Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy.

— Karl Weick

The most delicious Karl Weick quotes that are simple and will have a huge impact on you

Managers construct, rearrange, single out, and demolish many 'objective' features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.

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Your beliefs are cause maps that you impose on the world, after which you 'see' what you have already imposed.

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Being naive simply means that we reject received wisdom that something is a problem. We are always naive relative to some definition of the situation, and if we try to become less so, we may accept a definition that confines the definition of small wins to narrower issues than is necessary.

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If an organization is narrow in the images that it directs toward its own actions, then when it examines what it has said, it will see only bland displays. This means in turn that the organization won't be able to make much interesting sense of what's going on or of its place in it. That's not a trivial outcome, because the kind of sense that an organization makes of its thoughts and of itself has an effect on its ability to deal with change. An organization that continually sees itself in novel images, images that are permeated with diverse skills and sensitivities, thereby is equipped to deal with altered surroundings when they appear.

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Generalists, people with moderately strong attachments to many ideas, should be hard to interrupt, and once interrupted, should have weaker, shorter negative reactions since they have alternative paths to realize their plans. Specialists, people with stronger attachments to fewer ideas, should be easier to interrupt, and once interrupted, should have stronger, more sustained negative reactions because they have fewer alternative pathways to realize their plans. Generalists should be the upbeat, positive people in the profession while specialists should be their grouchy, negative counterparts.

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Roethlisberger argues that people who are preoccupied with success ask the wrong question. They ask,

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