"But today's dilemmas are even harder to deal with: autonomy vs. control; innovation vs. no surprises; participation and ownership vs. meeting deadlines; and job security vs. excess employees through job design"

“Managers who are skilled communicators may also be good at covering up real problems.”

“Whenever undiscussables exist, their existence is also undiscussable. Moreover, both are covered up, because rules that make important issues undiscussables violate espoused norms... It is very difficult to manage . They continue to exist and proliferate because they are relegated to the realm of “underground management” and all sides tacitly agree to this state of affairs. As a result, organizational defense routines often are very powerful”

“Success in the marketplace increasingly depends on learning, yet most people don't know how to learn.”

“Most people define learning too narrowly as mere “problem-solving”, so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act.”

“Once employees base their motivation on extrinsic factors they are much less likely to take chances, question established policies and practices, or explore the territory that lies beyond the company vision as defined by management.”

“Human beings hold two types of theories of action. There is the one that they espouse, which is usually expressed in the form of stated beliefs and values. Then there is the theory that they actually use; this can only be inferred from observing their actions, that is, their actual behavior.”