问题
The question isn't, 'What do we want to know about people?', It's, 'What do people want to tell about themselves?'
The question I ask myself like almost every day is, 'Am I doing the most important thing I could be doing?'
The question I ask myself like almost every day is, 'Am I doing the most important thing I could be doing?'
The masses have no capacity for understanding complex issues.
The first task is to understand the problem, the second to find a solution, and the third to carry it out.
The investor's chief problem - and even his worst enemy - is likely to be himself.
The investor's chief problem - and even his worst enemy - is likely to be himself.
The investor's chief problem - and even his worst enemy - is likely to be himself.
The investor's chief problem—and even his worst enemy—is likely to be himself.
The investor's chief problem—and even his worst enemy—is likely to be himself.
The investor's chief problem—and even his worst enemy—is likely to be himself.
The quality of an organization's problem-solving determines the quality of its solutions.
Quality is not a problem; it is a solution.
There is no such thing as a quality problem. There are only problems, and the solutions to those problems may involve quality considerations.
The problem of quality management is not what people don't know about it. The problem is what they think they do know.
There is no such thing as a quality problem.
There is no such thing as a quality problem. There are only problems of people not doing what they are supposed to do.
The problem of quality management is not what people don't know about it. The problem is what they think they do know.
The root of the problem is the failure to distinguish between operational effectiveness and strategy.
Strategy is about setting yourself apart from the competition. It's not a matter of being better at what you do – it's a matter of being different at what you do.