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The things we fear most in organizations - fluctuations, disturbances, imbalances - are the primary sources of creativity.
Margaret J. Wheatley
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Margaret J. Wheatley
Age: 83
Born: 1941
Born: January 1
Business Theorist
Writer
Creative
Sources
Imbalances
Fear
Primaries
Disturbances
Business
Primary
Fluctuations
Inspirational
Innovation
Fluctuation
Things
Organization
Imbalance
Failure
Disturbance
Creativity
Workplace
Source
Organizations
More quotes by Margaret J. Wheatley
Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.
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Let's just keep asking ourselves this question: 'Is what I'm about to do strengthening the web of connections, or is it weakening it?'
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All social change begins with a conversation.
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When error holds so much power, play disappears. Creativity ceases.
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You can’t hate someone whose story you know.
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For eons, humans have struggled to find less destructive ways of living together.
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When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans.
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A world based on machine images is a world filled with boundaries. In a machine, every piece knows its place.
Margaret J. Wheatley
We have created trouble for ourselves in organizations by confusing control with order.
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There is no power for change greater than a community discovering what it cares about.
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In this new world, you and I make it up as we go along, not because we lack expertise or planning skills, but because that is the nature of reality. Reality changes shape and meaning because of our activity. And it is constantly new. We are required to be there, as active participants. It can't happen without us and nobody can do it for us.
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Organizations are now confronted with two sources of change: the traditional type that is initiated and managed and external changes over which no one has control.
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When we seek for connection, we restore the world to wholeness. Our seemingly separate lives become meaningful as we discover how truly necessary we are to each other.
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It's not differences that divide us. It's our judgments about each other that do.
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As we let go of the machine model of work, we begin to step back and see ourselves in new ways, to appreciate wholeness, and to design organizations that honor and make use of the totality of who we are.
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Life doesn't move in straight lines, and neither does a good conversation.
Margaret J. Wheatley
This is a world of process, not a world of things.
Margaret J. Wheatley
Without reflection, we go blindly on our way, creating more unintended consequences, and failing to achieve anything useful.
Margaret J. Wheatley
For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions
Margaret J. Wheatley
I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.
Margaret J. Wheatley
