Organisational Motivation Quotes

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

Success is not only dependent on understanding your own skill-set. It’s also important to recognize the talents of others and know how to profit from them.

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

Real leadership is treating your least favorite employee the same as your favorite

Be creative while inventing ideas, but be disciplined while implementing them.

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

I just can't live an ordinary life, I can't pass the time. I can't organise myself, I don't have ordinary motives any more. I can't even manage my body, when I go to bed I don't know where to put my arms.

Tous les hommes politiques d'aujourd'hui, selon Pontevin, sont un peu danseurs, et tous les danseurs se mêlent de politique, ce qui, toutefois, ne devrait pas nous amener à les confondre. Le danseur se distingue de l'homme politique ordinaire en ceci qu'il ne désire pas le pouvoir mais la gloire ; il ne désire pas imposer au monde telle ou telle organisation sociale (il s'en soucie comme d'une guigne) mais occuper la scène pour faire rayonner son moi.

This vacillation between assertion and denial in discussions about organised abuse can be understood as functional, in that it serves to contain the traumatic kernel at the heart of allegations of organised abuse. In his influential ‘just world’ theory, Lerner (1980) argued that emotional wellbeing is predicated on the assumption that the world is an orderly, predictable and just place in which people get what they deserve. Whilst such assumptions are objectively false, Lerner argued that individuals have considerable investment in maintaining them since they are conducive to feelings of self—efficacy and trust in others. When they encounter evidence contradicting the view that the world is just, individuals are motivated to defend this belief either by helping the victim (and thus restoring a sense of justice) or by persuading themselves that no injustice has occurred. Lerner (1980) focused on the ways in which the ‘just world’ fallacy motivates victim-blaming, but there are other defences available to bystanders who seek to dispel troubling knowledge. Organised abuse highlights the severity of sexual violence in the lives of some children and the desire of some adults to inflict considerable, and sometimes irreversible, harm upon the powerless. Such knowledge is so toxic to common presumptions about the orderly nature of society, and the generally benevolent motivations of others, that it seems as though a defensive scaffold of disbelief, minimisation and scorn has been erected to inhibit a full understanding of organised abuse. Despite these efforts, there has been a recent resurgence of interest in organised abuse and particularly ritualistic abuse (eg Sachs and Galton 2008, Epstein et al. 2011, Miller 2012).

No leader can take the company forward if the company remains stuck in its past glories.

Qualitative and quantitative research with adults and children reporting ritual abuse has found that it occurs alongside other forms of organised abuse, particularly the manufacture of child abuse images (Scott 2001, Snow and Sorenson 1990, Waterman et al. 1993), and hence subsuming such non-ritualistic experiences under the moniker ‘ritual abuse’ is misleading at best and incendiary at worst. Moreover, it is unclear why an abusive group that invokes a religious or metaphysical mandate to abuse children should be considered as largely distinct from an abusive group that invokes a non-religious rationale to do so. The presumption evident amongst some authors writing on ritual abuse that a professed spiritual motivation for abusing children necessarily reflects the offenders actual motivation seems naïve at best, and at worst it risks colluding with the ways in which abusive groups obfuscate responsibility for their actions.

Scientists will discover a weak correlation between A and B, assuming C under D conditions. The university PR office will then post something for immediate release: ‘Scientists Find Potential Link Between A and B (under certain conditions)’. News organisations will pick it up and publish, ‘A causes B, say scientists’, which will then be read by The Internets and turned into ‘A causes B - ALL THE TIME!’ Which will then be picked up by TV shows that run stories like ‘A ... A Killer Among Us??’ All of this eventually leads to your grandma getting all weird about A.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

The literature on ritualistic abuse suggests that ritualistic sexual practices with young children are a characteristic of particularly abusive groups, and that such practices typically occur alongside a diverse range of other abusive practices, such as child prostitution and the manufacture of child abuse images. One of the shortcomings of the available literature, however, is the general presumption (implicit or explicit) that abusive groups are motivated by a religious or spiritual conviction. In clinical and research literature, abusive groups are generally referred to as 'cults', and 'cult abuse' is a term that has been used interchangeably with 'ritual abuse'." p38

Victoria Lane: What hints or tips would you give for other artists who are starting a negotiation with an institution for their archive? Barbara Stevini: I would tell them they need to work out what would they like their archive to do and for whom. It's actually the same questions I would ask when going into any institution or doing a placement - what is the context? What is the motivation I have for a placement there? What is the motivation of that hosting organisation to receive it? Is there any fusion of appropriately motivated endeavor from which something can happen from the placement of an archive here, for both parties concerned? I think those questions to be asked about doing anything at all, otherwise you're contaminating the planet aren't you?

The war is not over, however. Even organisations like Wikipedia succumbed to the authoritarian twitch, appointing editors with special privileges who could impose their own prejudices upon certain topics. The motive was understandable – to stop entries being taken over by obsessive nutters with weird views. But of course what happened, just as in the French and Russian revolutions, was that the nutters got on the committee. The way to become an editor was simply to edit lots of pages, and thereby gain brownie points. Some of the editors turned into ruthlessly partisan dogmatists, and the value of a crowd-sourced encyclopedia was gradually damaged. As one commentator puts it, Wikipedia is ‘run by cliquish, censorious editors and open to pranks and vandalism’. It is still a great first port of call on any uncontroversial topic, but I find Wikipedia cannot be trusted on many subjects.

At a time when I believed what people told me, I should have been tempted to believe Germany, then Bulgaria, then Greece when they proclaimed their pacific intentions. But since my life with Albertine and with Françoise had accustomed me to suspect those motives they did not express, I did not allow any word, however right in appearance of William II, Ferdinand of Bulgaria or Constantine of Greece to deceive my instinct which divined what each one of them was plotting. Doubtless my quarrels with Françoise and with Albertine had only been little personal quarrels, mattering only to the life of that little spiritual cellule which a human being is. But in the same way as there are bodies of animals, human bodies, that is to say, assemblages of cellules, which, in relation to one of them alone, are as great as a mountain, so there exist enormous organised groupings of individuals which we call nations; their life only repeats and amplifies the life of the composing cellules and he who is not capable of understanding the mystery, the reactions and the laws of those cellules, will only utter empty words when he talks about struggles between nations. But if he is master of the psychology of individuals, then these colossal masses of conglomerate individuals facing one another will assume in his eyes a more formidable beauty than a fight born only of a conflict between two characters, and he will see them on the scale on which the body of a tall man would be seen by infusoria of which it would require more than ten thousand to fill one cubic milimeter. Thus for some time past the great figure of France, filled to its perimeter with millions of little polygons of various shapes and the other figure of Germany filled with even more polygons were having one of those quarrels which, in a smaller measure, individuals have.

At a time when I believed what people told me, I should have been tempted to believe Germany, then Bulgaria, then Greece when they proclaimed their pacific intentions. But since my life with Albertine and with Françoise had accustomed me to suspect those motives they did not express, I did not allow any word, however right in appearance of William II, Ferdinand of Bulgaria or Constantine of Greece to deceive my instinct which divined what each one of them was plotting. Doubtless my quarrels with Françoise and with Albertine had only been little personal quarrels, mattering only to the life of that little spiritual cellule which a human being is. But in the same way as there are bodies of animals, human bodies, that is to say, assemblages of cellules, which, in relation to one of them alone, are as great as a mountain, so there exist enormous organised groupings of individuals which we call nations; their life only repeats and amplifies the life of the composing cellules and he who is not capable of understanding the mystery, the reactions and the laws of those cellules, will only utter empty words when he talks about struggles between nations. But if he is master of the psychology of individuals, then these colossal masses of conglomerate individuals facing one another will assume in his eyes a more formidable beauty than a fight born only of a conflict between two characters, and he will see them on the scale on which the body of a tall man would be seen by infusoria of which it would require more than ten thousand to fill one cubic milimeter. Thus for some time past the great figure of France, filled to its perimeter with millions of little polygons of various shapes and the other figure of Germany filled with even more polygons were having one of those quarrels which, in a smaller measure, individuals have. But the blows that they were exchanging were regulated by those numberless boxing-matches of which Saint-Loup had explained the principles to me. And because, even in considering them from the point of view of individuals they were gigantic assemblages, the quarrel assumed enormous and magnificent forms like the uprising of an ocean which with its millions of waves seeks to demolish a secular line of cliffs or like giant glaciers which, with their slow and destructive oscillation, attempt to disrupt the frame of the mountain by which they are circumscribed. In spite of this, life continued almost the same for many people who have figured in this narrative, notably for M. de Charlus and for the Verdurins, as though the Germans had not been so near to them; a permanent menace in spite of its being concentrated in one immediate peril leaving us entirely unmoved if we do not realise it.

The Commissioner asserts 'motivated intruders' evidence from Professor Anderaon was accepted under cross-examination as an 'over-extension' from his personal experiences with completely unrelated animal rights activists - see para.24 of the closing submissions, Professor Anderson's "wild speculations" about the possibility of "young men, borderline sociopathic or psychopathic" attaching themselves to the PACE trial criticism 'do him no credit". Nor do his extrapolations from benign Twitter requests for information to an "organised campaign” from an "adversarial group" show that he has maintained the necessary objectivity and accuracy that he is required to maintain. He does not distinguish between legitimate ethical and political disagreement, and the use of positions of access to confidential data. He stated that where there was legitimate disagreement one should assume that people will act in unlawful ways, This proposition that one should in every case assume the absolute worst about data disclosure is clearly neither sensible nor realistic. Freedom of Information Act tribunal judgment

We have to teach the young that no one is out to do them any favours, even NGOs are formed for some motives, either to steal or to promote a particular person's image or that of an organisation etc. If you must get anything out of anyone, you must come with a bargaining chip.

The organisation of your life begins the moment you start out your vision.

Finding ways to make positive change in the opinions or actions of people and organisations closest to you can be a good way of maximising success, from changing policies in schools to having an impact on local government. It also gives us a chance to see in real time the impact of your work, which can be rewarding and motivating. See

As a service excellence provider, I always think about how to turn a customer's pain point into brownie points. Never underestimate the power of any customer transaction

(...) concept of Americans interest in the guise of the fight against terrorism, which was defined to refer only to the organised and politically motivated killing of civilians by killers not wearing the uniforms of soldiers. I recognised that if this was to be the single most important priority of our species, then the lives of us who lived lands in which such killers also lived had no meaning except as collateral damage.

We have made the point that students who practise their English outside class on a regular basis are likely to make more progress than those who don’t. An obvious piece of common sense, maybe, but how do we make this common sense common practice? For us, coaching is a mindset which prioritises three roles: Motivating, Organising and Practising… the Coaching MOP.

Ships and railways do not spring up from the earth and function automatically. They come in response to the call of civilisation, through the labour and ingenuity and organising ability of people who have imagination, faith, enthusiasm, decision and persistence! These people are known as capitalists. They are motivated by the desire to build, construct, achieve, provide useful service, earn profits and accumulate riches. And, because they provide service without which there would be no civilisation, they put themselves in the way of great riches.

Inherently formed feelings and emotions such as employee motivation or trust cannot be imposed or commanded.

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

Organisations always want input with creativity and innovation but often have hierarchical control in place.

Some Acid Tests to Be Made in Separating Facts from Mere Information or Inference Scrutinise with great care everything you read in books, regardless of who wrote them, and never accept the conclusions of any writer as being conclusive without asking the following questions and satisfying yourself as to the correctness of the answers: 1. Is the writer a recognised authority on the subject on which he writes? 2. Did the writer have an ulterior or selfish motive other than that of imparting accurate information? 3. Is the writer a paid propagandist whose profession is that of organising public opinion for a price? If he is, weigh his conclusions with unusual care. 4. Has the writer a profit interest or other personal interest in the subject on which he writes? If so, make allowance for this in the acceptance of his conclusions. 5. Is the writer a person of sound judgement, and not a fanatic on the subject on which he writes? Fanatics are inclined to exaggerate, even when stating facts, and to colour facts so they may convey misleading impressions. 6. Are there reasonably accessible sources from which the writer’s statements may be checked and verified? If so, consult them before accepting his conclusions. 7. Ascertain, also, the writer’s reputation for truth and veracity. Some writers are careless concerning the truth. Half-truths are frequently the most dangerous truths. 8. Be careful about accepting as facts the statements of overzealous persons who have the habit of allowing their imaginations to run wild. Such people are known as ‘radicals’ and their conclusions may be misleading if relied upon. 9. Learn to be cautious and to use your own judgement, no matter who is trying to influence you. If a statement does not harmonise with your own reasoning power (and you should train your reason to function clearly), if it is out of harmony with your own experience, hold it up for further examination before accepting it as fact. Falsehood has a queer way of bringing with it some warning note, perhaps in the tone of one’s voice, or in the expression on one’s face, if it comes through the spoken word. Train yourself to recognise this warning and to be guided by it. 10. In seeking facts from others, do not disclose to them what facts you expect to find, as many people have the bad habit of trying to please, even if they have to exaggerate or falsify in order to do so. 11. Science is the art of organising

Values flow as blood in organizational culture. Only truthful values can create a healthy culture.

If the busiest person in the office is the CEO, it only means that either the leadership has failed to create evolving systems or the leadership itself has failed.

Be innovative in leading people. Within our organisations we are continously innovating procedures, systems and technology but we fail to consider how we can innovate in our leadership.

HILL: Will you describe the major factors which entered into the modus operandi of Mr. Ford’s mind while he was perfecting the automobile? CARNEGIE: Yes, that will be very easy. And when I describe them, you will have a clear understanding of the working principles used by all successful men, as well as a clear picture of the Ford mind, viz.: (a) Mr. Ford was motivated by a definite purpose, which is the first step in all individual achievements. (b) He stimulated his purpose into an obsession by concentrating his thoughts upon it. (c) He converted his purpose into definite plans, through the principle of Organised Individual Endeavour, and put his plans into action with unabating persistence. (d) He made use of the Master Mind principle, first, by the harmonious aid of his wife, and second, by gaining counsel from others who had experimented with internal combustion engines and methods of power transmission. Still later, of course, when he began to produce automobiles for sale, he made a still more extensive use of the Master Mind principle by allying himself with the Dodge brothers and other mechanics and engineers skilled in the sort of mechanical problems he had to solve. (e) Back of all this effort was the power of Applied Faith, which he acquired as the result of his intense desire for achievement in connection with his Definite Major Purpose.

Learning, self-imbibing and disseminating the fact that every person & department is inter- dependent towards achieving the goals set by the organisation would go a long way to avoid conflicts in any organisation. People management is more of an art than a science. Inculcating a sense of belonging to the organisation and setting goals would be the best motivational tool apart from other motivational factors that generally revolve around such as training sessions, work recognition, bonuses etc. That apart whether one's work is recognised or not, a star invariably shine's through the darkness. Thereby good leaders need to self introspect and pave a way for unity within the team towards achieving the goals of the organisation.

One of the most challenging (yet also rewarding) aspects of knowledge work is that it requires our creativity. And creativity can’t really be sustained without a sense of motivation. You can’t keep doing your best thinking and contributing your best ideas if you’re burned out and demoralized. What does our motivation depend on? Mostly, on making consistent progress. We can endure quite a bit of stress and frustration in the short term if we know it’s leading somewhere.

Those who dedicate themselves to planting and nurturing culture, people and organisation will reap significant growth and change.

Every entrepreneur is free to decide how to structure their company, how to embed and lead the people in it, and how to organise the implementation of tasks. Smart entrepreneurs will try to understand the different options, methods and approaches available before implementing, modifying or rejecting them.

Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

What’s more, it wasn’t clear to me that organising the world’s information should be the provenance of a for-profit company, rather than a democratic effort outside the purview of the profit motive

The information we work with is frequently updated as we receive new materials and as the content of various projects evolves. Documents and papers quickly pile up. Even if we tidy our desk once, to keep it that way we need to stay on top of it, and that requires a mindset that keeps us motivated, an understanding of why we want to tidy up.

When government services are driven by high ideals- like selfless service,nationalism, rather than by practical considerations, like incentives for performance and punishment for non-performance the officers tend to become more corrupt. Most people work hard when their hard work is recognised and adequately compensated. When there is no legally allowed performance incentive, often that extra compensation comes in the form of bribe in such a government organisation, which alone motivates people to work more.

In a socialist society, people are always motivated to achieve unity and the truest form of freedom—Organising themselves and coming to help those who are in need. You will find organisations such as social welfare, that take great care and give support to the poor, unemployed, old people, widows, etc.

As one goes up the ranks in any organisation, success is defined more by the way you manage your teams, your people’s expectations, the way you motivate them into delivering what you expect, and how you stand by your people and lead from the front. These are things which make you stand out, rather than subject matter expertise

Like the psychological model outlined above, the psychiatric understanding of ’organised paedophilia’ is a framework that is focused primarily on individual psychological factors and overlooks the role of violence in criminal groups and the contexts in which such groups emerge. The underlying assumption of literature on ‘organised paedophilia’ is that members of sexually abusive groups are motivated by a pathological sexual interest in children but this does not accord with evidence that suggests that abusive groups can simultaneously abuse children and women. It is increasingly recognised that sexual offenders may not specialise in one particular victim category, and a significant proportion of child sexual abusers have also offended against adults (Cann et al. 2007, Heil et al. 2003). Furthermore, many of the behaviours of abusive groups appear to be designed to elicit fear and pain from the victim rather than to generate sexual pleasure for the perpetrator per se., are not mutually exclusive, but there is a sadistic dimension to organised abuse that is not explicable as ‘paedophilic’. A survivor of organised abuse from Belgium, Regina Louf, made this point clearly when she said: I find the expression ‘paedophile network’ misleading. For me paedophiles are those men who go to playgrounds or swimming pools, priests…I certainly don't want to exonerate them, but I would rather have paedophiles than the types we were involved with. There were men who never touched the children. Whether you were five, ten, or fifteen didn’t matter. What mattered to them was sex, power, experience. To do things they would never have tried with their own wives. Among them were some real sadists. (Louf quoted in Bulte and de Conick 1998) A credible theoretical account of organised abuse must necessarily (a) account for the available empirical evidence of organised abuse, (b) address the complex patterns of abuse and violence evident in sexually abusive groups, and (c) explain the ways in which sexually abusive groups form in a range of contexts, including families and institutions.