It's easy to get rid of things when there is an obvious reason for doing so. It's much more difficult when there is no compelling reason.
Marie KondoRead
I recommend tidying by category, not by place. For example, instead of deciding that today you'll tidy a particular room, set goals such as 'clothes today, books tomorrow.'
Interpretation
Tidy your belongings by category rather than by location for a more effective decluttering process.
Marie Kondo emphasizes the importance of decluttering through a categorical approach rather than focusing on individual spaces. By organizing items by type, such as clothes or books, people can more clearly see the extent of their possessions and make more informed decisions about what to keep and what to discard.
In practice
Using this quote in a workshop on decluttering to inspire participants to rethink their approach.
It's easy to get rid of things when there is an obvious reason for doing so. It's much more difficult when there is no compelling reason.
Keep only those things that speak to your heart. Then take the plunge and discard all the rest. By doing this, you can reset your life and embark on a new lifestyle.
Effective tidying involves only three essential actions. All you need to do is take the time to examine every item you own, decide whether or not you want to keep it, then choose where to put what you keep. Designate a place for each thing.
The objective of cleaning is not just to clean, but to feel happiness living within that environment.
Have gratitude for the things you're discarding. By giving gratitude, you're giving closure to the relationship with that object, and by doing so, it becomes a lot easier to let go.
It's going to be labor-intensive and time-consuming, but you need to take all the books down and put them on the floor. Take them down and spread them in one area. Physically pick each book up, one by one. If the book inspires you, keep it. If not, it goes out. That's the standard by which you decide.
The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.
Organizations are no longer built on force, but on trust.
Slavery was, in a very real sense, the first _x000D_ international human rights issue to come to the fore. It led to the _x000D_ adoption of the first human rights laws and to the creation of the _x000D_ first human rights non-governmenta l organization. And yet despite _x000D_ the efforts of the international community to combat this abhorrent _x000D_ practice, it is still widely prevalent in all _x000D_ its insidious forms, old and new.
The only thing that's been a worse flop than the organization of nonviolence has been the organization of violence.
To 'turn around' is to end up facing the same way. Maybe that is the problem, all the turning organizations around.
The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent.
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