Dee Hock quotes:

With the advent of genetic engineering the time required for the evolution of new species may literally collapse.

If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.

Substance is enduring, form is ephemeral.

Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.

What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct sort of institutional genetic code that every member of the organization understands in a common way, and with deep conviction.

Make an empty space in any corner of your mind, and creativity will instantly fill it.

You learn nothing form your successes except to think too much of yourself. It is from failure that all growth comes, provided you can recognize it, admit it, learn from it, rise above it, and then try again.

The essence of community, its heart and soul, is the non-monetary exchange of value; things we do and share because we care for others, and for the good of the place.

It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.

An organization, no matter how well designed, is only as good as the people who live and work in it.

We are now at a point in time when the ability to receive, utilize, store, transform and transmit data - the lowest cognitive form - has expanded literally beyond comprehension. Understanding and wisdom are largely forgotten as we struggle under an avalanche of data and information.

It won't do away with hierarchy totally, but the principal leader will be the person who most exemplifies the kind of organization and behavior required who is best able to create the conditions such organizations require.

The closest thing to a law of nature in business is that form has an affinity for expense, while substance has an affinity for income.

If you're in such a position of power and your ego is such that this is not possible, then its essential to have a small cadre of very bright, committed people who are questioning, exploring and understanding these emerging concepts.

The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.

Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality.

Every mind is a room packed with archaic furniture.

Control is not leadership; management is not leadership; leadership is leadership is leadership. If you seek to lead, invest at least 50% of your time leading yourself-your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. If you don't understand that you work for your mislabeled 'subordinates,' then you know nothing of leadership. You know only tyranny.

The prudent course is to make an investment in learning, testing and understanding, determine how the new concepts compare to how you now operate and thoughtfully determine how they apply to what you want to achieve in the future.

If you don't understand that you work for your mislabeled 'subordinates', then you know nothing of leadership. You know only tyranny.

Make another list of things done for you that you loved. Do them for others, always.

Think about technological float: it took centuries for the wheel to gain universal acceptance. Now any microchip device can be in use around the world in weeks.

As I like to say, the entire collective memory of the species - that means all known and recorded information - is going to be just a few keystrokes away in a matter of years.

Success follows those adept at preserving the substance of the past by clothing it in the forms of the future.

Making good judgments when one has complete data, facts, and knowledge is not leadership - it's bookkeeping

The reason is still difficult to explain, but it is not complicated. That inner voice that will not be denied, once we learn to listen to it, had whispered since the beginning, "Business is not what your life is about. Founding VISA and being its chief executive officer is something you must do, but it's only preparatory."

Throughout history, it took centuries for the habits of one culture to materially affect another. Now, that which becomes popular in one country can sweep through others within months.

Never hire or promote in your own image. It is foolish to replicate your strength and idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.

The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out. Every mind is a building filled with archaic furniture. Clean out a corner of your mind and creativity will instantly fill it.

Experience is easy to provide and quickly put to good use by people with all the other qualities."

Clean out a corner of your mind and creativity will instantly fill it

If you go back to the first single-cell form of life, it clearly possessed the capacity to receive, to utilize, to store, to transform, and to transmit information.

Leadership: Here is the heart and soul of the matter. If you look to lead, invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you 'work for' to understand and practice...lead yourself, lead your supervisors, lead your peers, and free your people to do the same. All else is trivia.

Make a careful list of all things done to you that you abhorred. Don't do them to others, ever.

Preserve substance; modify form; know the difference.

An illustration I use to get people to understand it is this: I'll ask major corporate audiences: Why don't you just take all your traditional beliefs about organizations, and apply them to the neurons in your brain?

Clean out a corner of your mind and creativity will instantly fill it.

Experience is easy to provide and quickly put to good use by people with all the other qualities.

Simple, clear purpose and principles give rise to complex intelligent behavior. Complex rules and regulations give rise to simple stupid behavior.

Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.

To put it another way, I believe that purpose and principle, clearly understood and articulated, and commonly shared, are the genetic code of any healthy organization. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways. The organization will become a vital, living set of beliefs.

An organization's success has more to do with clarity of shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability or management competence, important as they may be.

The most abundant, least used, and most abused resource in the world is human spirit and ingenuity.

If you don't understand that you work for your mislabeled 'subordinates,' then you know nothing of leadership. You know only tyranny.

We are at that very point in time when a 400-year old age is rattling in its death bed and another is struggling to be born.

People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness.

Far better than a precise plan is a clear sense of direction and compelling beliefs. And that lies within you. The question is, how do you evoke it?

Heaven is purpose, principle, and people. Purgatory is paper and procedure. Hell is rules and regulations.

We are at the very point in time when a 400-year old age is dying and another is struggling to be born - a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possibility of the regeneration of individuality, liberty, community and ethics such as the world has never know, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed.

Well, years and years ago, I started to ask myself three very simple questions, which dominated my life for many years. One of them was, "Why are organizations everywhere, whether commercial, social, or religious, increasingly unable to manage their affairs?" The second question was, "Why are individuals throughout the world increasingly in conflict with and alienated from the organizations of which they're a part?" And the third was, "Why are society and the biosphere increasingly in disarray?"

If you think you can't, why think

Only fools worship their tools

Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience.

Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things

It is far too late and things are far too bad for pessimism.

All organizations are merely conceptual embodiments of a very old, very basic idea - the idea of community. They can be no more or less than the sum of the beliefs of the people drawn to them; of their character, judgements, acts and efforts.

Failure is not to be feared. It is from failure that most growth comes.

We don't have to remain in this radically destructive mind-set and institutional-set. We can change, and the natural order of things could emerge in all of our societal organizations-government, commerce, religion-it's right there, waiting to happen. I often tell people that every mind is like a room in an old house, stuffed with very old furniture. Take any space in your mind and empty it of your old conceptions and new ones will rush in, good or bad. So change is more a getting rid of rather than an adding to or an acquiring.

It is not making better people of others that management is about. It's about making a better person of self. Income, power, and titles have nothing to do with that.

Community is composed of that which we don't attempt to measure, for which we keep no record and ask no recompense. Most are things we cannot measure no matter how hard we try.

Language was a huge expansion of that capacity to deal with information.

Particularity and separability are infirmities of the mind, not characteristics of the universe.

Life will never surrender its secrets to a yardstick.