Margaret J. Wheatley
Margaret J. Wheatley
Margaret J. Wheatleyis an American writer and management consultant who studies organizational behavior. Her approach includes systems thinking, theories of change, chaos theory, leadership and the learning organization: particularly its capacity to self-organize. Her work is often compared to that of Donella Meadows and Dee Hock. She describes her work as opposing "highly controlled mechanistic systems that only create robotic behaviors."...
NationalityAmerican
ProfessionWriter
CountryUnited States of America
Margaret J. Wheatley quotes about
learning grace curiosity
The search for the lessons of the new science is still in progress, really in its infancy. In this realm, three is a new kind of freedom, where it is more rewarding to explore than to reach conclusions, more satisfying to wonder than to know, and more exciting to search than to stay put. Curiosity, not certainty, becomes the saving grace.
drawing pieces world
In fact, Western culture has spent decades drawing lines and boxes around interconnected phenomena. We've chunked the world into pieces rather than explored its webby nature.
realization wonderful whatever-happens
Surrendering to life offers some wonderful realizations. We learn we're capable of being in this dance, of working with whatever happens. We learn to trust ourselves and then others and, gradually, we learn that life itself can be trusted.
nice reflection survival
And time for reflection with colleagues is for me a lifesaver; it is not just a nice thing to do if you have the time. It is the only way you can survive.
listening process good-listener
Listening is a reciprocal process - we become more attentive to others if they have attended to us.
character intelligent thinking
Thinking is the place where intelligent actions begin. We pause long enough to look more carefully at a situation, to see more of its character, to think about why it's happening, to notice how it's affecting us and others
connections asking strengthening
Let's just keep asking ourselves this question: 'Is what I'm about to do strengthening the web of connections, or is it weakening it?'
confronted external sources type
Organisations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control.