The threat is usually more terrifying than the thing itself.
Saul AlinskyRead
The second rule is: Never go outside the experience of your people. When an action is outside the experience of the people, the result is confusion, fear, and retreat.
Interpretation
One should not engage people in tasks or ideas that they are unfamiliar with, as it can lead to negative emotions and outcomes.
Saul Alinsky emphasizes the importance of aligning actions with the experiences and understanding of the people we lead. When initiatives or actions push beyond what they can grasp, it often results in confusion and fear, causing them to disengage or retreat instead of moving forward with confidence and clarity.
In practice
A team meeting where a manager introduces a new software tool that the team is familiar with and understands.
The threat is usually more terrifying than the thing itself.
Lest we forget at least an over the shoulder acknowledgment to the very first radical: from all our legends, mythology and history (and who is to know where mythology leaves off and history begins - or which is which), the very first radical known to man who rebelled against the establishment and did it so effectively that he at least won his own kingdom - Lucifer.
The first step in community organization is community disorganization. The disruption of the present organization is the first step toward community organization. Present arrangements must be disorganized if they are to be displace by new patterns.... All change means disorganization of the old and organization of the new.
The threat is generally more terrifying than the thing itself.
Make the enemy live up to its own book of rules.
An organizer working in and for an open society is in an ideological dilemma to begin with, he does not have a fixed truth - truth to him is relative and changing; everything to him is relative and changing.... To the extent that he is free from the shackles of dogma, he can respond to the realities of the widely different situations.
Leaders create and inspire new leaders by instilling faith in their leadership abilities and helping them develop and hone leadership skills they don't know they possess.
The best buy by way of management is brains-at any price.
There is no perfect fit when you're looking for the next big thing to do. You have to take opportunities and make an opportunity fit for you, rather than the other way around. The ability to learn is the most important quality a leader can have.
Negotiating in the classic diplomatic sense assumes parties more anxious to agree than to disagree.
You need to have good people: honourable, capable, committed in politics, standing in public office. It's not a guarantee, but it's the ideal we have to aim for.
We need to stop telling [women], "Get a mentor and you will excel." Instead, we need to tell them, "Excel and you will get a mentor.
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