Teams Motivation Quotes

If you always do what you've always done, you'll always get what you always got.

You guide your team when they lose the path, you pick them up when they fall, and you give them motivation when they have none.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Always have a 'Plan C

You need an environment where your employees are not afraid to share even their silliest ideas. A place where they are respected, loved and heard, where they feel like an important part of the team.

After making all the mistakes, every player has a chance to turn the outcome of the game around by making the right moves next.

If you can dream it up, you can team it up.

Things are changing, but this time I'm not afraid. This time I know who I am. This time I've made the right choice and fighting for the right team. I feel safe. Confident

It is great to do what you love but greater with the great team.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

We can only reach the highest height, if we encourage each other.

The only boundaries for you are those, you place in yourself.

A smile is the best way to get oneself out of a tight spot, even if it is a fake one. Surprisingly enough, everyone takes it at face value. I read that in a book." "If you keep staring at me, I'll hit you." "I only became part of your team recently when I replaced Sasuke, so I don't know everything that's going on. I don't really understand people either. But even I can tell that Naruto really loves you. Naruto's been shouldering that promise for a long time...I think he means to shoulder it for the rest of his life. I don't know what you said to him, but it's just like what's been done to me - it feels like a curse. Sasuke causes Naruto pain, but I think you do too." "Sasuke is only helping spread his darkness across the world. Letting him live will only sow the seeds of another war. He's just another criminal now. Sasuke lost all hope of coming back when his group, Akatsuki, attacked our village. Your fellow Konoha shinobi would never accept him now. Sakura's not stupid, either. She understands the position he's put us all in. That's why she came out here, to tell you herself.

Do not be obsessed with expensive things. Instead, be obsessed with excellence. Things don't make you excellent. However, excellence will make you expensive.

TOGETHER we stand, TOGETHER we fall, TOGETHER we win, and winners take ALL. -Temple College Volleyball Team

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.

Failing to make it to the list of the best 5 students in class or not being named the team captain should not make anyone feel like they have failed.

Good becomes better by playing against better, but better doesn't become the best by playing against good.

The possibility of highly visible failure has an exceptional power to propel us to want to succeed, and that power can be harnessed to motivate a team or even a community to do something difficult.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

[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.

Few teams sometimes fails miserably because team members wish to work in the team but they want to be recognized individualy.

We weren't born to create excuses, we were born to create excellence.

Dear 2016, If I had any defeats in your team, I am glad they were on my terms. Love, Defeated Winner

There is no team without the individual members; an individual can never be a team.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

Work for what you want, the pursuit of life.

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

Some problems are imaginary and not real.

Leaders prioritize what they want.

How one treats another one, determines success.

Actions undertaken in anger, only result in pain, sorrow, and regret.

Conflicts are expensive.

Compromise makes relationships survive.

Change is constant.

Time well-spent is life well-lived.

Good times don’t last and bad times don’t stay forever.

Relationships are built on trust.

Sometimes, changing circumstances also changes relationships.

Rephrase the words "staff members" into team members. Because the people in our team are far more than employees, or colleagues. We are a unit!

With a decision and a defined purpose, you can begin work.

Do all the work you while you still have strength.

Their strength is in their numbers, your strength is in being alone.

I built success in business when I stopped focusing on me and started focusing on helping others.

A good leader motivates his team. Delegation. Motivation. Would Oliver say good job to her when she finished butchering her mom’s old suitcase?

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

Please, I'm your friend -- inside that tough-girl shell is a really tough girl. But you're motivated by how much you care. Being part of Team Lois, it's an honor. There's nothing you wouldn't do for any of us.

So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direction. In

Leading people is about communicating a mission and then letting them take part in it. If you want to motivate a colleague, empower a team, or inspire a friend, all you have to do is figure out how to give them ownership.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As

See the big picture. Your place on the team makes sense only in the context of the big picture. If your only motivation for finding your niche is personal gain, your poor motives may prevent you from discovering what you desire.

When my son speaks of playing sports, I've always told him: playing on the team is great, but aspire to be the guy who owns the team. I've always told my son: most of the guys on the team will end up bankrupt with bum knees, but not the guy who owns that franchise.

autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian’s experience shows, Type I behavior emerges when people have autonomy over the four T’s: their task, their time, their technique, and their team.

If you can dream it up. You can team it up.

I work as hard as possible and try to fail gracefully. :-)

If you are not a part of the solution then you must be part of the problem. I am done with problems here!

I think we had to hit rock-bottom in all facets of the program before we could ever start moving in a positive direction.

It is important for coaches to mentor young people toward those things that are most important in life and aid them in creating their own order of priorities to live by.

a “grouplet”—a small, self-organized team that has almost no budget and even less authority, but that tries to change something within the company.

The individual great spirit and great efforts create a great team.

For every great success, diligence is desirable from the beginning to the very end.

Aspire to do anything, start something and stop at nothing.

Societies are mediocre, individuals are excellent.

Definite purpose, absolute commitment.

Eyes are the windows to the soul. A smile is the mirror of the heart

A positive change in approach improves quality.

If the difficult tasks are completed first, then the remaining tasks seem easy.

Angry issues need settling time.

Anger management requires understanding.

The wise communicate in subtle ways.

Calmness subdues anger.

Conflicts have small beginnings.

Conflicts need to be resolved at the earliest.

Change is difficult, since it challenges the status quo.

We don't have a word for the opposite of loneliness, but if we did, I could say that's what I want in life. What I'm grateful and thankful to have found at Yale, and what I'm scared of losing when we wake up tomorrow after Commencement and leave this place. “It's not quite love and it's not quite community; it's just this feeling that there are people, an abundance of people, who are in this together. Who are on your team. When the check is paid and you stay at the table. When it's four A.M. and no one goes to bed. That night with the guitar. That night we can't remember. That time we did, we went , we saw, we laughed, we felt. The hats.

Personal meaning is the way we connect to a wider team purpose. If our values and beliefs are aligned with the values and beliefs of the organization, then we will work harder towards its success. If not, our individual motivation and purpose will suffer, and so will the organization.

Now, your skill as a speaker can manifest itself in a variety of ways. You might simply have encyclopedic knowledge about many topics. Or you might be intelligent, able to deduce new facts and explanations on the fly. Or you might have sharp eyes and ears, able to notice things that other people miss. Or you might be plugged into valuable sources of information, always on top of the latest news, gossip, and trends. But listeners may not particularly care how you’re able to impress, as long as you’re consistently able to do so. If you’re a reliable source of new information, you’re likely to make a good teammate, especially as the team faces unforeseeable situations in the future. In other words, listeners care less about the tools you share with them; they’re really salivating over your backpack.

Nothing in life that is of value comes easy. If good things came easily then the value would be diminished. When we have a vested interest, when we give everything we have, then, and only then are those good times valuable.

Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter.

When everything seems worse, impossible to achieve, thinking about giving up, quitting? Remember why started first? Trust yourself, tap yourself and say if you cannot make it, no one is going to. Look back, the whole team believes in you, go for it and be a CHAMPION.

The development of the “We Believe” philosophy must be real and not cosmetic. Everyone must buy in and understand that it is not a motivational tool, but rather something very personal that should be lived and that all must believe in order for true success to be achieved.

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

When it comes to your career, you want to strive to become the type of person Patrick Lencioni describes in his book The Ideal Team Player: someone who is hungry (a motivated go-getter), humble (knows who they are and what they bring to the table), and smart (expertly manages relationships). Isn’t that the kind of person you want to work with?

I truly believe that success is determined not on Friday nights during games but rather in practice away from the lights and glimmer where coaches and players only have each other, their sweat, their discipline and their loyalty to each other. It is at practice where the boys of America become men through hard work, dedication and perseverance.

I can create a new business within three months: raise the money, assemble a team, and launch it. It’s fun for me. It’s really cool to see what can I put together. It makes money almost as a side effect. Creating businesses is the game I became good at. It’s just my motivation has shifted from being goal-oriented to being artistic. Ironically, I think I’m much better at it now. [74] Even when I invest, it’s because I like the people involved, I like hanging out with them, I learn from them, I think the product is really cool. These days, I will pass on great investments because I don’t find the products interesting.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

Where there is no rest there is energy. Where there is no disruption there is normality. Where there is no profit there is bankruptcy. Where there is no gain there is insolvency. Where there is no injury there is safety. Where there is no team there is individuality. Where there is no hindrance there is opportunity. Where there is no injury there is safety. Where there is no sense there is inefficiency. Where there is no failiure there is competency. Where there is no decline there is industry. Where there is no strength there is infirmity. Where there is no idleness there is activity. Where there is no weakness there is intensity. Where there is no failiure there is industry. Where there is no leadership there is anarchy. Where there is no repetition there is originality. Where there is no increase there is deficiency. Where there is no ignorance there is capacity. Where there is no impotence there is ability. Where there is no falseness there is authenticity. Where there is no excellence there is mediocrity. Where there is no mistake there is quality. Where there is no amatuer there is ingenuity. Where there is no error there is mastery. Where there is no defect there is virtuosity.

But the greatest paradox of the sport has to do with the psychological makeup of the people who pull the oars. Great oarsmen and oarswomen are necessarily made of conflicting stuff—of oil and water, fire and earth. On the one hand, they must possess enormous self-confidence, strong egos, and titanic willpower. They must be almost immune to frustration. Nobody who does not believe deeply in himself or herself—in his or her ability to endure hardship and to prevail over adversity—is likely even to attempt something as audacious as competitive rowing at the highest levels. The sport offers so many opportunities for suffering and so few opportunities for glory that only the most tenaciously self-reliant and self-motivated are likely to succeed at it. And yet, at the same time—and this is key—no other sport demands and rewards the complete abandonment of the self the way that rowing does. Great crews may have men or women of exceptional talent or strength; they may have outstanding coxswains or stroke oars or bowmen; but they have no stars. The team effort—the perfectly synchronized flow of muscle, oars, boat, and water; the single, whole, unified, and beautiful symphony that a crew in motion becomes—is all that matters. Not the individual, not the self.

if you want to set the tone or mood, make sure you get some of the first words in. Think about it, which meeting would you prefer to attend? One that starts with “Let’s get going because we have so much to do today and a lot of fires to put out” or one that starts with “I’m happy to see you all today—it’s great that we have such a strong team working on these exciting new projects”? Same reality but a very different outlook. Then sit back and watch how people’s engagement and motivation improve in response to your power lead. It’s one of the most effective tools in this book.

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.

Normally, the easiest way to [use money to get more money, i.e. capitalism] is by establishing some kind of formal or de facto monopoly. For this reason, capitalists, whether merchant princes, financiers, or industrialists, invariably try to ally themselves with political authorities to limit the freedom of the market, so as to make it easier for them to do so. From this perspective, China was for most of its history the ultimate anti-capitalist market state. Unlike later European princes, Chinese rulers systematically refused to team up with would-be Chinese capitalists (who always existed). Instead, like their officials, they saw them as destructive parasites--though, unlike the usurers, ones whose fundamental selfish and antisocial motivations could still be put to use in certain ways. In Confucian terms, merchants were like soldiers. Those drawn to a career in the military were assumed to be driven largely by a love of violence. As individuals, they were not good people, but they were also necessary to defend the frontiers. Similarly, merchants were driven by greed and basically immoral; yet if kept under careful administrative supervision, they could be made to serve the public good. Whatever one might think of the principles, the results are hard to deny. For most of its history, China maintained the highest standard of living in the world--even England only really overtook it in perhaps the 1820s, well past the time of the Industrial Revolution.

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.