A Quote by Henri Rousseau
The principal problem I had during the five years I ran the Caisse - and I bet you that it will be the same problem for my successor - is the retention, recruitment and training of competent personnel.
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The fact that you had disruptions in the peace process was not only in Rwanda. We had the same problem in Cambodia, we had the same problem in Mozambique, we had the same problem in Salvador.
For more than twenty-five years my mind had been deeply troubled by the fact that these mechanical and scientific achievements ofman had outrun his intellectual and spiritual power. ...Throughout the Second World War this terrible problem hung in the back of my mind. As I write these words the problem and the danger are as threatening as ever. We hope our nation will survive, but in its effort to survive will it transform itself intellectually and spiritually into the image of the thing against which we fought?
I'm a very lucky guy. I had so many people help me over the years that I never had many problems. If I had a problem, I could sit down with someone and they would explain the problem to me, and the problem become like a baseball game
I'm a very lucky guy. I had so many people help me over the years that I never had many problems. If I had a problem, I could sit down with someone and they would explain the problem to me, and the problem become like a baseball game.
All the alleged key causes of SOE [State-Owned Enterprise] inefficiency - the principal-agent problem, the free-rider problem and the soft budget constraint - are, while real, not unique to state-owned enterprises. Large private-sector firms with dispersed ownership also suffer from the principal-agent problem and the free-rider problem. So, in these two areas, forms of ownership do matter, but the critical divide is not between state and private ownership - it is between concentrated and dispersed ownerships.
People really had a problem with my disinterest in submission. They had a problem with my intellect, and they had a problem with my choice of lovers. They had a problem with my choice of everything.
Whether you were talking about Pillsbury, Burger King, Godfather's, the National Restaurant Association, in each one of those situations, I had a daunting problem that I had to solve. And I used the same business principles to approach the problem and, more importantly, solve the problem in every one of the situations.
Somebody who had read Lila asked me, ‘Why do you write about the problem of loneliness?’ I said: ‘It’s not a problem. It’s a condition. It’s a passion of a kind. It’s not a problem. I think that people make it a problem by interpreting it that way.’?
It is hard to communicate understanding because that is something you get by living with a problem for a long time. You study it, perhaps for years, you get the feel of it and it is in your bones. You can't convey that to anyone else. Having studied the problem for five years you may be able to present it in such a way that it would take somebody else less time to get to that point than it took you. But if they haven't struggled with the problem and seen all the pitfalls, then they haven't really understood it.
Do I have a problem with Larry Ellison buying Sun? No, that's part of the capitalist system. As soon as we go public we're for sale, that's part of the deal. And do I have a problem with him exercising his intellectual property rights? No, I don't have a problem with that. Would it be how we necessarily ran and operated? Obviously not.
Finally, imagine that you've really worked hard on yourself and become a level 10 person. Now, is this same level 5 problem a big problem or a little problem? The answer is that it's no problem. It doesn't even register in your brain as a problem. There's no negative energy around it. It's just a normal occurrence to handle, like brushing your teeth or getting dressed.
About four years ago I made a list, for my own amusement, of the playwrights, the contemporary playwrights, by whom critics said I'd been influenced. I listed twenty-five. It included five playwrights whose work I didn't know, so I read these five playwrights and indeed now I suppose I can say I have been influenced by them. The problem is that the people who write these articles find the inevitable similarities of people writing in the same generation, in the same century, and on the same planet, and they put them together in a group.
We cannot solve a problem by saying, "It's not my problem." We cannot solve a problem by hoping that someone else will solve it for us. I can solve a problem only when I say, "This is my problem and it's up to me to solve it."
Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and -- by the way -- engage in discretionary effort. .. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers.
The problem facing humanity today is not a political problem; it's not a financial problem; it's not a military problem. It's obviously a spiritual problem. That is, it has to do with what we believe to be true about who we are, where we are, why we are where we are, and what are we doing on the Earth. What is the purpose of life itself? What we need right now are leaders or models, people who will stand up and not only help to write a cultural story, but help to model it in the way that they interact with each other.
If we want to impact hundreds - or millions - of people, we have to do things differently. If we look at the problem as an infrastructural problem, we cannot make an impact because it requires a lot of effort. But when we convert this problem into a knowledge problem, suddenly the problem is manageable.
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