Top Highlights

• the more we learn about great companies,
• the less we are actually able to build such organizations, effect such strategies, or be such leaders. Management “know-about” has vastly outpaced management “know-how.”
• Fred Kofman argues that a conscious organization starts with what matters most to us: a commitment to achieving a vision that exceeds any individual capacities, a vision that connects people in a common effort with genuine meaning. Such commitment is grounded in people taking unconditional responsibility for their situation and for their ways of re...
• We begin to see day-to-day work as a continual dance of learning with and from one another, where what we achieve rests on the quality of our conversations—because our working together centers on how we talk, relate, and commit to one another and to our aims.
• the information’s only value is in how it is interpreted through the mental models of the “listener.”