B. H. Liddell Hart Quotes

I can't understand why people are frightened of new ideas. I'm frightened of the old ones.

It's not that we need new ideas, but we need to stop having old ideas.

Because we've always done it that way.' During my 12-year tenure as a special agent with the U.S. Secret Service, I heard those words all too often. The agency, in my experience, has an entrenched management culture resistant to change.

A genuine invention in the realm of ideas must first emerge as an abstruse and even partial concept? At first blusha new idea appearstobe verycloseto insanity because to be new it must reverse important basic beliefs and assumptions which, in turn, have been institutionalized and are administered by one or another kind of priesthood with a vested interest in an old idea.

New ideas are difficult just because they are new. Repetition has somehow plastered over the gaps and inconsistencies in the old ones, and the new cannot penetrate.

The new idea either finds a champion or it dies. No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that change provokes.

You know, you try to move the Brussels bureaucracy, and unless you have some capacity to really break it, you can't move it. It just sits there and stares at you.

Idea-assassins rush forward to kill any new suggestion on the grounds of its impracticality, while defending whatever now exists as practical, no matter how absurd.

The new statement is always hated by the old, and, to those dwelling in the old, comes like an abyss of skepticism.

People like the idea of innovation in the abstract, but when you present them with any specific innovation, they tend to reject it because it doesn't fit with what they already know.

If anyone has a new idea in this country, there are twice as many people who keep putting a man with a red flag in front of it.

New doctrines ever displease the old. They like to fancy that the world has been losing wisdom, instead of gaining it, since they were young.

If you don't let technology help you, if you resist good ideas, you condemn yourself to dinosaurhood.

Don't let tradition paralyze your mind. Be receptive to new ideas. Be experimental. Try new approaches. Be progressive in everything you do.

An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leader's premier trait.

I find so many people struggling, often working harder, simply because they cling to old ideas. They want things to be the way they were; they resist change. I know people who are losing their jobs or their houses, and they blame technology or the economy or their boss. Sadly they fail to realize that they might be the problem. Old ideas are their biggest liability. It is a liability simply because they fail to realize that while that idea or way of doing something was an asset yesterday, yesterday is gone.

Ideas Are The Lifeblood Of Business. Capture Every Fleeting Idea And Drive For Change.

All new ideas begin in a non-conforming mind that questions some tenet of the conventional wisdom.

Let a man proclaim a new principle. Public sentiment will surely be on the other side.

I'm always working on something. I wish I had more time for free-thinking and brainstorming new ideas. That's not to say my mind doesn't wander, but I find myself wishing for more of that kind of time.

It's always difficult when you want to do something really new, and you also want it to reach the masses, because the majority of people want to see what they've already seen before, or that they're already familiar with. To open the majority of peoples' minds to something new is difficult.

The greatest difficulty in the world is not for people to accept new ideas, but to make them forget old ideas.

We want to be open-minded enough to accept radial new ideas when they occasionally come along, but we don't want to be so open-minded that our brains fall out.

A change of opinions is almost unknown in an elderly military man.

Innovation- any new idea-by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.