It is possible to conceive conflict as not necessarily a wasteful outbreak of incompatibilities, but a normal process by which socially valuable differences register themselves for the enrichment of all concerned.
The divorce of our so-called spiritual life from our daily activities is a fatal dualism.
Power-over is resorted to time without number because people will not wait for the slower process of education.
We must face life as it is and understand that diversity is its most essential feature.
The best leader does not ask people to serve him, but the common end. The best leader has not followers, but men and women working with him.
An order then should always be given not as a personal matter, not because the man giving it wants the thing done, but because it is the demand of the situation. And an order of this kind carries weight because it is the demand of the situation.
Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.
Experience may be hard but we claim its gifts because they are real, even though our feet bleed on its stones.
It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the conception of power-with, a jointly developed power, a co-active, not a coercive power.
It is not opposition but indifference which separates men.
Conflict is resolved not through compromise, but through invention.
We have thought of peace as the passive and war as the active way of living. The opposite is true. War is not the most strenuous life. It is a kind of rest-cure compared to the task of reconciling our differences.
We are sometime truly to see our life as positive, not negative, as made up of continuous willing, not of constraints and prohibition.
The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them, they have a vision of the future.
Leader and followers are both following the invisible leader-the common purpose.
The insight to see possible new paths, the courage to try them, the judgment to measure results – these are the qualities of a leader.
Crowd action is the outcome of agreement based on concurrence of emotion rather than of thought...
Now that we are recognizing more fully the value of the individual, now that management is defining more exactly the function of each, many are coming to regard the leader as the man who can energize his group, who knows how to encourage initiative, how to draw from all what each has to give.
Unity, not uniformity, must be our aim.
Majority rule rests on numbers; democracy rests on the well-grounded assumption that society is neither a collection of units nor an organism but a network of human relations.