Writings
Excerpts from Character at Work , page 2
Transforming Our Institutions
The central organizing principles—the decisions and actions that involve an organization’s people, values, and aspirations—cannot be reduced to a formula. Nor will there ever be a package of rules, such as there is in accounting and in science, to be plugged in and applied to human relations. It is not only unwise, but also unworkable, in this age of democracy and capitalism, to try to run an organization on principles that are forced on people. A value, by definition, can be embraced only voluntarily.
Work and happiness are mutually reinforcing. Work is an important vehicle for achieving happiness, and happiness has its roots in devoting our talents to something larger than ourselves. It follows that creating an effective environment for work is more than getting people to do jobs efficiently in exchange for pay. Instead, designing work at any level is a near-sacred responsibility that has a powerful, direct impact on the quality of life.
Five Ideas about People
- There is in every person a relentless desire for happiness.
- Work is an essential element of human happiness.
- The learning that drives human growth is a lifelong process.
- We do not fulfill our potential in isolation but in conjunction with others.
- A superior level of happiness can be achieved only in conjunction with the pursuit of quality.
Localness
Localness combines a high level of personal responsibility and confidence in oneself with the understanding that key decisions should be tested by discussion with those who can add specialized knowledge, experience, or objectivity. Localness demands a mature willingness to use all the resources available. It is the only way we can combine the advantages of both local and national or global companies while avoiding the disadvantages of each.