Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it… — Richard Pascale Copy Share Image
Knowledge does not advance practice. Rather practice advances knowledge. — Richard Pascale Copy Share Image
Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the… — Richard Pascale Copy Share Image
Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph… — Richard Pascale Copy Share Image
Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the… — Richard Pascale Copy Share Image
Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and… — Richard Pascale Copy Share Image
The real objective isn't just "knowledge" or getting an 80-20 understanding of the situation. The overriding objective is engagement, creating a buzz,… — Richard Pascale Copy Share Image
Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably evokes… — Richard Pascale Copy Share Image
Organizations are, in the last analysis, interactions among people. — Richard Pascale Copy Share Image
Harnessing adversity is a discipline tailored to a world of unpredictable outcomes--a world where one can disturb, but not wholly direct, a living system.… — Richard Pascale Copy Share Image
Knowledge does not advance practice. Rather practice advances knowledge. — Richard Pascale Copy Share Image
Leadership is making happen what wouldn't happen anyway and this always entails working at the edge of what is acceptable — Richard Pascale Copy Share Image
Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the social system… — Richard Pascale Copy Share Image
Great companies make meaning. A company has a name, but its people give it meaning. — Richard Pascale Copy Share Image
Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph and "solutions"… — Richard Pascale Copy Share Image
Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the brain but… — Richard Pascale Copy Share Image
Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent… — Richard Pascale Copy Share Image
People are much more likely to act their way into a new way of thinking, than think their way into a new way of… — Richard Pascale Copy Share Image
The inherent preferences of organizations are clarity, certainty and perfection. The inherent nature of human relationships involves ambiguity, uncertainty, and imperfection. How one honors,… — Richard Pascale Copy Share Image
