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| Link | Quote | Stars | Tags | Author |
| 0a3c686 | Such direct experience inevitably makes you aware of who it is that is having the experience. | Michael Crichton | ||
| 3b108f9 | The irony of the Information Age is that it has given new respectability to uninformed opinion. Veteran reporter John Lawton, 68, speaking to the American Association of Broadcast Journalists in 1995 | Michael Crichton | ||
| 207acb8 | In other centuries, human beings wanted to be saved, or improved, or freed, or educated. But in our century, they want to be entertained. The great fear is not of disease or death, but of boredom. A sense of time on our hands, a sense of nothing to do. A sense that we are not amused | Michael Crichton | ||
| 7cf949d | Welcome to Westworld, where nothing can go wrong...go wrong...go wrong. | Michael Crichton | ||
| 15887da | am saying their religion has made a state that does not halt injustice, but rather institutionalizes it. They feel superior to others who have different beliefs. They feel only they possess the right way. | Michael Crichton | ||
| 74a7ac3 | Talking to a reporter these days was like a deadly chess match; you had to think several steps ahead; you had to imagine all the possible ways a reporter might distort your statement. The atmosphere was relentlessly adversarial. | Michael Crichton | ||
| a857b36 | It is not enough for a professional to be right: An advisor's job is to be helpful. David | David H. Maister | ||
| 0852c6b | But now reporters came to the story with the lead fixed in their minds; they saw their job as proving what they already knew. They didn't want information so much as evidence of villainy. In this mode, they were openly skeptical of your point of view, since they assumed you were just being evasive. They proceeded from a presumption of universal guilt, in an atmosphere of muted hostility and suspicion. | Michael Crichton | ||
| 7defb4b | for thirty years this country's had the best aviation safety record in the world. But the thing is, we paid for it. We paid to have new, safe planes and we paid for the oversight to make sure they were well maintained. But those days are over. Now, everybody believes in something for nothing. | Michael Crichton | ||
| e53b343 | The free marketeers will scream, but the fact is, free markets don't provide safety. Only regulation does that. You want safe food, you better have inspectors. You want safe water, you better have an EPA. You want a safe stock market, you better have the SEC. And you want safe airlines, you better regulate them, too. Believe me, they will. | Michael Crichton | ||
| 3ed45a9 | We are witnessing the end of the scientific era. Science, like other outmoded systems, is destroying itself. As it gains in power, it proves itself incapable of handling the power. Because things are going very fast now. Fifty years ago, everyone was gaga over the atomic bomb. That was power. No one could imagine anything more. Yet, a bare decade after the bomb, we began to have genetic power. And genetic power is far more potent than atomi.. | Michael Crichton | ||
| 78b4c0f | Obsession is just a variety of addiction. | Michael Crichton | ||
| 9e6aa2f | treating financial success as the goal rather than as a by-product of a well-run firm | David H. Maister | ||
| 7928b04 | In busy times there is also a temptation to let investments such as training take a back seat to getting the work out the door. Only adherence to the firm's principles and values prevents opportunistic behavior that may have short-term benefits but long-term adverse consequences. | David H. Maister | ||
| 64cae36 | We need structures that don't squash flexibility and creativity but minimize inefficiency and confusion. | David H. Maister | ||
| d3c2dcc | The solution for an individual firm must always address three perspectives in any organizational review: structure (how we are formally organized); processes (how different types of decisions are to be made and how conflicts and trade-offs are to be resolved); and people (appointing the right individuals to play the complex roles that will make it all work). No one dimension will solve the problem: all three must be examined. However, the i.. | David H. Maister | ||
| ecb9045 | We try to elevate the empowerment of our people over the organizational niceties of structure and process except to the extent that those structural and process features work to empower our people | David H. Maister | ||
| 02a2d56 | it is better to stop thinking of permanent or semipermanent "departments" and to begin to use the language of "teams" | David H. Maister | ||
| cb9595e | These goals are not unique to us. Our best competitors almost certainly have similar, if not identical goals. If we are to outperform them, we don't need a better vision, but a better approach to making it happen. | David H. Maister | ||
| d00798b | The firm exists to help its people succeed, not the other way round. | David H. Maister | ||
| 08a9988 | The minute you begin to cruise, to rely on skills learned last year, that's the moment you begin your decline. | David H. Maister | ||
| a97f81e | By starting with caring (working from the inside out), we open ourselves to possibilities and become willing to go where the client will take us. The skill or action behaviors can then fall on fertile ground. By | David H. Maister | ||
| 9a3ba81 | Are there any topics I should avoid because they are too delicate to discuss in a large forum? * Are there any topics on which the views of your colleagues are significantly divided? * | David H. Maister | ||
| d205697 | Where are we likely to encounter the most resistance? * | David H. Maister | ||
| 36b2360 | A good rule to remember is that, in relationships, there are no win-lose or lose-win combinations: There are only win-wins and lose-loses. | David H. Maister | ||
| d41cb4f | It is important to note that while goods are consumed, services are experienced. | David H. Maister | ||
| d0dedcb | We don't want people to be interested in us as a means to an end, as a destination for their own purposes. We want people to be interested in us as fellow-voyagers, people who care about us enough to go on a journey with us. | David H. Maister | ||
| 94b8a19 | 10. Return calls unbelievably fast Stephanie Wethered, the pastor referred to earlier, does this. She tries to return calls within ten minutes. She says it's the most trust-creating thing she does; no one expects it, and it demonstrates how much she values the other person. 11. | David H. Maister | ||
| f830fae | Four Essential Elements That Engender Trust (Chapter 8) 1. Credibility 2. Reliability 3. Intimacy 4. | David H. Maister | ||
| 10412eb | The best service professionals excel at two things in conveying credibility: anticipating needs, and speaking about needs that are commonly not articulated. For | David H. Maister | ||
| d28903c | if I were in your position, I might be wondering about X. Is it possible that that is an issue for you? | David H. Maister | ||
| 38f2b2f | Don't tell lies, or even exaggerate. At all. Ever. 3. | David H. Maister | ||
| 77194ce | Speak with expression, not monotonically. Use body language, eye contact, and vocal range. Show the client you have energy around the subject at hand. 5. | David H. Maister | ||
| 2573624 | Make sure you've done absolutely all your homework on the client company, the client marketplace, and the client individual, and that it's absolutely up to the minute. Even if you know them and their business cold, there is likelihood that there will be some news clip about your client that will have been published that very day. 10. | David H. Maister | ||
| 8b86a79 | Less formally, we consider the time it takes someone to return a phone call, whether meetings are canceled or kept, and whether to-do lists are completed. Reliability | David H. Maister | ||
| 7246e00 | It is important to note that while goods are consumed, services are experienced. The professional service provider is (or should be) as much in the business of managing the client's experience with respect to professional services as in the business of executing technical tasks. Much | David H. Maister | ||
| d0bd58e | Success, no matter how you define it, is attainable only by persuading another person-a boss, a client, a colleague, a subordinate, a friend or loved one-to give you what you want. | David H. Maister | ||
| 2a0de2a | The most effective organizations are those that are held together by shared and enforced principles, values, and standards. | David H. Maister | ||
| d621a3e | WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: *Highly selective recruitment *A "grow your own" people strategy as opposed to heavy use of laterals, growin.. | David H. Maister | ||
| 044198e | Profitability will not come from managing hygiene factors alone: Future profitability depends on health as well--and firms' methods of measuring, reporting, and managing need to reflect both. | David H. Maister | ||
| b4d23ff | life is too short to work on the uninspiring. Being | David H. Maister | ||
| 331a59a | I was amazed at how many fools I ran into until I noticed the common denominator in all those interactions: me." Why" | David H. Maister | ||
| bf4d888 | A new $100,000 engagement can be very profitable, or be one that loses the firm a lot of money. Yet many firms reward partners for the volume of fees (top-line) that they bring in, not whether or not they bring in profitable work. | David H. Maister | ||
| c9b9e65 | The biggest leverage for reliability enhancement probably lies in the emotional realm. The more a provider can do to understand and relate to the usually unconscious norms of the client, the more the client will feel at ease and experience a sense of reliability. Some | David H. Maister |