Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints. — Karl E. Weick Copy Share Image
A small win is a concrete, complete, implemented outcome of moderate importance. By itself, one small win may seem unimportant. A series of wins… — Karl E. Weick Copy Share Image
The real trick in highly reliable systems is somehow to achieve simultaneous centralization and decentralization. — Karl E. Weick Copy Share Image
Your beliefs are cause maps that you impose on the world, after which you 'see' what you have already imposed. — Karl E. Weick Copy Share Image
Being naive simply means that we reject received wisdom that something is a problem. We are always naive relative to some definition of the… — Karl E. Weick Copy Share Image
If people have multiple identities and deal with multiple realities, why should we expect them to be ontological purists? — Karl E. Weick Copy Share Image
Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy. — Karl E. Weick Copy Share Image
Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and… — Karl E. Weick Copy Share Image
Generalists, people with moderately strong attachments to many ideas, should be hard to interrupt, and once interrupted, should have weaker, shorter negative reactions since… — Karl E. Weick Copy Share Image
