The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.
Interpretation
Good manners help smooth interactions and reduce conflicts within an organization.
Peter Drucker emphasizes that just as lubrication reduces friction between mechanical parts, good manners and etiquette serve to ease interactions among people in an organization. This moral and social oil fosters better communication, collaboration, and efficiency, preventing unnecessary conflicts that may arise from misunderstandings or rudeness.
In practice
In a team meeting, I quoted Drucker to emphasize the importance of respectful communication.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
When hiring key employees, there are only two qualities to look for: judgement and taste. Almost everything else can be bought by the yard.
I think where political issues invade moral situations, spiritual leaders have to speak out.
I want to be the bridge to the next generation.
When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.
If you're not uncomfortable in your work as a leader, it's almost certain you're not reaching your potential as a leader.
Consider what it takes for successful businessmen and businesswomen, effective entrepreneurs and hardworking associates, shrewd retirees and idealistic students to combine forces with a creative pastor to grow a "successful church" today. Clearly, it doesn't require the power of God to draw a crowd in our culture. A few key elements that we can manufacture will suffice.
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