The elec­tric light did not come from the con­tin­u­ous improve­ment of candles.
Oren Harari

The only rea­son an orga­ni­za­tion has dead wood is that man­age­ment either hired dead wood or it hired live wood and killed it.
W. Edwards Deming

Two roads diverged in a wood … I took the one less trav­elled by, and that has made all the difference.
Robert Frost

Start with what’s nec­es­sary; then do what’s pos­si­ble; and sud­den­ly you are doing the impossible
Franz von Assisi

The prob­lem with the world is that the intel­li­gent peo­ple are full of doubts, while the stu­pid ones are full of confidence.
Charles Bukows­ki

We’ve all learned how to go on Sun­day night to email and work from home. But very few of us have learned how to go to the movies on Mon­day afternoon.
Ricar­do Semler

Peo­ple don’t resist change. They resist being changed!
Peter Sen­ge

Suc­cess is not final, fail­ure is not fatal: it is the courage to con­tin­ue that counts.
Win­ston Chrurchill

Break down bar­ri­ers between depart­ments. Peo­ple in research, design, sales, and pro­duc­tion must work as a team.
W. Edwards Deming

The basic assump­tions under­ly­ing much of what is taught and prac­ticed in the name of man­age­ment are hope­less­ly out of date.
Peter F. Drucker

We have a strate­gic plan. It’s called doing things.
Herb Kelle­her

Tra­di­tion­al hier­ar­chies and their pletho­ra of built-in con­trol sys­tems are, at their core, for­mi­da­ble machines that breed fear and distrust.
Fred­er­ic Laloux

Man­age­ment is about per­suad­ing peo­ple to do things they do not want to do, while lead­er­ship is about inspir­ing peo­ple to do things they nev­er thought they could.
Steve Jobs

A good trav­el­er has no fixed plans and is not intent on arriving
Lao Tzu

Man­age­ment by objec­tive works – if you know the objec­tives. Nine­ty per­cent of the time you don’t.
Peter F. Drucker

When­ev­er there is fear, you will get the wrong numbers.
W. Edwards Deming

Man­age­ment by numer­i­cal goal is an attempt to man­age with­out knowl­edge of what to do, and in fact is usu­al­ly man­age­ment by fear.
W. Edwards Deming

It is not the strongest of the species that sur­vive, nor the most intel­li­gent, but the one most respon­sive to change.
Charles Dar­win

We know that man­age­ment is out of date. We know its rit­u­als and rou­tines look ridicu­lous in the light of the 21st century.
Gary Hamel

Orga­ni­za­tions, like peo­ple, have val­ues. To be effec­tive in an orga­ni­za­tion, a person’s val­ues must be com­pat­i­ble with the organization’s values.
Peter F. Drucker

Tra­di­tion­al depart­ments will serve as guardians of stan­dards, as cen­ters for train­ing and the assign­ment of spe­cial­ists; they won’t be where the work gets done. That will hap­pen large­ly in task-focused teams.
Peter F. Druck­er, The com­ing of the new organization

Many orga­ni­za­tion­al lead­ers and human resource man­agers com­plain that Mil­len­ni­als are hard to man­age. Indeed, this gen­er­a­tion has grown up in the dis­rup­tive world of the Inter­net, where people’s influ­ence is based on con­tri­bu­tion and rep­u­ta­tion, not posi­tion. Why would they want to put up with any­thing oth­er than self-man­age­ment in the work­place? Why would any­one else, for that matter?
Fred­er­ic Laloux

For every com­plex prob­lem there is an answer that is clear, sim­ple and wrong.H. L. Mencken

A sys­tem is not the sum of the behav­ior of its parts, it’s the prod­uct of their interactions.
Rus­sell Ackoff

It does­n’t make sense to hire smart peo­ple and then tell them what to do; we hire smart peo­ple so they can tell us what to do.
Steve Jobs

You can do any­thing, but not everything.
David Allen

You can­not over­es­ti­mate the unim­por­tance of prac­ti­cal­ly everything.
John Maxwell

The over­whelm­ing real­i­ty is: we live in a world where almost every­thing is worth­less and a very few things are excep­tion­al­ly valuable.
Greg McK­e­own

Con­trol is over­rat­ed. If everything’s under con­trol, you’re going too slow!
Hen­rik Kniberg

In a few hun­dred years, when the his­to­ry of our time will be writ­ten from a long-term per­spec­tive, it is like­ly that the most impor­tant event his­to­ri­ans will see is not tech­nol­o­gy, not the Inter­net, not e‑commerce. It is an unprece­dent­ed change in the human con­di­tion. For the first time – lit­er­al­ly – sub­stan­tial and rapid­ly grow­ing num­bers of peo­ple have choic­es. For the first time, they will have to man­age them­selves. And soci­ety is total­ly unpre­pared for it.
Peter F. Drucker

My goal is to be missed when I don’t show up one day. Not by a lot of peo­ple, but by the ones that matter.
Seth Godin

The only thing we know about the future is that it will be dif­fer­ent. Try­ing to pre­dict the future is like try­ing to dri­ve down a coun­try road at night with no lights while look­ing out the back win­dow. The best way to cre­ate the future is to cre­ate it.
Peter F. Drucker

The three most harm­ful addic­tions are hero­in, car­bo­hy­drates, and a month­ly salary.
Nas­sim Taleb

It is no longer suf­fi­cient to have one per­son learn­ing for the orga­ni­za­tion, a Ford or a Sloan or a Wat­son or a Gates. […] The orga­ni­za­tions that will tru­ly excel in the future will be the orga­ni­za­tions that dis­cov­er how to tap people’s […] capac­i­ty to learn at all lev­els in an organization.
Peter Sen­ge, The Fifth Discipline

When­ev­er you see a suc­cess­ful busi­ness, some­one once made a coura­geous decision.
Peter F. Drucker

As to meth­ods there may be a mil­lion and then some, but prin­ci­ples are few. The man who grasps prin­ci­ples can suc­cess­ful­ly select his own meth­ods. The man who tries meth­ods, ignor­ing prin­ci­ples, is sure to have trouble.
Ralph Wal­do Emerson

The prob­lem is not the prob­lem. The prob­lem is your atti­tude about the problem.
Cap­tain Jack Sparrow

Learn­ing is not com­pul­so­ry — nei­ther is survival.
W. Edwards Deming

I may not have gone where I intend­ed to go, but I think I have end­ed up where I need­ed to be.
Dou­glas Adams

Rank does not con­fer priv­i­lege or give pow­er. It impos­es responsibility.
Philipp Rosen­thal

Meet­ings are by def­i­n­i­tion a con­ces­sion to a defi­cient orga­ni­za­tion. For one either meets or one works. One can­not do both at the same time.
Peter F. Drucker

Be a yard­stick of qual­i­ty. Some peo­ple aren’t used to an envi­ron­ment where excel­lence is expected.
Steve Jobs

Work­ing hard for some­thing we don’t care about is called stress; work­ing hard for some­thing we love is called passion.
Simon Sinek

The lead­ers who work most effec­tive­ly, it seems to me, nev­er say “I.” And that’s not because they have trained them­selves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They under­stand their job to be to make the team func­tion. They accept respon­si­bil­i­ty and don’t side­step it, but “we” gets the cred­it. This is what cre­ates trust, what enables you to get the task done.
Peter F. Drucker


Richard Graf 11. November 2018 Reply

Lieber Herr Raitner,
ich war ger­ade auf Ihrer Homepage.
Mir gefall­en Ihre Ansätze, die ich bere­its in LinkedIn kommentierte.
Ich frage mich, wie weit Sie bere­it sind, über Ihre The­sen und Glauben­sätze hin­aus­ge­hen wollen.
Sie glauben, Men­schen hät­ten eine intrin­sis­che Moti­va­tion. Ihr Ansatz in Polar­itäten – arbeitss­cheu ver­sus motiviert – bleibt weit­ge­hend im Beste­hen­den verhaftet.
Die Untrennbarkeit von Emo­tio­nen, Intu­ition und Kog­ni­tion zeigt, dass alle Men­schen tat­säch­lich fest vorgegebene emo­tionale Motive als neu­rol­o­gis­che Struk­turen haben. Die unter­schiedlichen emo­tionalen Motive brin­gen jeglich­es men­schlich­es Ver­hal­ten her­vor, auch wie Arbeitss­cheu oder Moti­va­tion. Im Sinne der Emo­tion­slogik sind es keine Polaritäten.
Moti­va­tion wie Arbeitss­cheu sind kog­ni­tive Begriffe, die men­schlich­es Ver­hal­ten mit einem kog­ni­tiv­en Fil­ter kategorisieren.
Sie sehen Ihre Auf­gabe darin, Rah­menbe­din­gun­gen und eine Kul­tur zu schaf­fen, damit die Moti­va­tion wirk­sam wer­den kann. Dies erachte ich als einen hehren Anspruch, dem ich von Herzen zustimme.
Dafür sind mehrere The­men genauer zu beleucht­en, damit eine „Wirk­samkeit“ erre­icht wer­den kann:
1. Rah­menbe­din­gun­gen – welche sind das?
2. Kul­tur – im gesellschaftlichen Raum ist wiederum geformt aus der Untrennbarkeit von Emo­tio­nen, Intu­ition und Kog­ni­tion genau­so wie Arbeit­skul­tur. Diese rekur­sive Beziehung bedarf ein­er genaueren Betrachtung.
3. Wirk­samkeit – hier wird die rekur­sive Beziehung wieder sicht­bar. Ist die Wirk­samkeit im Sinne eines indi­vidu­ellen beziehungsweise sozialen Moti­va­tion oder Zieles angestrebt?
Die Lösung ist mit tradierten Ansätzen ein­er Polar­ität von Arbeitss­cheu ver­sus Moti­va­tion oder Lust­gewinn ver­sus Schmerzver­mei­dung nicht zu finden.
„Analysieren bedeutet ler­nen, Unter­schiedlich­es zusam­men­brin­gen bedeutet wachsen.“
Gruß Richard Graf

Marcus Raitner 11. November 2018 Reply

Lieber Herr Graf, ihr Kom­men­tar freut mich, hin­ter­lässt aber auch einige Fra­gen. Erstens die Frage nach dem Bezug: Worauf bezieht sich ihr Kom­men­tar? Wirk­lich auf diese Seite mich den Zitat­en? Eher nicht. Ich gehe also mal davon aus, weil Sie ja auch von Polar­itäten sprechen, dass Sie sich haupt­säch­lich auf das Man­i­fest für men­schliche Führung beziehen.

Zweit­ens, worin sehen Sie hier im Blog genau meinen “Ansatz in Polar­itäten”? Im Man­i­fest (wie in vie­len anderen Artikeln) geht es ja ger­ade darum diese Polar­itäten zu über­winden, weswe­gen im Man­i­fest sog­ar expliz­it darunter ste­ht, dass es kein entwed­er-oder sein soll.

Drit­tens, Ihre Logik von “Die unter­schiedlichen emo­tionalen Motive (die sie als fest vorgegeben beschreiben) brin­gen jeglich­es men­schlich­es Ver­hal­ten her­vor, auch wie Arbeitss­cheu oder Moti­va­tion” ist mir zu deter­min­is­tisch gedacht. Ger­ade Moti­va­tion hängt mein­er Mei­n­ung nach in erster Lin­ie von Rah­menbe­din­gun­gen ab. Oder – und damit doch wieder passend zur Zitate-Seite – “Every­body is a genius. But if you judge a fish by its abil­i­ty to climb a tree, it will live its whole life believ­ing that it is stu­pid.” Die Auf­gabe von Führung ist es Rah­menbe­din­gun­gen für (indi­vidu­elle) Moti­va­tion zu schaffen.

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