Sublime

This process is so fundamental to collaboration without hierarchy that many self-managing organizations train every new recruit in conflict resolution.

A better approach is to define our task as a process of discovery and dialogue more than as an act of diagnosis and prescription,

McGregor had a key insight that has since been validated time and again: both are true. If you view people with mistrust (Theory X) and subject them to all sorts of controls, rules, and punishments, they will try to game the system, and you will feel your thinking is validated. Meet people with practices based on trust, and they will return your

John Zenger and Joseph Folkman point out that most people, when they first become managers, enter a period of great learning. They get lots of training and coaching, they are open to ideas, and they think long and hard about how to do their jobs.

We’re on our own in trying to identify the Rauccis that lurk among us. So how can we spot them—and ensure they don’t become our leaders?

you can build a pocket of greatness without executive power, in the middle of an organization.

peer recognition

Allocating the best people to the right positions is a crucial, tough job that many executives slight, in part because the best people are already too busy.

one-on-one communication