John Naisbitt Quotes

Growth becomes less important than stability; we have to give people changes slowly.

I'm an advocate of evolutionary, not revolutionary, changes.

If it's one thing we do really well as a company, it's that we take big change slowly and deliberately and bring the community along with us.

From an evolutionary standpoint you can't just wipe everything out and start over, and I don't think you can do it in the school system either.

People try to change too much at once and it becomes overwhelming, and they end up falling off the program. So gradually changing bad habits makes much more of a difference than trying to change them all at once.

Effectively, change is almost impossible without industry-wide collaboration, cooperation and consensus.

Evolution is a tinkerer.

Managers are trained to make incremental, programmatic improvements. They aren't trained to lead large-scale change.

History doesn't turn on a dime; it turns on a plugged nickel.

Nature does not proceed by leaps and bounds.

Nature herself has never attempted to effect great changes rapidly.

Reforms are less to be dreaded than revolutions, for they cause less reaction.

I want to be progressive without getting both feet off the ground at the same time.

… evolution over revolution.

We want traditional change—not transformational change.

I am always for change. But I believe in slow and inevitable change and not a forced one, all of a sudden.

Systemic change rarely comes overnight.

Old, deeply engrained systems take time to change, but we can't leave it to time.

Policy change is nothing if it's not patient work.

If the pace of change outside is moving more quickly than the pace of change inside, you get a bit left behind.

Change is incremental. Change is small.

If world problems feel too big to tackle, think small. Step by step. Small wins build confidence, lead the way to change.

Do not expect Plato's ideal republic; be satisfied with even the smallest step forward, and consider this no small achievement.

Nature does not make leaps.

In my experience of large enterprises, I have found it is often a mistake to try to settle everything at once.