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Quote by Bangambiki Habyarimana

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The Great Pearl of Wisdom

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Bangambiki Habyarimana

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“She had always thought history was made up of grand gestures, as recent, momentous events seem to demonstrate. The British Prime Minister kowtowing to the Nazi Fuehrer at Munich, the quarter-million troops landing on D-Day, the two atomic bombs that ended World War II. But now she knew better. History could be judged grand even if the event was, on the surface, small. For here, right in front of her, was history in the flesh, history that would be immortalized in print and film. The city council and mayor had surrendered, and evidently so had the biggest department store in town.”

“I eventually realized that to make a difference I had to step outside, into creation, and refocus on the roots of my passion. If an ounce of soil, a sparrow, or an acre of forest is to remain then we must all push things forward. To save wildlife and wild places the traction has to come not from the regurgitation of bad-news data but from the poets, prophets, preachers, professors, and presidents who have always dared to inspire. Heart and mind cannot be exclusive of one another in the fight to save anything. To help others understand nature is to make it breathe like some giant: a revolving, evolving, celestial being with ecosystems acting as organs and the living things within those places -- humans included -- as cells vital to its survival.”

“When God looks at us, He does not see our broken, rejected, useless state. He sees what He intended us to be. He sees what the Lamb sacrificed to reinstate us. We gave our identity away, so the Lamb, Jesus, came to restore that which was lost. He sacrificed to give us His identity. He clothed us in His right standing and covered us in His precious blood. His DNA was given to restore ours.”

“Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.”