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“Jesus gave us a model for the work of the church at the Last Supper. While his disciples kept proposing more organization - Hey, let's elect officers, establish hierarchy, set standards of professionalism - Jesus quietly picked up a towel and basin of water and began to wash their feet.”

“if networks of women are formed, they should be job related and task related rather than female-concerns related. Personal networks for sociability in the context of a work organization would tend to promote the image of women contained in the temperamental model - that companies must compensate for women's deficiencies and bring them together for support because they could not make it on their own. But job-related task forces serve the social-psychological functions while reinforcing a more positive image of women.”

“There are sharply different, competing models of what trans advocacy looks like - those that seek to follow the path laid out by the most visible and well-funded lesbian and gay rights organizations in the US and those that seek to use grassroots strategies, center issues of race and poverty, and aim to dismantle harmful institutions and conditions to redistribute life chances.”

“Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.”

“As we let go of the machine model of work, we begin to step back and see ourselves in new ways, to appreciate wholeness, and to design organizations that honor and make use of the totality of who we are.”

“I find that it's almost essential to fall in love with an idea to invest the time it takes to make it good and worth sharing. And then, the hard part: deleting that idea when it's just not what it could be. Too often, organizations are good at the first part, but struggle with the second. And so we defend expired business models, support the status quo and have a knee-jerk inclination to preserve what we've got.”

“In terms of Iraq, al Qaeda valued Iraq because we destroyed a government it wanted destroyed and because we put soldiers on the ground and forces that they could attack. Al Qaeda is basically an insurgent organization that was formed on the model of the Afghan groups. And being bred in that war, they value a contiguous safe haven as much as anything else.”

“The CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.”

“In studying language we can discover many basic properties of this cognitive structure, its organization, and also the genetic predispositions that provide the foundation for its development. So in this respect, linguistics, first of all, tries to characterize a major feature of human cognitive organization. And second, I think it may provide a suggestive model for the study of other cognitive systems. And the collection of these systems is one aspect of human nature.”