"In the most basic sense, imaginization invites a way of thinking. It encourages us to become our own theorists and to feel comfortable about acting on the basis our insights. It invites us to develop a skill that I believe we all have, even though we may not realize that this is the case. By recognizing this, and thinking creatively and intelligently about ourselves and our situations, we can 'push the envelope' on our realities and reshape them positively."

“Contingency theorists suggest that we can best proceed by appointing 'the right people' to the job we have in mind, and by creating flexible authority, communications, and reward structures that will motivate them to satisfy their own needs through the achievement of organizational goals.”

“Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.”

“Any system that insulates itself from diversity in the environment tends to atrophy and lose its complexity and distinctive nature”

“While they create a way of seeing and suggest a way of acting, they also tend to create ways of not seeing, and eliminate the possibility of actions associated with alternative views of the world.”

“The organization as a coalition of diverse stakeholders is a coalition with multiple goals.”

“Conflict may be personal, interpersonal, or between rival groups or coalitions. It may be built into organizational structures, roles, attitudes, and stereotypes or arise over a scarcity of resources. It may be explicit or covert. Whatever the reason, and whatever the form it takes, its source rests in some perceived or real divergence of interests.”