A bureaucrat is one who has the power to say "no" but none to say "yes.".

Errors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because ….

The objective of education is learning, not teaching.

We can only learn from mistakes, by identifying them, determining their source, and correcting them... people learn more from their own mistakes than….

The lower the rank of managers, the more they know about fewer things. The higher the rank of managers, the less they know about many things..

A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can ….

Creativity is the ability to identify self-imposed constraints, remove them, and explore the consequences of their removal..

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing….

In systems thinking, increases in understanding are believed to be obtainable by expanding the systems to be understood, not by reducing them to thei….

Most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence t….

Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than becau….

So much time is currently spent in worrying about the future that the present is allowed to go to hell..

The future is better dealt with using assumptions than forecasts..

The most valuable and least replacable resource is time..

Omnicompetence,' the ability to obtain whatever one wants or needs, is an unattainable but continuously approachable ideal for all mankind - past, pr….

It is the satisfaction we derive from 'going there' in contrast to the satisfaction derived from 'getting there.' Recreation provides 'the pause that….

Unless people can express themselves well in ordinary English, they don't know what they are talking about..

It is far better to do the right thing wrong than to do the wrong thing right..

No problem stays solved in a dynamic environment..

Managers who don't know how to measure what they want settle for wanting what they can measure..

The more efficient you are at doing the wrong thing, the wronger you become. It is much better to do the right thing wronger than the wrong thing rig….