Naomi Klein Quotes

Intelligence will become more and more collective; innovation and order will become more and more bottom-up.

Many individuals and organization units contribute to every large decision, and the very problem of centralization and decentralization is a problem of arranging the complex system into an effective scheme.

There are a lot of global decisions that you can make as a co-publisher, and only publishers can make those kind of decisions. At the same time, there are some things you can do only as a penciler or creator. I want to keep my hands in both pots, so to speak.

I have a running conversation with a couple of colleagues. Mike Schmidt's one of them; some on my White House team are others; Alex Burns on the politics team is another. That just helps me not lose my place, right? We're just constantly talking about what we're hearing and where things are.

Groups are only smart when there is a balance between the information that everyone in the group shares and the information that each of the members of the group holds privately. It's the combination of all those pieces of independent information, some of them right, some of the wrong, that keeps the group wise.

Who decides when the applause should die down? It seems like it's a group decision; everyone begins to say to themselves at the same time, "Well, okay, that's enough of that."

Millions of individuals making their own decisions in the marketplace will always allocate resources better than any centralized government planning process.

You're not going to be able to make good decisions without building some relationship of trust between yourself and community.

I'm the type of actor that believes the director has to be in charge. I've been on sets where the actor's ego was the most important thing, and with a director that messes it up. But I don't like a dictator, I want it to be collaborative - the best idea wins. If I feel respected, and I'm going to give that back. If a director wants to try something, cool, I'll give it back. I also feel like they cast me for a reason, so I'm going to make my mark on it... let me do my thing.

If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.

There is no corporation in the world that would, in a competitive environment, try and concentrate all decisions at the corporate level.

The problem is that groups are only smart when the people in them are as independent as possible. This is the paradox of the wisdom of crowds.

What's crucial about being an executive producer is that you stay in the loop, information-wise. They have to share all their major decisions with you.

Our sense of "open" is that the authority to make decisions about that gets distributed based on merit and understanding and participation and leadership, not solely on employment or a title or a business plan. Technical colleagues will define "open" as "open standards," "interoperable" - you can find it, search it, cut and paste it, view source, mix and match - all those things that we associate with text on the Web, that you can continue to do that with audio and video and whatever's next.

A big part of making an album is that you want to have enough material - you want to have enough stuff for people to hear and know that it represents you. So it does sometimes turn into a situation where you're saying to the person you're working with, "Well, what do you want?" But then there are other times when I work with people and they'll turn to me and say, "How do you want to do this?" And that's actually when I work best.

This is where each individual must decide for himself. The essential thing is the decision to challenge the modern state, which without this small group of protesters will be checked by neither brake, value, nor reason.

The intellectual equipment needed for the job of the future is an ability to define problems, quickly assimilate relevant data, conceptualize and reorganize the information, make deductive and inductive leaps with it, ask hard questions about it, discuss findings with colleagues, work collaboratively to find solutions and then convince others.

Bringing together the right information with the right people will dramatically improve a company's ability to develop and act on strategic business opportunities.

Decisions are more apt to be accepted when you've listened to suggestions first. I wanted them to see the reason behind what I asked of them, not to do things just because I said so.

If everybody trusts one another, then the person who didn't prevail will faithfully execute the decision as if it was their idea.

It's not just the manager who makes the decision, it's the player who makes the decision. They both decide fifty-fifty to make a decision.

I think that, you know, state and local governments play a critical role in the protection of this country and the protection of certain systems like our mass transit system. And we share information daily with our state and local officials. I think it's one of the reasons that we are safer today and I have every confidence that, in developing its policies, that the New York transit authorities have considered the legal considerations they should be considering in making these kinds of decisions and in formulating this policy.

For the employee, the goal is to have full access to necessary information and as much independent decision-making ability as possible. For the entrepreneur, the goal is to grant as much information and independent decision-making ability to employees or contractors as possible.

Reaching consensus in a group is often confused with finding the right answer.

The most important thing for people to get is we're not even looking at one big investigation, all these agents working together. They were chopped up and divided, but because I worked in the central place... other agents were sending their material to me... I was in this position to see all the dots being connected... These agents, while I was there, because I was the central person, they started connecting the dots.