Procurement Motivational Quotes

So what motivates people to work hard every day to do things that will satisfy the economy’s needs but not their own? Like so many thinkers, Smith believed that people want just one thing—happiness—hence economies can blossom and grow only if people are deluded into believing that the production of wealth will make them happy.14 If and only if people hold this false belief will they do enough producing, procuring, and consuming to sustain their economies.

If certain individuals fall in love from motives of convenience, they can be contrasted with plenty of others in whom passion seems principally aroused by the intensity of administrative difficulties in procuring its satisfaction.

If certain individuals fall in love from motives of convenience, they can be contrasted with plenty of others in whom passion seems principally aroused by the intensity of administrative difficulty in procuring its satisfaction.

But notice all the conspicuous effort in this story. If Charles’s physicians had simply prescribed soup and bed rest, everyone might have questioned whether “enough” had been done. Instead, the king’s treatments were elaborate and esoteric. By sparing no expense or effort—by procuring fluids from a torture victim and stones from exotic goat bellies—the physicians were safe from accusations of malpractice. Their heroic measures also reflected well on their employers, that is, the king’s family and advisers.

Too many young men expect happiness from wealth. This is their great object of study and action, by night and by day. Not that they suppose there is an inherent value in the wealth itself, but only that it will secure the means of procuring the happiness they so ardently desire. But the farther they go, in the pursuit of wealth, for the sake of happiness, especially if successful in their plans and business, the more they forget their original purpose, and seek wealth for the sake of wealth. To get rich, is their principal motive to action. So it is in regard to the exclusive pursuit of sensual pleasure, or civil distinction. The farther we go, the more we lose our original character, and the more we become devoted to the objects of pursuit, and incapable of being roused by other motives.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

All the things your body has already collected, processed and stored inside you, whether the fat or anything, your body has already stored inside you and that is the best food for your body. It means: if you want to live healthy and long, allow the body to eat the food that is procured and stored inside. Stop dumping too much food from outside. Allow the body to eat itself.

When we feel ourselves to be sole heirs of the universe, when “the sea flows in our veins…and the stars are our jewels,” when all things are perceived as infinite and holy, what motive can we have for covetousness or self-assertion, for the pursuit of power or the drearier forms of pleasure? Contemplatives are not likely to become gamblers, or procurers, or drunkards; they do not as a rule preach intolerance, or make war; do not find it necessary to rob, swindle or grind the faces of the poor. And to these enormous negative virtues we may add another which, though hard to define, is both positive and important. The arhat and the quietist may not practice contemplation in its fullness; but if they practice it at all, they may bring back enlightening reports of another, a transcendent country of the mind; and if they practice it in the height, they will become conduits through which some beneficent influence can flow out of that other country into a world of darkened selves, chronically dying for lack of it.

The challenge for the institutional leader will be to quickly attract and mobilize passionate individuals wherever they reside within the institution (or even if they’re outside the institution). These individuals are often the most talented and motivated people in the organization, but they are also often the unhappiest—they see the potential for themselves and for the institution but feel blocked in their efforts to achieve this potential. Institutional leaders must encourage the mechanisms and structures needed to help connect these individuals with each other as well as with the institutional leaders, who must serve as both champions and resource procurers for these people.