than keeping the old ways

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change

Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

Constructive feedback is leadership gift and driver of organisational behavioural change

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

The slow cancellation of the future has been accompanied by a deflation of expectations. There can be few who believe that in the coming year a record as great as, say, the Stooges’ Funhouse or Sly Stone’s There’s A Riot Goin’ On will be released. Still less do we expect the kind of ruptures brought about by The Beatles or disco. The feeling of belatedness, of living after the gold rush, is as omnipresent as it is disavowed. Compare the fallow terrain of the current moment with the fecundity of previous periods and you will quickly be accused of ‘nostalgia’. But the reliance of current artists on styles that were established long ago suggests that the current moment is in the grip of a formal nostalgia, of which more shortly. It is not that nothing happened in the period when the slow cancellation of the future set in. On the contrary, those thirty years has been a time of massive, traumatic change. In the UK, the election of Margaret Thatcher had brought to an end the uneasy compromises of the so-called postwar social consensus. Thatcher’s neoliberal programme in politics was reinforced by a transnational restructuring of the capitalist economy. The shift into so-called Post-Fordism – with globalization, ubiquitous computerization and the casualisation of labour – resulted in a complete transformation in the way that work and leisure were organised. In the last ten to fifteen years, meanwhile, the internet and mobile telecommunications technology have altered the texture of everyday experience beyond all recognition. Yet, perhaps because of all this, there’s an increasing sense that culture has lost the ability to grasp and articulate the present. Or it could be that, in one very important sense, there is no present to grasp and articulate anymore.

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

The enemy is not individuals, churches, 'ex-gay' organisations or political parties; the enemy is ignorance. Change is created by focusing our energies on overcoming the latter instead of attacking the former.

Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery

There is no degree of human suffering which in and of itself is going to bring about change. Only organisation can change things.

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

We amass material things for the same reason that we eat - to satisfy a craving. Buying on impulse and eating and drinking to excess are attempts to alleviate stress. From observing my clients, I have noticed that when they discard excess clothing, their tummies tend to slim down, when they discard books and documents, their minds become clearer, when they reduce the number of cosmetics and tidy up the area around the sink and bath, their complexion tends to become clear and their skin smooth. -p226

That is why no amount of cajolery, and no attempts at ethical or social seduction, can eradicate from my heart a deep burning hatred for the Tory Party that inflicted those bitter experiences on me. So far as I am concerned they are lower than vermin. They condemned millions of first-class people to semi-starvation. Now the Tories are pouring out money in propaganda of all sorts and are hoping by this organised sustained mass suggestion to eradicate from our minds all memory of what we went through. But, I warn you young men and women, do not listen to what they are saying now. Do not listen to the seductions of Lord Woolton. He is a very good salesman. If you are selling shoddy stuff you have to be a good salesman. But I warn you they have not changed, or if they have they are slightly worse than they were.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Every organisation, not just business, needs 1 core competence: Tactical execution

The flowers are so beautiful, but God's love is infinitely stronger for us than the beauty of ALL flowers and all beautiful things combined!

You have to look at Jews like Bina Gelbfish, to explain the wide range and persistence of the race. Jews who carry their homes in an old cowhide bag, on the back of a camel, in the bubble of air at the center of their brains. Jews who land on their feet, hit the ground running, ride out the vicissitudes, and make the best of what falls to hand, from Egypt to Babylon, from Minsk Gubernya to the district of Sitka. Methodological, organised, persistent, resourceful, prepared... A mere re-drawing of borders, a change in governments, those things can never faze a Jewess with a good supply of hand wipes in her bag.

Thus, as I believe, natural selection will tend in the long run to reduce any part of the organisation, as soon as it becomes, through changed habits, superfluous, without by any means causing some other part to be largely developed in a corresponding degree. And conversely, that natural selection may perfectly well succeed in largely developing an organ without requiring as a necessary compensation the reduction of some adjoining part.

The all-powerful Zahir seemed to be born with every human being and to gain full strength in childhood, imposing rules that would thereafter always be respected: People who are different are dangerous; they belong to another tribe; they want our lands and our women. We must marry, have children, reproduce the species. Love is only a small thing, enough for one person, and any suggestion that the heart might be larger than this may seem perverse. When we are married we are authorised to take possession of the other person, body and soul. We must do jobs we detest because we are part of an organised society, and if everyone did what they wanted to do, the world would come to a standstill. We must buy jewelry; it identifies us with our tribe. We must be amusing at all times and sneer at those who express their real feelings; it's dangerous for a tribe to allow its members to show their feelings. We must at all costs avoid saying no because people prefer those who always say yes, and this allows us to survive in hostile territory. What other people think is more important than what we feel. Never make a fuss--it might attract the attention of an enemy tribe. If you behave differently you will be expelled from the tribe because you could infect others and destroy something that was extremely difficult to organise in the first place. We must always consider the look of our new cave, and if we don't have a clear idea of our own, then we must call a decorator who will do his best to show others what good taste we have. We must eat three meals a day, even if we're not hungry, and when we fail to fit the current ideal of beauty we must fast, even if we're starving. We must dress according to the dictates of fashion, make love whether we feel like it or not, kill in the name of our country, wish time away so that retirement comes more quickly, elect politicians, complain about the cost of living, change our hair-style, criticise anyone who is different, go to a religious service on Sunday, Saturday or Friday, depending on our religion, and there beg forgiveness for our sins and puff ourselves up with pride because we know the truth and despise he other tribe, who worship false gods. Our children must follow in our footsteps; after all we are older and know more about the world. We must have a university degree even if we never get a job in the area of knowledge we were forced to study. We must never make our parents sad, even if this means giving up everything that makes us happy. We must play music quietly, talk quietly, weep in private, because I am the all-powerful Zahir, who lays down the rules and determines the meaning of success, the best way to love, the importance of rewards.

Up until the nineteenth century, the vast majority of military revolutions were the product of organisational rather than technological changes.

The enemy is not individuals, churches, 'ex-gay' organisations or political parties; the enemy is ignorance. We overcome by focusing on changing the latter not attacking the former.

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

[W]ithout changing the most molecular relationships in society — notably, those between men and women, adults and children, whites and other ethnic groups, heterosexuals and gays (the list, in fact, is considerable) — society will be riddled by domination even in a socialistic ‘classless’ and ‘non-exploitative’ form. It would be infused by hierarchy even as it celebrated the dubious virtues of ‘people’s democracies,’ ’socialism’ and the ‘public ownership’ of ‘natural resources,’ And as long as hierarchy persists, as long as domination organises humanity around a system of elites, the project of dominating nature will continue to exist and inevitably lead our planet to ecological extinction

Coleridge wrote a poem called ‘The Eolian Harp,’ in which he explored the notion of music slumbering on its instrument. It's a gorgeous poem! It moves through thoughts and moods of the soul as if we're all but harps waiting for a breeze to pass through us to animate us. I feel the same way about art: that it is something that on many levels colonises you, gets inside you and changes you from the inside out. I find that happens with books, too. After I’ve read a book, for a couple of days afterwards I think in the patterns of the book’s writing, because the act of reading is an act of organising your own thought process. If you are reading someone else’s writing, you are having to organise your perception along someone else’s structure. So if I read a book by Terry Pratchett, a few days later there is still a little Terry Pratchettness to my thoughts. When I read something by Catherynne Valente, for quite a few days there is a kind of ‘jewelled’ quality to my thoughts. To read a book is to let someone else reach inside me and reorganise me. As a writer, I find it very difficult to start writing immediately after having read another writer's book. I have to digest it first, and let the influence pass…

In the travellers’ world, social media have enlarged the generation gap. The internet has brought a change in the very concept of travel as a process taking one away from the familiar into the unknown. Now the familiar is not left behind and the unknown has become familiar even before one leaves home. Unpredictability – to my generation the salt that gave travelling its savour – seems unnecessary if not downright irritating to many of the young. The sunset challenge – where to sleep? – has been banished by the ease of booking into a hostel or organised campsite with a street plan provided by the internet. Moreover, relatives and friends evidently expect regular reassurance about the traveller’s precise location and welfare – and vice versa, the traveller needing to know that all is well back home. Notoriously, dependence on instant communication with distant family and friends is known to stunt the development of self-reliance. Perhaps that is why, amongst younger travellers, one notices a new timidity.

Today everybody admits that something is wrong with the world, and the critics of Christianity are the very people who feel this most. The most violent attacks on religion come from those who are most anxious to change the world, and they attack Christianity because they think that it is an obstructive force that stands in the way of a real reform of human life. There has seldom been a time in which men were more dissatisfied with life and the more conscious of the need for deliverance, and if they turn away from Christianity it is because they feel that Christianity is a servant of the established order and that it has no real power or will to change the world and to rescue man from his present difficulties. They have lost their faith in the old spiritual traditions that inspired civilization in the past, and they tend to look for a solution in some external practical remedy such as communism, or the scientific organisation of life; something definite and objective that can be applied to society as a whole.

The real determinant of society is hidden behind the state and the economy: it is the way in which our everyday activity is organised, the subordination of our doing to the dictates of abstract labour, that is, of value, money, profit. It is this abstraction which is, after all, the very existence of the state. If we want to change society, we must stop the subordination of our activity to abstract labour, do something else.

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

The concurrence of two elements is necessary for bringing about a revolution; and by revolution I do not mean the street warfare, nor the bloody conflicts of two parties—both being mere incidents dependent upon many circumstances—but the sudden overthrow of institutions which are the outgrowths of centuries past, the sudden uprising of new ideas and new conceptions, and the attempt to reform all political and economical institutions in a radical way—all at the same time. Two separate currents must converge to come to that result: a widely spread economic revolt, tending to change the economical conditions of the masses, and a political revolt, tending to modify the very essence of the political organisation—an economical change, supported by an equally important change of political institutions.

Very few towns or cities are founded at a stroke, by a single individual. They are usually the product of gradual changes in population, in patterns of settlement, social organisation and sense of identity. Most ‘foundations’ are retrospective constructions, projecting back into the distant past a microcosm, or imagined primitive version, of the later city.

Even the best Mindset will become contaminated and eventually blunted in a toxic organisational culture.

Strategy has no value if your culture and leadership mindset are wrong

ReThink culture, because it is the foundation of all strategic success.

Far more than we like to admit, the world is to a remarkable extent a self-organising, self-changing place.

If you need one person to change your destiny, then you have not built a very solid organisation.

Let's stop with the 'Taylor made' organisation and let's start 'Tailor made' organizing

Developing ALL staff to their fullest potential, on a daily basis, is the most powerful and humane approach, to building a high-performance organisation, that positively changes the world.

you’ll need to be more precise and identify in clear, concrete terms your ideal approach to work and the effects you hope tidying will have on your life. So before you start, visualize your ideal work life.

Another thing to watch. The Brotherhood name organisations in a way that leads people to believe their aim is the opposite of what they are really there to do. For instance, if you want to run drugs without being suspected, do it through an anti-drug agency. If you want to destroy land and kill wildlife, do it through a wildlife protection agency. If you want to run a Satanic ring, do it through the Christian Church.

If anything, the genesis of colleges in the Islamic world seems to have been a way to organise those scholars who were opposed to philosophy and rationalism. Knowledge and science in ancient times were supported by individual patrons and when these patrons changed their priorities, or when they died, any institutions that they might have built often died with them. This is a major reason why no observatory lasted more than 30 years in any of the Islamic empires.

Cependant, la nouvelle organisation aura beau être structurellement bien pensée, elle pourra être remise en question par les humains dont elle est censée améliorer la condition et le destin. Car si l’être humain ne change pas quotidiennement pour atteindre générosité, compassion, éthique et équité, la société ne pourra changer durablement. On peut manger bio, recycler ses déchets et ses eaux usées, se chauffer à l’énergie solaire et exploiter son prochain. Cela n’est pas incompatible.

I have said that in one respect my mind has changed during the last twenty or thirty years. Up to the age of thirty, or beyond it, poetry of many kinds, such as the works of Milton, Gray, Byron, Wordsworth, Coleridge, and Shelley, gave me great pleasure, and even as a schoolboy I took intense delight in Shakespeare, especially in the historical plays. I have also said that formerly pictures gave me considerable, and music very great delight. But now for many years I cannot endure to read a line of poetry: I have tried lately to read Shakespeare, and found it so intolerably dull that it nauseated me. I have also almost lost my taste for pictures or music. Music generally sets me thinking too energetically on what I have been at work on, instead of giving me pleasure. I retain some taste for fine scenery, but it does not cause me the exquisite delight which it formerly did. On the other hand, novels which are works of the imagination, though not of a very high order, have been for years a wonderful relief and pleasure to me, and I often bless all novelists. A surprising number have been read aloud to me, and I like all if moderately good, and if they do not end unhappily–against which a law ought to be passed. A novel, according to my taste, does not come into the first class unless it contains some person whom one can thoroughly love, and if a pretty woman all the better. This curious and lamentable loss of the higher aesthetic tastes is all the odder, as books on history, biographies, and travels (independently of any scientific facts which they may contain), and essays on all sorts of subjects interest me as much as ever they did. My mind seems to have become a kind of machine for grinding general laws out of large collections of facts, but why this should have caused the atrophy of that part of the brain alone, on which the higher tastes depend, I cannot conceive. A man with a mind more highly organised or better constituted than mine, would not, I suppose, have thus suffered; and if I had to live my life again, I would have made a rule to read some poetry and listen to some music at least once every week; for perhaps the parts of my brain now atrophied would thus have been kept active through use. The loss of these tastes is a loss of happiness, and may possibly be injurious to the intellect, and more probably to the moral character, by enfeebling the emotional part of our nature.

This is how nature has worked for millions of years. Innovation doesn't happen centrally, according to plan, but at the edges, all the time, when some organism senses a change in the environment and experiments to find a response. Some attempts to fail catch on; others rapidly spread to all corners of the ecosystem. Reality is the ultimate reference.

In order to function, the people who operate such a system of drawers must be reprogrammed to stop thinking as humans and to start thinking as clerks and accountants. As everyone from ancient times till today knows, clerks and accountants think in a non-human fashion. They think like filing cabinets. This is not their fault. If they don’t think that way their drawers will all get mixed up and they won’t be able to provide the services their government, company or organisation requires. The most important impact of script on human history is precisely this: it has gradually changed the way humans think and view the world. Free association and holistic thought have given way to compartmentalisation and bureaucracy.

Similarly, the dollar, human rights and the United States of America exist in the shared imagination of billions, and no single individual can threaten their existence. If I alone were to stop believing in the dollar, in human rights, or in the United States, it wouldn’t much matter. These imagined orders are inter-subjective, so in order to change them we must simultaneously change the consciousness of billions of people, which is not easy. A change of such magnitude can be accomplished only with the help of a complex organisation, such as a political party, an ideological movement, or a religious cult. However, in order to establish such complex organisations, it’s necessary to convince many strangers to cooperate with one another. And this will happen only if these strangers believe in some shared myths. It follows that in order to change an existing imagined order, we must first believe in an alternative imagined order. In order to dismantle Peugeot, for example, we need to imagine something more powerful, such as the French legal system. In order to dismantle the French legal system we need to imagine something even more powerful, such as the French state. And if we would like to dismantle that too, we will have to imagine something yet more powerful. There is no way out of the imagined order. When we break down our prison walls and run towards freedom, we are in fact running into the more spacious exercise yard of a bigger prison.

The Internal Revenue Service which collects taxation in America is also a private company, though the public believe it is part of their government. In 1863 the Bureau of Internal Revenue was formed to collect taxation, but in 1933, that year again, came the start of another coup on the American people. Three members of the Prescott Bush circle, Helen and Clifton Barton and Hector Echeverria, formed the Internal Revenue Tax and Audit Service, registered in Delaware, America’s flag of convenience state, where few questions are asked. Prescott Bush was the father of George Bush. In 1936, this organisation changed its name to the Internal Revenue Service and ran as a private company. In 1953, the original Bureau of Internal Revenue was disbanded, leaving the private Internal Revenue Service to collect all the taxes, illegal taxes most of them, too. This is controlled by the same people who own the Federal Reserve and the Virginia Company and it is bleeding America dry. The Internal Revenue Service was, appropriately, created by American Nazis who were funding Adolf Hitler under the coordination of Prescott Bush, George’s father.

In a 2004 study, Angelo Maravita and Atsushi Iriki discovered that when monkeys and humans consistently use a tool to extend their reach, such as using a rake to reach an object, certain neural networks in the brain change their “map” of the body to include the new tool. This fascinating finding reinforces the idea that external tools can and often do become a natural extension of our minds.

The central lesson to be learned from this episode in scientific history is that to create an organisation financially and ideologically dependent upon coming to a single, aprioristic viewpoint, regardless of the objective truth, is to create a monster that ignores the truth. Regrettably, the cumulative effect of the IPCC’s conduct over the last 25 years has inflicted severe and long-term damage on the reputation of science and of scientists everywhere.

... there is no quicker way of growing old than undue indulgence in regular habits. Indeed it seems probable that the reason why so many people die sooner than they should is because they have organised their lives in such a way that there is nothing left for them to do. Change, as is well-known, is not only a law of Nature, but the very breath of existence. And if you rule change out of your life there no longer seems any reason why you should continue altogether.

... on these expanded membranes [butterfly wings] Nature writes, as on a tablet, the story of the modifications of species, so truly do all changes of the organisation register themselves thereon. Moreover, the same colour-patterns of the wings generally show, with great regularity, the degrees of blood-relationship of the species. As the laws of nature must be the same for all beings, the conclusions furnished by this group of insects must be applicable to the whole world.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

The world, I tell you, is bored -- bored now to the explosive pitch. It's bored by all this incessant war preparation. It is bored by aimless violence, now here, now there. It is tired of hatred politics. It's tired of fresh murders every day. It is not indignant, not excited; it is bored. Bored and baffled... "I don't believe a man begins to know anything of politics until he realises the immense menace of mental fatigue, of world-wide mass boredom. It accumulates. It makes the most frightful convulsions and demoralisation possible. It makes them at last inevitable. Nobody wants fundamental changes in a world where hope and interest prevail. Then people accept their careers, settle down to them, rear children. But throw them out of work, in and out and no sense of security, deprive them of bright expectations, regiment them in masses, underfeed them, bore them with organised mass patriotism, and they begin to seep together into a common morass of discontent and impatience. Almost unconsciously... "They're like that now.

It was his first definite encounter with the wary-eyed, platitudinous, evasive Labour leaders, and he realised at once the formidable barrier of inert leadership they constituted, between the discontented masses and constructive change. They seemed to be almost entirely preoccupied by internecine intrigues and the "discipline of the Party". They were steeped in Party professionalism. They were not in any way traitors to their cause, or wilfully reactionary, but they had no minds for a renascent world. They meant nothing, but they did not know they meant nothing. They regarded Rud just as in their time they had regarded Liberalism, Fabianism, Communism, Science, suspecting them all, learning nothing from them, blankly resistant. They did not want ideas in politics. They just wanted to be the official representatives of organised labour and make what they could by it. Their manner betrayed their invincible resolution, as strong as an animal instinct, to play politics according to the rules, to manoeuvre for positions, to dig themselves into positions -- and squat...

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

The oversupply of huge amounts of information free of charge and on demand is changing the world beyond recognition. This is especially true in areas of education where education systems are evolving to reflect the reality that education is about constructing knowledge rather than just remembering facts. The knowledge revolution is correlated with the rise of knowledge economy where information is constructed and organised into knowledge that can be utilised to create economic value. Knowledge management is also allowing us to gradually use machines to perform tasks that need complex decision making.

Similarly, the dollar, human rights and the United States of America exist in the shared imagination of billions, and no single individual can threaten their existence. If I alone were to stop believing in the dollar, in human rights, or in the United States, it wouldn’t much matter. These imagined orders are inter-subjective, so in order to change them we must simultaneously change the consciousness of billions of people, which is not easy. A change of such magnitude can be accomplished only with the help of a complex organisation, such as a political party, an ideological movement, or a religious cult. However,

the planned destruction of Iraq’s agriculture is not widely known. Modern Iraq is part of the ‘fertile crescent’ of Mesopotamia where man first domesticated wheat between 8,000 and 13,000 years ago, and home to several thousand varieties of local wheat. As soon as the US took over Iraq, it became clear its interests were not limited to oil. In 2004, Paul Bremer, the then military head of the Provisional Authority imposed as many as a hundred laws which made short work of Iraq’s sovereignty. The most crippling for the people and the economy of Iraq was Order 81 which deals, among other things, with plant varieties and patents. The goal was brutally clear-cut and sweeping — to wipe out Iraq’s traditional, sustainable agriculture and replace it with oil-chemical-genetically-modified-seed-based industrial agriculture. There was no public or parliamentary debate for the conquered people who never sought war. The conquerors made unilateral changes in Iraq’s 1970 patent law: henceforth, plant forms could be patented — which was never allowed before — while genetically-modified organisms were to be introduced. Farmers were strictly banned from saving their own seeds: this, in a country where, according to the Food and Agriculture Organisation, 97 per cent of Iraqi farmers planted only their own saved seeds. With a single stroke of the pen, Iraq’s agriculture was axed, while Order 81 facilitated the introduction and domination of imported, high-priced corporate seeds, mainly from the US — which neither reproduce, nor give yields without their prescribed chemical fertiliser and pesticide inputs. It meant that the majority of farmers who had never spent money on seed and inputs that came free from nature, would henceforth have to heavily invest in corporate inputs and equipment — or go into debt to obtain them, or accept lowered profits, or give up farming altogether.

First, as a branch of the United Nations, the IPCC is itself an intensely political and not a scientific body. As its chairman, Dr Rajendra Pachauri observed in an interview with the Guardian newspaper: We are an intergovernmental body and we do what the governments of the world want us to do. If the governments decide we should do things differently and come up with a vastly different set of products we would be at their beck and call.10 To boot, the IPCC charter requires that the organisation investigates not climate change in the round, but solely global warming caused by human greenhouse emissions, a blinkered approach that consistently damages all IPCC pronouncements.

It is difficult, then, to pin gender inequality firmly to the emergence of agriculture or property ownership. If there were changes in the balance of power between people in prehistory because of these factors, they must have been subtle because they left no appreciable trace in the archaeological record. Where we really can start to spot a shift in gender relations, the first shoots of overarching male authority, is with the rise of the first states. The moment gender becomes salient is when it becomes an organising principle, when enormous populations are categorised in ways that deliberately ignore their everyday realities and force them to live in ways they may not otherwise choose.

adult men enjoy having sex with one another, and they don’t harm anyone while doing so, why should it be wrong, and why should we outlaw it? It is a private matter between these two men, and they are free to decide about it according to their own personal feelings. If in the Middle Ages two men confessed to a priest that they were in love with one another, and that they had never felt so happy, their good feelings would not have changed the priest’s damning judgement – indeed, their lack of guilt would only have worsened the situation. Today, in contrast, if two men are in love, they are told: ‘If it feels good – do it! Don’t let any priest mess with your mind. Just follow your heart. You know best what’s good for you.’ Interestingly enough, today even religious zealots adopt this humanistic discourse when they want to influence public opinion. For example, every year for the past decade the Israeli LGBT community has held a gay pride parade in the streets of Jerusalem. It’s a unique day of harmony in this conflict-riven city, because it is the one occasion when religious Jews, Muslims and Christians suddenly find a common cause – they all fume in accord against the gay parade. What’s really interesting, though, is the argument they use. They don’t say, ‘These sinners shouldn’t hold a gay parade because God forbids homosexuality.’ Rather, they explain to every available microphone and TV camera that ‘seeing a gay parade passing through the holy city of Jerusalem hurts our feelings. Just as gay people want us to respect their feelings, they should respect ours.’ On 7 January 2015 Muslim fanatics massacred several staff members of the French magazine Charlie Hebdo, because the magazine published caricatures of the prophet Muhammad. In the following days, many Muslim organisations condemned the attack, yet some could not resist adding a ‘but’ clause. For example, the Egyptian Journalists Syndicate denounced the terrorists for their use of violence, but in the same breath denounced the magazine for ‘hurting the feelings of millions of Muslims across the world’.2 Note that the Syndicate did not blame the magazine for disobeying God’s will. That’s what we call progress.

This is an existential threat to the social and economic order, which is why countries wage a stubborn, bloody and hopeless war on biochemical crime. The state hopes to regulate the biochemical pursuit of happiness, separating ‘bad’ manipulations from ‘good’ ones. The principle is clear: biochemical manipulations that strengthen political stability, social order and economic growth are allowed and even encouraged (e.g., those that calm hyperactive kids in school, or drive anxious soldiers forward into battle). Manipulations that threaten stability and growth are banned. But each year new drugs are born in the research labs of universities, pharmaceutical companies and criminal organisations, and the needs of the state and the market also keep changing.

The state hopes to regulate the biochemical pursuit of happiness, separating ‘bad’ manipulations from ‘good’ ones. The principle is clear: biochemical manipulations that strengthen political stability, social order and economic growth are allowed and even encouraged (e.g. those that calm hyperactive kids in school, or drive anxious soldiers forward into battle). Manipulations that threaten stability and growth are banned. But each year new drugs are born in the research labs of universities, pharmaceutical companies and criminal organisations, and the needs of the state and the market also keep changing. As the biochemical pursuit of happiness accelerates, so it will reshape politics, society and economics, and it will become ever harder to bring it under control.

Theory is, of course, critical to the development of specific analyses of women’s situation. Explicitly or implicitly, empirical phenomena must be organised in terms of a theoretical construct in order to be grasped conceptually. At the same time, theory is, by its very nature, severely limited. As a structure of concepts, a theoretical framework simply provides guidance for the understanding of actual societies, past and present. However indispensable this theoretical guidance may be, specific strategies, programmes, or tactics for change cannot be deduced directly from theory. Nor can the phenomenon of variation in women’s situation over time, and in different societies, be addressed solely by means of theory. These are matters for concrete analysis and historical investigation.

Despite all technical change in the advanced countries, to this day India, with a much smaller cultivated area than the US, produces annually a larger total tonnage of cereals, root crops, oil crops, sugar crops, fruits and vegetables. The precise figures are 858 million tonnes in India and 676 million tonnes in the US in 2007, the latest year for which the data from the United Nations Food and Agriculture Organisation is available. As for China, its even more intensive cultivation, developed over centuries, and consequent high land productivity were legendary; Britain’s agricultural yields at that time, properly measured over the same production period, were pathetic in comparison. By 2007 China produced 1,308 million tonnes from an area substantially less than that of India and of the US.

More proof that Lynn is still meant to continue with the government programme occurred during the winter of 2000, when she was sitting at a cafeteria table at the area college. It was later in the afternoon when a few people congregated there with books spread out so they could study while drinking coffee or snacking. Many tables were empty, yet after Lynn had been sitting for a few moments, an elderly man sat down across from her. The old man seemed familiar to Lynn, though, at first, she pretended to ignore him. He said nothing, just sat there as someone might when all the tables are filled and it is necessary to share space with a stranger. His presence made her uncomfortable, yet there was nothing specific that alerted her. A short while later, Mac, the man who had been Lynn's handler in Mexico, came out of the shadows and stopped at the table. He was younger than the old man. His clothes were military casual, the type of garments that veteran students who have military experience might recognise, but not think unusual. He leaned over Lynn and kissed her gently on the forehead, spoke quietly to her, and then said 'Wake up, Sleeping Beauty.' Those were the code words that would start the cover programme of which she was still part. The words led to her being switched from the control of the old man, a researcher she now believes may have been part of Dr Ewen Cameron's staff before coming to the United States for the latter part of his career, to the younger man. The change is like a re-enlistment in an army she never willingly joined. In a very real way, she is a career soldier who has never been paid, never allowed to retire and never given a chance to lead a life free from the fear of what she might do without conscious awareness.

This obsession with military technology – from tanks to atom bombs to spy-flies – is a surprisingly recent phenomenon. Up until the nineteenth century, the vast majority of military revolutions were the product of organisational rather than technological changes. When alien civilisations met for the first time, technological gaps sometimes played an important role. But even in such cases, few thought of deliberately creating or enlarging such gaps. Most empires did not rise thanks to technological wizardry, and their rulers did not give much thought to technological improvement. The Arabs did not defeat the Sassanid Empire thanks to superior bows or swords, the Seljuks had no technological advantage over the Byzantines, and the Mongols did not conquer China with the help of some ingenious new weapon. In fact, in all these cases the vanquished enjoyed superior military and civilian technology.

I think it would be no bad thing if boys like you all grew up with a bit of everything. We might all treat each other a good deal better then. Be less of these wars for one thing. Oh yes. Perhaps one day, all these conflicts will end, and it won’t be because of great statesmen or churches or organisations like this one. It’ll be because people have changed. They’ll be like you, Puffin. More a mixture. So why not become a mongrel? It’s healthy.” “But if I did, everything might . . .” I stopped. “Everything might what, Puffin?” “Like that blind there”—I pointed—“if the twine broke. Everything might scatter.” Uncle Philip stared at the blind I had indicated. Then he rose, went to the window and touched it gently. “Everything might scatter. You might be right. I suppose it’s something we can’t easily get away from. People need to feel they belong. To a nation, to a race. Otherwise, who knows what might happen? This civilisation of ours, perhaps it’ll just collapse. And everything scatter, as you put it.” He sighed, as though I had just defeated him in an argument.

She Is Remarkable Salute to the woman who knows who she is And why she is who she is A powerful being Once thrown into the deep end of the ocean But swam her way back to shore She never stops moving forward Nothing can ever pull her backwards Such a brave warrior Shout out to the superwoman Determined to change the status quo Because she feels the need to do so Just like an eagle She soars higher and higher As the wind blows stronger She does not let anything deter her From reaching another level in life Thumbs up to an amazing woman A great force to be reckoned with That committed Mother on the street Who trades from sunrise to sunset Trying to make ends meet Oh, she has a heart so big Being mindful that come snow or sunshine She has mouths to feed I revere this gifted woman Who uses her creativity To make an impact in society Despite the uniqueness of her talent She remains a trendsetter It could be the potter in whose hands clay becomes magic The miner who touches gold, before it even gets sold to the markets Or the strategist who sits in high-level meetings, making sure organisations do not collapse A special mention to the special woman Who chooses not to give up She understands that others look up to her The smart lady out there, with a clear vision She makes things happen for her family, community, and the world at large She deserves a badge of honour Because she is remarkable!

Where else in dramatic literature is there such a treatment of the life-and-death cycle of people and political change? One needs to reach back to the chronicles of Shakespeare, back to the Greeks. Larry Kramer isn't Sophocles and he isn't Shakespeare; we don't have Sophocleses or Shakespeares, not these days, but we do have, on rare occasion, remarkable accomplishment, and Kramer's is remarkable, invaluable, and rare. How else to dramatise revolution accurately, truthfully, politically, than by showing it to be tragic as well as triumphant? And on the other hand, if the medical, biological, political, and familial failures of "Destiny" produce, by the play's end, despair again; if we are plunged back into night, it cannot be different from the night with which "Normal Heart" began, rife with despair and terror, and pregnant with an offstage potential for transformation, for hope. Failure awaits any political movement, even a spectacularly successful movement such as the one Larry Kramer helped to spark and organise. Political movements, liberation movements, revolutions, are as subject to time, decline, mortality, tragedy, as any human enterprise, or any human being. Death waits for every living thing, no matter how vital or brilliant its accomplishment; death waits for people and for their best and worst efforts as well.politics is a living thing, and living things die. The mistake is to imagine otherwise, to believe that progress doesn't generate as many new problems as it generates blessings, to imagine, foolishly, that the struggle can be won decisively, finally, definitively. No matter what any struggle accomplishes, time, life, death bring in their changes, and new oppressions are always forming from the ashes of the old. The fight for justice, for a better world, for civil rights or access to medicine, is a never-ending fight, at least as far as we have to see. the full blooded description of this truth, the recognition and dramatisation of a political cycle of birth, death, rebirth, defeat, renewal - this is true tragedy, in which absolute loss and devastation, Nothing is arrived at, and from this Nothing, something new is born.

Performance depends upon our actions an behaviors, which are activated by emotions, which are created when our MINDSET meets reality... Mindsets Matter Most

With the right Mindset...effective thinking is automatic.

With the right MINDSET, you can Survive, Thrive & Grow... Even in the Midst of turbulence and change

Like time-management, change-management, doesn't really exist antmore... . Today's most valuable mindset must include the SWIFTA framework the be a change-driver.

he would like to see some changes made to the way these events are organised. “The audience can be tense and I’d like them to be a bit more relaxed. Perhaps the organisers could do something to seat the audience at tables and chairs and have a bar open to let them relax and have a nice time. It’s not meant to be a competition.”   It’s an interesting view, and one not shared by a lot of his colleagues who enjoy the formality of recital,

drugs, hard. Under the Misuse of Drugs Act 1971, the law was changed in the United Kingdom to ensure that the production and supply of dangerous drugs should henceforth be in the hands of criminal organisations. Some people have argued that this is not an ideal arrangement.

Anquetil won the Grand Prix de Lugano seven times, I think,’ says Brunel. ‘After he’d won it six times, the organiser said to him it would be better if he didn’t come back next year, as he was finding it difficult to get sponsors because Anquetil kept winning. Then, in the winter, he changed his mind and said he could come after all, as he was a star, an important rider, but if he were to let Baldini win, it wouldn’t be a bad thing. “I’ve not got anything against you. It’s for the good of cycling,” the organiser explained. Anquetil said, “OK, but you have to pay me at the start. I don’t want to wait around after to be paid and have to face the journalists. And it’s double the normal rate. If not, I won’t come.” It was all agreed, but when he arrived he went to see Baldini and said, “Listen, don’t say anything to the organisers, but if you want, I’ll let you win today, but you must give me your appearance money.” Baldini agreed and gave him the money up front, so he took all three fees, and he went and won the race. Just for a laugh. It was just a game for him. He got on really well with Baldini. They were very good friends. In fact, Baldini is still a good friend of Jeanine. It wasn’t about the money for Anquetil. It was about having fun. He just wanted to have fun.

Three factors must be present for meaningful organisational change to take place. These factors are: D= Dissatisfaction with how things are now. V= Vision of what is possible. F= First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than R = Resistance then change is possible.

As everyone from ancient times till today knows, clerks and accountants think in a non-human fashion. They think like filing cabinets. This is not their fault. If they don’t think that way their drawers will all get mixed up and they won’t be able to provide the services their government, company or organisation requires. The most important impact of script on human history is precisely this: it has gradually changed the way humans think and view the world. Free association and holistic thought have given way to compartmentalisation and bureaucracy.

JANUARY IN PY7 This can be a difficult month of adjustment for those who have become addicted to continual progress. But we all must learn to accept the things we cannot change, and this is an irrevocable year of consolidation. If it be in disagreement with your wants, then examine them and act wisely, or this could become a year of significant loss for you. FEBRUARY IN PY7 If you have not yet succeeded in accepting the need to focus on stabilising this year, then quiet your mind and body, turn inward and rely on your intuition for guidance. Take time to embrace periods of silence and meditate whenever possible. Be especially attentive to stabilising your love life. MARCH IN PY7 Your level of personal understanding is strengthened during this month when the mind number 3 prevails. Things become clearer and your life becomes more readily understood, unless you refuse to accept the inevitable and choose instead to play the role of the victim. APRIL IN PY7 Those who have refused to slow down and consolidate can expect this to be a month of material sacrifice – financially and, perhaps, in health. How else will the universe teach you? Ideally, it is a month for practical organising and for discarding unwanted aspects of life. MAY IN PY7 Focus on stabilising your love life this month, not only with your partner but also with your children and or close family. Be more free with them in your personal expression – let them see how loving you really are. JUNE IN PY7 When one door closes, look for the one (or maybe two) that opens. But don’t rush in (leave that to the fools). Develop creative patience, take your time and consider all aspects before making your move, for the best might be somewhat camouflaged yet worthy of investigation.

By drawing on Taylor and Arendt, I have made alternative claims for the visioning process: that it is a necessary and powerful way for groups of staff to exercise freedom together, of imagining a new future, but that it is a temporary and partial process which cannot map out all aspects of knowing how to take the next steps. As generalisations, such statements only take us so far in knowing how to act. Rather, it is incumbent upon staff in organisations continuously to look for ways to discuss, argue over, rework and functionalise these idealisations. I am arguing that change is not something which can be just designed and prescribed by senior managers in an idealised strategy process, but is happening every day in every department and unit in the organisation. Being open to what the organisation is already becoming allows for the possibility of the practical implications of a visioning process to emerge. The dangers of not being open implies that we already know what’s best for the organisation irrespective of the variety of work environments where staff are already largely doing their best to make things work. It then has the potential for bullying and even violence, where by violence I take Arendt’s definition of the prevention of the necessary daily struggles over power.

Only a Systemic approach of organisations can produce sustainable changes because companies are ecosystems and as such are alive

So here is a principal difference that I am offering between my understanding of what happens in organisations and many of the conventional books on management. I am suggesting that what happens between people every day at work, whether it is perceived to have gone well or badly, is more important for thinking about how to work better together than trying to develop a new tool or framework. I am encouraging managers and consultants to pay attention to the kinds of interaction in which they find themselves caught, including noticing the strong feelings that often get evoked at work including in themselves as managers, as a helpful way of thinking about how they might continue to participate. In doing so, they will be uncovering of some taken for granted ideas about the management of organisation as a means of opening them up to further questioning. As I mentioned in Chapter 1, this is a method to encourage managers and consultants to think about what they are doing, to become reflexive about how they interact with others. I am doing so in the belief that it offers an understanding and methods more appropriate for coming to terms with the complexity of situations that face managers and staff in the day-to-day practice of their work. In other words, instead of encouraging managers and consultants to think of an organisation as a thing that they can act upon and change from one state to another, rather they think of themselves as co-participants, perhaps powerful ones, in the ongoing web of relationships to which they are contributing. To reflect upon how they are contributing, and how their contribution is reflected back to them by the reactions of others, and what happens as a result is important data to take into account when deciding what to do next.

Experience has shown that people have a low tolerance for mandatory health measures, and that such measures are most effective when they are voluntary, when they respect and depend on individual choice, and when they avoid the use of police powers. In 2007, the CDC issued guidelines for how to ensure maximum compliance with public health measures in a pandemic. Based partly on lessons learned in 1918, these recommended that measures only be made mandatory when the proportion of the sick who die rises above 1 per cent (remember that this proportion was at least 2.5 per cent for the Spanish flu). Using 2016 numbers, that means that more than 3 million Americans would have to die before the CDC would advise such a step – a measure of how counterproductive that organisation believes compulsion to be.

In an ever faster-changing world, your Strategy can the be the cause of your organisations' demise, if your leaders are unconscious, and thus not able to be suitably awake, agile, and Response-ABLE.

ADAPTAGILITY is the primary differentiating factor between surviving and thriving, in uncertain and ever-changing times.

ADAPTAGILITY is the #1 competitive advantage that really matters in the 21st Century

ADAPTAGILITY is the new Resilience

Adaptagility is the new #1 requisite for Limitless Leadership to ensure organisational success, in ever-changing times.

Adaptagility is the amplified synergy of Adaptability and Agility - Both are vital, for thriving in these uncertain ever-changing times.