Quotes from Clayton M. Christensen

Children need to do more than learn new skills. The theory of capabilities suggests they need to be challenged. They need to solve hard problems. They need to develop values. When you find yourself providing more and more experiences that are not giving children an opportunity to be deeply engaged, you are not equipping them with the processes they need to succeed in the future.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

As such, there is no one-size-fits-all approach that anyone can offer you. The hot water that softens a carrot will harden an egg.

Keeping high-volume procedures within general hospitals allows hospitals to subsidize the unique, low-volume specialized capabilities that are so central to the value proposition of their solution shops- being able to diagnose and embark on a therapy for anything that might be wrong.

if our ward and stake leaders were to focus on leading their members to share the gospel, many of the other problems that fester in our hearts and homes, and in our wards and stakes, would resolve themselves through the blessings that come from accepting the call that God has given each of us to be missionaries.

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That's a dangerous way to build a strategy.

But instead of telling him what to think, I taught him how to think. He then reached a bold decision about what to do, on his own.

Data has an annoying way of conforming itself to support whatever point of view we want it to support.

Hygiene factors are things like status, compensation, job security, work conditions, company policies, and supervisory practices. It

Organizations typically structure themselves around function or business unit or geography—but successful growth companies optimize around the job.

If you get motivators at work, Herzberg's theory suggests, you're going to love your job—even if you're not making piles of money. You're going to be motivated.

In the early stage, managers are puzzle solvers, not number crunchers.