Richard Pascale Quotes About Management

• Unintended consequences get to the heart of why you never really understand an adaptive problem until you have solved it. Problems morph and "solutions" often point to deeper problems. In social life, as in nature, we are walking on a trampoline. Every inroad reconfigures the environment we tread on.

  Richard Pascale

  Learning, Heart, Knowledge

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.192, Harvard Business Press

• Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff - results - as long as the music lasts. But ... all that streamlining and re-engineering limits diversity, suppresses self-organization ... and curtails a bottom up emergent response to disruptive change.

  Richard Pascale

  Knowledge, Learning, Names

• Knowledge does not advance practice. Rather practice advances knowledge.

  Richard Pascale

  Learning, Knowledge, Practice

• The real objective isn't just "knowledge" or getting an 80-20 understanding of the situation. The overriding objective is engagement, creating a buzz, mobilizing people to take action.

  Richard Pascale

  Real, Learning, Knowledge

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.162, Harvard Business Press

• Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the social system they evaporate.

  Richard Pascale

  Communication, Learning, Knowledge

  Richard Pascale, Jerry Sternin, Monique Sternin (2013). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.120, Harvard Business Press

• Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the brain but not metabolized into action. The learning we call intuition, know-how and common sense gets into the blood stream through osmosis. It is shaped by social context.

  Richard Pascale

  War, Knowledge, Learning

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.146, Harvard Business Press

• Discoveries from one community cannot be repackaged and provided to another as a silver bullet, That's a "best practice" rollout and it invariably evokes the immune rejection response.

  Richard Pascale

  Learning, Knowledge, Discovery

  Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.112, Harvard Business Press

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