'use strict';

Object.defineProperty(exports, '__esModule', { value: true });

var utilQuotes = require('@foba/util-quotes');

var Armand_V_Feigenbaum = [{
  figure: 'Armand V. Feigenbaum',
  mark: 'Armand V. Feigenbaum in: Industrial Quality Control, Vol14. -15; Vol19. (1957), p6',
  quote: 'Product quality can then be defined as: The composite product characteristics of engineering and manufacturing that determine the degree to which the product, in use, will meet the expectations of the customer.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951',
  quote: 'Engineers, scientists, and statisticians have, until recently, been the groups chiefly interested in activity called quality control. These technologists have been primarily concerned with the technical methods which have become associated with the subject. They have applied these methods to a number of industrial quality problems.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951. p. vii-viii',
  quote: 'The materials presented in this book have been developed in industry for use in meeting a wide variety of practical industrial problems. They have been used in several factories both as the "plan of attack" for organizing new quality-control programs and as text material for in-service training courses.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951',
  quote: 'Quality control may be defined as:'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951. p1',
  quote: 'In the phrase "quality control" the word quality does not have the popular meaning of "best" in any absolute sense. It means "best for certain customer conditions." These conditions are (a) the actual use and (b) the selling price of the product. Product quality cannot be thought of apart from product cost.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951',
  quote: 'In the phrase, "quality control" the word control represents a management tool with four steps:'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951. p1',
  quote: 'Several of the quality-control methods have been carried on in industry for many years. What are new in the modern approach to quality control are integration of these often uncoordinated activities into an over-all administrative program for a factory and the addition to the time-tested methods used of a few new techniques which have been found useful in dealing with and thinking about the increased emphasis upon precision in manufactured parts.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Quality Control: Principles, Practice, and Administration. 1951',
  quote: 'The outstanding quality accomplishments of industry during the past decade are familiar history. Particularly during World War II, the accomplishments made by the precision equipment in our tanks and guns and planes were indelibly impressed upon the entire world. This results side of the quality picture makes impressive reading.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Total Quality Control, 1983. p7',
  quote: 'Product and service quality can be defined as the total composite product and service characteristics of marketing, engineering, manufacturing, and maintenance through which the product and service in use will meet the expectations of the customer.'
}, {
  figure: 'Armand V. Feigenbaum',
  mark: 'Total Quality Control, 1983. Cited in: D.\nH. Stamatis (1999) TQM Engineering Handbook, p12',
  quote: 'Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction.'
}];

var Clayton_M_Christensen = [{
  figure: 'Clayton M. Christensen',
  mark: '1990s. Clayton M. Christensen, (199501). "Disruptive Technologies Catching the Wave". Harvard Business Review: P 3.',
  quote: 'The technological changes that damage established companies are usually not radically new or difficult from a technological point of view. They do, however, have two important characteristics: First, they typically present a different package of performance attributes—ones that, at least at the outset, are not valued by existing customers. Second, the performance attributes that existing customers do value improve at such a rapid rate that the new technology can later invade those established markets.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. Clayton Christensen and Joseph L. Bower. (1996) "Customer power, strategic investment, and the failure of leading firms", Strategic Management Journal, Vol17. (3), p199 as cited in: C.\nG. Sandström (2010) A revised perspective on Disruptive Innovation p8',
  quote: 'We contest the conclusions of scholars such as Tushman and Anderson (1986), who have argued that incumbent firms are most threatened by attacking entrants when the innovation in question destroys, or does not build upon, the competence of the firm. We observe that established firms, though often at great cost, have led their industries in developing critical competence-destroying technologies, when the new technology was needed to meet existing customers’ demands.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. Clayton Christensen and Joseph L. Bower. (1996) "Customer power, strategic investment, and the failure of leading firms", Strategic Management Journal, Vol17. (3), p212)',
  quote: 'Our findings support many of the conclusions of the resource dependence theorists, who contend that a firm\'s scope for strategic change is strongly bounded by the interests of external entities (customers, in this study) who provide the resources the firm needs to survive.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. Clayton M. Christensen (1999) Innovation and the general manager. p2',
  quote: 'Only the general manager can mold the resources, processes, and values that affect innovation, into a coherent capability to develop and launch superior new products and services repeatedly.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. The Innovator\'s Dilemma (1997). Intro (2012 edition)',
  quote: 'It’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. The Innovator\'s Dilemma (1997). p3; cited in: Parminder Bhachu (2004), Dangerous Designs: Asian Women Fashion, the Diaspora Economies. p172',
  quote: 'Disruptive technologies typically enable new markets to emerge. There is strong evidence showing that companies entering these emerging markets early have significant first-mover advantages over later entrants.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. The Innovator\'s Dilemma (1997). p15',
  quote: 'Generally, disruptive innovations were technologically straightforward, consisting of off-the-shelf components put together in a product architecture that was often simpler than prior approaches. They offered less of what customers in established markets wanted and so could rarely be initially employed there. They offered a different package of attributes valued only in emerging markets remote from, and unimportant to, the mainstream'
}, {
  figure: 'Clayton M. Christensen',
  mark: '1990s. The Innovator\'s Dilemma (1997). p31',
  quote: 'The concept of the value network — the context within which a firm identifies and responds to customers\' needs, solves problems, procures input, reacts to competitors, and strives for profit — is central to this synthesis.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. Adrian J. Slywotzky, Clayton M. Christensen, Richard S. Tedlow, Nicholas G. Carr (2000) "The future of commerce." Harvard Business Review Vol78.. \n1. p39-53. (abstract)',
  quote: 'Adrian Slywotzky believes the Internet will overturn the inefficient push model of supplier-customer interaction. He predicts that in all sorts of markets, customers will use choiceboards—interactive, on-line systems that let people design their own products by choosing from a menu of attributes, prices, and delivery options. And he explores how the shifting role of the customer—from passive recipient to active designer—will change the way companies compete.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. Christensen (2003) The Innovator\'s Solution. p22-23',
  quote: '[There is a distinguishes between] low-end disruption which targets customers who do not need the full performance valued by customers at the high end of the market and "new-market disruption" that targets customers that could previously not be served profitably by the incumbent.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. Johnson & Christensen (2004) Seeing What\'s Next. p302 as cited in: L.\nM. DeBruhl (2006) Leave No Parent Behind. p9',
  quote: '[Descriptive research provides] an accurate description or picture of the status or characteristics of a situation or phenomenon.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. 2006 interview in Business Week, cited in: Rebutting Clayton Christensen on Apple\'s \'Troubled\' Future in Seeking Alpha (20060111)',
  quote: 'During the early stages of an industry, when the functionality and reliability of a product isn\'t yet adequate to meet customer\'s needs, a proprietary solution is almost always the right solution -- because it allows you to knit all the pieces together in an optimized way.\nBut once the technology matures and becomes good enough, industry standards emerge. That leads to the standardization of interfaces, which lets companies specialize on pieces of the overall system, and the product becomes modular. At that point, the competitive advantage of the early leader dissipates, and the ability to make money migrates to whoever controls the performance-defining subsystem.\nIn the modular PC world, that meant Microsoft and Intel (NASDAQ:\nINTC), and the same thing will happen in the iPod world as well. Apple may think the proprietary iPod is their competitive advantage, but it\'s temporary. In the future, what will matter will be the software inside that lets users find exactly the kind of music they want to listen to, when and where they want to, with minimal effort.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. Rebutting Clayton Christensen on Apple\'s \'Troubled\' Future in Seeking Alpha (20060111)',
  quote: 'I think [the Vista fiasco] will allow [Apple] to survive for a bit longer.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. "Clayton Christensen\'s Innovator\'s Dilemma says iPhone will fail" in Jeremy\'s Blog (20070628)',
  quote: '[T]he prediction of [my disruption] theory would be that Apple won\'t succeed with the iPhone. They\'ve launched an innovation that the existing players in the industry are heavily motivated to beat: It\'s not [truly] disruptive. History speaks pretty loudly on that, that the probability of success is going to be limited.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2000s. Christensen cited in: Philip Kotler, John A. Caslione (2009) Chaotics: The Business of Managing and Marketing in the Age of Turbulence. p23',
  quote: 'Low-end disruption occurs when the rate at which products improve exceeds the rate at which customers can adopt the new performance.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2010s. Christensen (2011) in: Harvard Business Review (2011) HBR\'s 10 Must Reads on Managing Yourself. p4',
  quote: 'Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2010s. Christensen (2011) in: Harvard Business Review (2011) HBR\'s 10 Must Reads on Managing Yourself. p12',
  quote: 'Generally, you can be humble only if you feel really good about yourself — and you want to help those around you feel really good about themselves.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2010s. "Why Clayton Christensen Worries About Apple" in Forbes (20120507)',
  quote: 'The transition from proprietary architecture to open modular architecture just happens over and over again. It happened in the personal computer. Although it didn’t kill Apple’s computer business, it relegated Apple to the status of a minor player. … You also see modularity organized around the Android operating system that is growing much faster than the iPhone. So I worry that modularity will do its work on Apple.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2010s. "Disruptive Genius" in Harvard Magazine (July-201408)',
  quote: 'So the people using the Android operating system are now Motorola, Samsung, LG. And they are killing Apple: now, Android accounts for about 80 percent of the market.'
}, {
  figure: 'Clayton M. Christensen',
  mark: '2010s. "Harvard Management Legend Clay Christensen Defends His \'Disruption\' Theory, Explains The Only Way Apple Can Win" in BusinessInsider (20141028)',
  quote: 'All of the points that [Professor Lepore] raised were not just wrong, but they were lies. Ours is the only theory in business that actually has been tested in the marketplace over and over again. ... And for her to take that on, to take me on and the theory on – I don\'t know where the meanness came from.'
}];

var Francis_X_Sutton = [{
  figure: 'Francis X. Sutton',
  mark: 'David Aberle, Albert K. Cohen,  A. K. Davis, Marion J. Levy Jr. and Francis X. Sutton,  (1950). T"he functional prerequisites of a society." Ethics, 60(2), p100; cited in: Neil J. Smelser (2013), Comparative Methods in the Social Sciences. p189',
  quote: 'A comparative social science requires a generalized system of concepts which will enable the scientific observer to compare and contrast large bodies of concretely different social phenomena in consistent terms.'
}, {
  figure: 'Francis X. Sutton',
  mark: '',
  quote: 'A World to Make treats a subject that is both complex and controversial. Since the end of the Second World War, and with increasing rapidity in the 1950s and 1960s, Europe\'s former colonial possessions acquired independence and emerged as new states with new frontiers. That process proved to be immensely difficult both for those who had recently acquired their independence and for those in Latin America and elsewhere who had enjoyed that status for a century or longer.'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. p19, cited in: David C. McClelland (1961), The Archiving Society, p210',
  quote: 'Characteristically, the factors determining, the outcome of business efforts are numerous, and difficult both to assess and control. The sale of goods on a more or less free market is, of course, one major source of these difficulties; the disposition of buyers are subject to only limited control and prediction. They in turn are influenced by those diffuse but important factors which go under the label of general business conditions. Even within the context of a given firm there may be conditions and possible courses of action (such as personal appointments, or the performance of certain equipment) which may be beyond ready prediction and control. A great part of the efforts of entrepreneurs is directed towards minimising uncertainties.'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. p19-20; As cited in: David C. McClelland (1961), The Archiving Society, p231',
  quote: 'It is characteristic of executive roles that they are specialized for the handling of situations which call for something more than routine action. When business executives are asked what is the essential content of their roles, they characteristically say, \'We make decisions.\' This emphasis on decision-making is symptomatic of a specialized concern of executives with situations in which there is significant uncertainty as to the results of proper courses of action. (One does not make a \'decision\' when there is a predictable, correct outcome, as in getting the sum of a column of figures.)'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. p22; As cited in: David C. McClelland (1961), The Archiving Society, p229',
  quote: 'Businessmen have not shied away from the responsibility implied in Emerson\'s famous definition of a business as the lengthening shadow of a man. They have readily brushed aside complications and assigned crucial importance to the decisions of the guiding executives.'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. p23; As cited in: David C. McClelland (1961), The Archiving Society, p222',
  quote: 'The logical reader can only conclude that had Mr. Du Pont been as devoted to the facts as Mr. Sloan alleges, he would have been paralyzed in indecision, or even more, he certainly have discontinued the production of Chevrolets.'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. p23',
  quote: 'There is a strong tendency among businessmen to emphasize that their decisions are based on \'facts\' and thus to make favorable outcomes the consequence of perspicacity and \'judgment\' rather than good fortune.'
}, {
  figure: 'Francis X. Sutton',
  mark: '"Achievement norms and the motivation of entrepreneurs," 1954. Cited in: Aslan Mordecai. Work and Family life. PhD Thesis Brunel University, 197612.',
  quote: 'The key definitions for the entrepreneur seem to centre around the concept of responsibility. Responsibility implies individualism. It is not tolerable unless it embraces both credit for success\' and blame for failures, and leaves the individual. free to claim or accept the consequences, whatever they may be.'
}, {
  figure: 'Francis X. Sutton',
  mark: 'The American Business Creed. 1956. p192-3 ; cited in: David C. McClelland (1961), The Archiving Society, p293',
  quote: 'Viewed schematically, the activities of governments involve first the politician, who buys votes for the party in power; then the impractical theorist in the civil service — usually a professor in disguise — who conceives grandiose and unworkable plans; finally, these are executed and administered by the hidebound bureaucrat. The characteristic vices of these three species of homo politicus differ, , but they share a common feature: the absence of those personal virtues possessed by businessmen. Their heads are neither clear, hard, nor level; none of them is really honest; all of them lack practical imagination and the desire to get things done.\nTheir heads are neither clear, hard, nor level; none of them is really.'
}, {
  figure: 'Francis X. Sutton',
  mark: 'The American Business Creed. 1956. p194, ; Cited in: Warren J. Samuels. The concepts of major business and labor organizations on the role of government in the economy, Vol1.. University of Wisconsin--Madison, 1957. p168',
  quote: 'Extravagance, inefficiency, and waste are inherent in government, because nothing which government does is forced to meet the test of the market. Further, government does not even meet the internal criteria of rationality which the balance sheet and the profit and loss statement impose on every individual business enterprise. The power of government to pay for itself through taxes and deficits, and to force on people things which they do not really want, deprives government activity of any semblance of restraint.'
}, {
  figure: 'Francis X. Sutton',
  mark: 'The American Business Creed. 1956. p328; Cited in: Scott Andrew Shane (2002), The Foundations of Entrepreneurship - Vol1. . p525',
  quote: 'In contrast to such organizations as governments and universities, the prime criteria of business achievement are relatively definite and tangible. These standards include profitability, percentage control of the market, size of firm, and rate of growth.'
}];

var Peter_Drucker = [{
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Concept of the Corporation (1945)',
  quote: 'If war production should remain the only way out of a long-term depression, industrial society would be reduced to the choice between suicide through total war or suicide through total depression.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). Foreword, p. xxxv',
  quote: 'This is a political book... It has a political purpose: to strengthen the will to maintain freedom against the threat of its abandonment in favor of totalitarianism.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p7',
  quote: 'As for the explanation that fascism is a last desperate attempt of capitalism to delay the socialist revolution, it simply is not true. It is not true that ‘big business’ promoted fascism. On the contrary, both in Italy and in Germany the proportion of fascist sympathizers and backers was smallest in the industrial and financial classes. It is equally untrue that ‘big business’ profits from fascism; of all the classes it probably suffers most from totalitarian economics and Wehrwirtschaft.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p7-8',
  quote: 'The most dangerous and at the same time most stupid explanation of fascism is the propaganda theory. In the first place, I have never been able to find anyone who could reconcile it with the fact that right up to the fascist victory—and in Italy beyond it—literally all means of propaganda were in the hands of uncompromising enemies of fascism. There was not one widely-read newspaper but poured ridicule on Hitler and Mussolini while the Nazi and the fascist press were unread and on the verge of bankruptcy. The radio in Germany, owned by the government, issued one anti-Nazi broadside after the other. More powerful than both, the established churches used all the enormous direct influence of the pulpit and the confessional to fight fascism and Nazism.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p9',
  quote: '[T]he ‘total state’ of fascism is not a political alignment within the existing political and social setup, but that it is a revolution which, like all revolutions, works from without.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p13',
  quote: 'Of course, every revolution repudiates what went on before and considers itself a conscious break with the past; it is only posterity that sees, or imagines it sees, the historical continuity. Fascism, however, goes much further in its negation of the past than any earlier political movement, because it makes this negation its main platform. What is even more important, it denies simultaneously ideas and tendencies which are in themselves antithetic.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p13-14',
  quote: 'The Nazi agitator whom, many years ago, I heard proclaim to a wildly cheering peasants’ meeting: ‘We don’t want lower bread prices, we don’t want higher bread prices, we don’t want unchanged bread prices—we want National-Socialist bread prices,’ came nearer explaining fascism than anybody I have heard since.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p14-15',
  quote: 'Of these denials of European tradition one is especially important: that is the refutation of the demand that the political and social order and the authority set up under it have to justify themselves as benefiting their subjects. Hardly any other concept or idea of our past is held up to so much ridicule by fascism as that of the justification of power. ‘Power is its own justification’ is regarded as self-evident. Nothing shows better how far the totalitarian revolution has already gone than the general acceptance of this new maxim throughout Europe as a matter of course… Not even the most fanatical advocates of absolute monarchy would have dared to justify the sovereign otherwise.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p17',
  quote: 'Equally striking is the fact that racial anti-Semitism was not taken seriously even by the great majority of Nazis. ‘It is just a catchword to attract voters’ was a standing phrase which everybody repeated and believed, and that I took it seriously was more than once regarded as definite proof of my stupidity and gullibility.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p24',
  quote: 'Fascism is the result of the collapse of Europe\'s spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p37',
  quote: 'Capitalism as a social order and as a creed is the expression of the belief in economic progress as leading toward the freedom and equality of the individual in a free and open society. Marxism expects this society to result from the abolition of private profit. Capitalism expects the free and equal society to result from the enthronement of private profit as supreme ruler of social behavior...'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p39',
  quote: 'There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p50',
  quote: 'With Christianity, freedom and equality became the two basic concepts of Europe; they are themselves Europe.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p84',
  quote: '[The masses] … must turn their hopes toward a miracle.  In the depths of their despair reason cannot be believed, truth must be false, and lies must be truth. "Higher bread prices," "lower bread prices," "unchanged bread prices" have all failed. The only hope lies in a kind of bread price which is none of these, which nobody has ever seen before, and which belies the evidence of one\'s reason.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p149',
  quote: 'In addition, profits are so completely subordinated in Germany and Italy to requirements of a militarily conceived national interest and of full employment that the maintenance of the profit principle is purely theoretical. Profits have lost their autonomy as an independent, not to say the supreme, goal of economic activity.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p150',
  quote: 'There is a definite trend in Italy and Germany to eliminate profit participation and the ownership rights of nonmanaging partners and shareholders.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p151',
  quote: 'The regimentation of agriculture was in both fascist countries the first, and for a considerable time the most drastic, intervention in the free play of economic forces. In either country, and especially in Germany, the threat of the industrial revolution in agriculture had reached a point at which government intervention in the social structure of farming was entirely unavoidable.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p243',
  quote: 'Those German businessmen and industrialists, who, lured by the denunciation of fascism as antisocialist, concluded that it must be procapitalist, have since learned the better. But whereas originally the Right in France and England favored resistance to fascism, the slogan of the inevitable Russo-German war has made a large section favor the fascist advance, so that ‘both monsters devour each other.’'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p244',
  quote: 'Actually, the specter of the Russo-German alliance is already the nightmare of every European government, however much they protest their belief in the inevitability of a Russo-German war. And what is only a nightmare today may be reality tomorrow. The two regimes will have to come together because they are similar ideologically and socially. That the European Left has not dared to admit this is understandable. By conceding that Soviet Russia is as fascist a state as Germany, they would have conceded that socialism must fail and would have abandoned themselves.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p245-246',
  quote: '[T]he enemy of totalitarian Nazism is not in the East. It is not Russian communism. The complete collapse of the belief in the attainability of freedom and equality through Marxist socialism has forced Russia to travel the same road toward a totalitarian, purely negative, noneconomic society of unfreedom and inequality which Germany has been following… During the last few years Russia has therefore been forced to adopt one purely totalitarian and fascist principle after the other; not, it must be emphasized, because of a ‘Stalinist conspiracy,” but because there was no other possibility.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The End of Economic Man (1939). p246',
  quote: 'Fascism is the stage reached after communism has proved an illusion. And it has been proven as much of an illusion in Stalinist Russia as it proven an illusion in pre-Hitler Germany. Communism in anything but name was abandoned in Russia when the Five-Year Plan was substituted for the  New Economic Policy  (NEP) after Lenin’s death.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p28',
  quote: 'No society can function as a society, unless it gives the individual member social status and function, and unless the decisive social power is legitimate.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p64',
  quote: 'In the modern corporation the decisive power, that of the managers, is derived from no one but the managers themselves controlled by nobody and  nothing and responsible to no one. It is in the most literal sense unfounded, unjustified, uncontrolled and irresponsible power.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p96',
  quote: 'Unless the power of the corporation can be organized on an accepted principle of legitimacy, it will... be taken over by a Central government...'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p96',
  quote: 'We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p107-108',
  quote: 'Unless we realize that the essence of Nazism is also an attempt to solve a universal problem of Western civilization - that of the industrial society - and that the basic principles on which the Nazis base this attempt are also in no way confined to Germany, we do not know what we fight for or what we fight against... The war is being fought for the structure of industrial society--its basic principles, its purposes, and its institutions.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Future of Industrial Man (1942). p115',
  quote: 'Political freedom is neither easy nor automatic, neither pleasant nor secure. It is the responsibility of the individual for the decisions of society as if they were his own decisions--as in moral truth and accountability they are.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The New Society (1950). Note: compare Dwight Eisenhower\'s 196101 Farewell Speech',
  quote: 'For if this country... were to make its defense program a function of its domestic employment situation, it would become impossible to conduct a constructive and well-thought out foreign policy or to develop any lasting collaboration.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The New Society (1950)',
  quote: 'That the government\'s power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer--even though it is used only when a strike threatens the national health, welfare, or safety--is a grave blemish and explains much of union resistance to the Act.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The New Society (1950)',
  quote: 'We still think and talk of the basic problems of an industrial society as problems that can be solved by changing the system, that is the superstructure of political organization.  Yet the real problems lie within the [industrial] enterprise. ...our representative institution... a mirror in which we look when we want to see ourselves.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The New Society (1950)',
  quote: 'The major incentive to productivity and efficiency are social and moral rather than financial.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The New Society (1950)',
  quote: 'What the worker needs is to see the plant as if he were a manager.  Only thus can he see his part, from his part he can reach the whole.  This "seeing" is not a matter of information, training courses, conducted plant tours, or similar devices.  What is needed is the actual experience of the whole in and through the individual\'s work.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p37',
  quote: 'There is only one valid definition of a business purpose: to create a customer.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p41',
  quote: 'Free enterprise cannot be justified as being good for business. It can be justified only as being good for society.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p93, cited in Henry Mintzberg (2005) Managers Not MBAs (2005). p10',
  quote: 'The days of the \'intuitive\' manager are numbered.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p157',
  quote: 'A man should never be appointed into a managerial position if his vision focuses on people\'s weaknesses rather than on their strengths.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p147',
  quote: 'The better a man is, the more mistakes will he make - for the more new things he will try.  I would never promote a man into a top level job who had not made mistakes, and big ones at that.  Otherwise he is sure to be mediocre.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p284',
  quote: 'It does not follow from the separation of planning and doing in the analysis of work that the planner and the doer should be two different people.  It does not follow that the industrial world should be divided into two classes of people: a few who decide what is to be done, design the job, set the pace, rhythm and motions, and order others about; and the many who do what and as they are told.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p304',
  quote: 'It does not matter whether the worker wants responsibility or not, ...The enterprise must demand it of him.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p327',
  quote: 'The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the job. In our society of organizations, it is the job through which the great majority has access to achievement, to fulfillment, and to community.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p344',
  quote: '- A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p387',
  quote: 'The company is not and must never claim to be home, family, religion, life or fate for the individual. It must never interfere in his private life or his citizenship.  He is tied to the company through a voluntary and cancellable employment contract, not through some mystical or indissoluble bond.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. The Practice of Management (1954). p392',
  quote: 'Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical.  And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p22',
  quote: 'We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm.  We do not see change as altering the order... We see change as being order itself--indeed the only order we can comprehend today is a dynamic, a moving, a changing one.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p93-94',
  quote: 'An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p94',
  quote: 'The moment people talk of "implementing" instead of "doing," and of "finalizing" instead of "finishing," the organization is already running a fever.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p126',
  quote: 'The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p111',
  quote: 'In the political, the social, the economic, even the cultural sphere, the revolutions of our time have been revolutions "against" rather than revolutions "for"… On the whole throughout this period the man--or party--that stood for doing the positive has usually cut a pathetic figure; well meaning but ineffectual, civilized but unrealistic, he was suspect alike to [by both] the ultras of destruction and the ultras of preservation and restoration.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p115',
  quote: '[T]hroughout the ages to be educated meant to be unproductive.... our word "school" - and its equivalent in all European languages - derives from a Greek word meaning "leisure."'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p121',
  quote: 'Tomorrow everybody - or practically everybody - will have had the education of the upper class of yesterday, and will expect equivalent opportunities. That is why we face the problem of making every kind of job meaningful and capable of satisfying every educated man.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p144',
  quote: 'The arts alone give direct access to experience. To eliminate them from education - or worse, to tolerate them as cultural ornaments - is antieducational obscurantism. It is foisted on us by the pedants and snobs of Hellenistic Greece who considered artistic performance fit only for slaves...'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p144',
  quote: 'In book subjects a student can only do a student\'s work. All that can be measured is how well he learns, rather than how well he performs. All he can show is promise.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p178',
  quote: 'No matter how deeply wedded one may be to the free enterprise system (and I, for one, am wedded for life), one has to accept the need for positive government; one has to consider government action on a sizable scale as desirable rather than as a necessary evil.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p249',
  quote: 'Communism is evil. Its driving forces are the deadly sins of envy and hatred.'
}, {
  figure: 'Peter Drucker',
  mark: '1930s-1950. s. Landmarks of Tomorrow: A Report on the New \'Post-Modern\' World (1959). p258',
  quote: 'Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. The Effective Executive (1966)',
  quote: 'Morale in an organization does not mean that "people get along together"; the test is performance not conformance.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. The Age of Discontinuity (1969)',
  quote: 'Large organizations cannot be versatile.  A large organization is effective through its mass rather than through its agility.  Fleas can jump many times their own height, but not an elephant.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. The Age of Discontinuity (1969)',
  quote: 'The world economy is not yet a community--not even an economic community...Yet the existence of the "global shopping center" is a fact that cannot be undone.  The vision of an economy for all will not be forgotten again.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. The Pension Fund Revolution (1976)',
  quote: 'If "socialism" is defined as "ownership of the means of production"--and this is both the orthodox and the only rigorous definition--then the United States is the first truly Socialist country.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. Adventures of a Bystander (1979) (Autobiography)',
  quote: 'Whenever anything is being accomplished, it is being done, I have learned, by a monomaniac with a mission.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. Drucker cited in: William White (1981) Library journal. Vol106. Nr 1-12. p1048',
  quote: 'Few companies that installed computers to reduce the employment of clerks have realized their expectations; most computer users have found that they now need more, and more expensive clerks, even though they call them "operators" or "programmers.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. Innovations and Entrepreneurship (1985)',
  quote: 'All economic activity is by definition "high risk."  And defending yesterday--that is, not innovating--is far more risky than making tomorrow.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. The Frontiers of Management (1986)',
  quote: 'Ideas are somewhat like babies--they are born small, immature, and shapeless.  They are promise rather than fulfillment.  In the innovative company executives do not say, "This is a damn-fool idea."  Instead they ask, "What would be needed to make this embryonic, half-baked, foolish idea into something that makes sense, that is an opportunity for us?"'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973)',
  quote: 'The citizen of today in every developed country is typically an employee. He works for one of the institutions. He looks to them for his livelihood. He looks to them for his opportunities. He looks to them for access to status and function in society, as well as for personal fulfillment and achievement.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p5',
  quote: 'Without institution there is no management. But without management there is no institution.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p30',
  quote: 'We will have to learn to lead people rather then to contain them.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p32',
  quote: 'A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p43',
  quote: 'A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p44',
  quote: 'The only thing we know about the future is that it is going to be different.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p59 (1986 ; 45)',
  quote: 'The prevailing economic theory of business enterprise and behavior, the maximization of profit—which is simply a complicated way of phrasing the old saw of buying cheap and selling dear—may adequately explain how Richard Sears operated. But it cannot explain how Sears, Roebuck or any other business enterprise operates, nor how it should operate. The concept of profit maximization is, in fact, meaningless.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p71',
  quote: 'Profit is not a cause but a result-'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p88',
  quote: 'Success always obsoletes the very behavior that achieved it.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p99',
  quote: 'The basic definition of the business and of its purpose and mission have to be translated into objectives.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p119',
  quote: 'It is better to pick the wrong priority than none at all.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p125',
  quote: 'Decisions exist only in the present.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p140',
  quote: 'The fault is in the system and not in the men.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p159',
  quote: 'A success that has outlived its usefulness may, in the end, be more damaging than failure.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p169',
  quote: 'One cannot hire a hand; the whole man always comes with it.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p181',
  quote: 'Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor\'s \'scientific management\' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p182',
  quote: 'As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p185',
  quote: '"Loafing" is easy, but "leisure" is difficult.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p199',
  quote: 'The first step toward making the worker achieving is to make work productive.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p209',
  quote: 'When Henry Ford said, "The customer can have a car in any color as long as it\'s black," he was not joking.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p224',
  quote: 'A tool is not necessarily better because it is bigger. A tool is best if it does the job required with a minimum of effort, with a minimum of complexity, and with a minimum of power.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p229',
  quote: 'An employer has no business with a man\'s personality. Employment is a specific contract calling for a specific performance... Any attempt to go beyond that is usurpation.  It is immoral as well as an illegal intrusion of privacy.  It is abuse of power.  An employee owes no "loyalty," he owes no "love" and no "attitudes"--he owes performance and nothing else. .... The task is not to change personality, but to enable a person to achieve and to perform.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p284',
  quote: 'The society of ]]organizations\\ is new-only seventy years ago employees were a small minority in every society.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p301',
  quote: '[[Management] has authority only as long as it performs.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p303',
  quote: 'It has been said, and only half in jest, that a tough, professionally led union is a great force for improving management performance. It forces the manager to think about what he is doing and to be able to explain his actions and behavior.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p317',
  quote: 'And no matter how serious an environmental problem the automobile poses in today\'s big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p333',
  quote: 'Wherever an impact can be eliminated by dropping the activity that causes it, this is therefore the best-indeed the only truly good-solution.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p343',
  quote: 'The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p364',
  quote: 'We do not need more laws. No country suffers from a shortage of laws. We need a new model.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p380',
  quote: 'The worker\'s effectiveness is determined largely by the way he is being managed.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p398',
  quote: 'To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p427',
  quote: 'A superior who works on his own development sets an almost irresistible example.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p455',
  quote: 'The purpose of an organization is to enable common men to do uncommon things.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p465',
  quote: 'Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p475',
  quote: 'One has to make a decision when a condition is likely to degenerate if nothing is done.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p487',
  quote: 'Communication is always "propaganda." The emitter always wants "to get something across."'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p513',
  quote: 'The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p525',
  quote: 'The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p539',
  quote: 'One reason for the tremendous increase in health-care costs in the U.\nS. is managerial neglect of the "hotel services" by the people who dominate the hospital, such as doctors and nurses.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p548',
  quote: 'The rule should be to minimize the need for people to get together to accomplish anything.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p605',
  quote: 'Top management as a function and as a structure was first developed by Georg von Siemens (1839-1901) in Germany between 1870 and 1880, when he designed and built the Deutsche Bank and made it, within a very few years, into continental Europe\'s leading and most dynamic financial institution.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p640',
  quote: 'There is a point at which a transformation has to take place.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p647',
  quote: '"Value added" is a meaningless concept for a retail business , for a bank, for a life insurance company, and for any other business which is not primarily engaged in manufacturing.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p672',
  quote: 'Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p681',
  quote: 'Engineers speak half–jokingly about Murphy\'s Law: " If anything can go wrong, it will." But complexity stands under a second law as well. Let me call it Drucker\'s law: "If one thing goes wrong, everything else will, and at the same time."'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p681',
  quote: 'There is a point of complexity beyond which a business is no longer manageable.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p707',
  quote: 'Financial "synergy"  is a will-o\'-the-wisp.\nIt looks good on paper, but it fails to work out in practice.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p739',
  quote: 'The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p761',
  quote: 'Organizationally what is required - and evolving - is systems management.'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p780',
  quote: 'Growth as a goal, to repeat, is delusion. William James, the American philosopher, talked of the "bitch goddess success." A philosopher of business today might well talk of the "bitch goddess growth."'
}, {
  figure: 'Peter Drucker',
  mark: '1960s - 1980s. MANAGEMENT: Tasks, Responsibilities, Practices (1973). p803 (last page)',
  quote: 'There is every indication that the period ahead will be an innovative one, one of rapid change in technology, society, economy, and institutions.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "New Priorities" Dancing Toward The Future, Context Institute, (1992)',
  quote: 'One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money; we also feel we need to work. That is why there is an enormous surge in the number of unpaid staff, volunteers. The needs are not going to go away. Business is not going to take up the slack, and government cannot.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. The Ecological Vision: Reflections on the American Condition (1993)',
  quote: 'Sören Kierkegaard has another answer: human existence is possible as existence not in despair, as existence not in tragedy; it is possible as existence in faith... Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. The Ecological Vision (1993)',
  quote: 'For the social ecologist language is not "communication."  It is not just "message."  It is substance.  It is the cement that holds humanity together.  It creates community and communication. ...Social ecologists need not be "great" writers; but they have to be respectful writers, caring writers.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. The Shape of Things to Come: An Interview with Peter F. Drucker Leader to Leader, No. 1 (Summer 1996)',
  quote: 'That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations -- not just business, but government service, the universities. These people don\'t find their jobs interesting.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. A cantankerous interview with Peter Drucker, Wired (199608)',
  quote: '...what\'s absolutely unforgivable is the financial benefit top management people get for laying off people.  There is no excuse for it.  No justification.  This is morally and socially unforgivable, and we will pay a heavy price for it.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Seeing things as they really are, Forbes (19970310)',
  quote: 'Thirty years from now the big university campuses will be relics. Universities won\'t survive. It\'s as large a change as when we first got the printed book.  Do you realize that the cost of higher education has risen as fast as the cost of health care? And for the middle-class family, college education for their children is as much of a necessity as is medical care—without it the kids have no future.  Such totally uncontrollable expenditures, without any visible improvement in either the content or the quality of education, means that the system is rapidly becoming untenable. Higher education is in deep crisis.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. I got my degree through E-mail, Forbes (19970616)',
  quote: 'Universities won\'t survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Civilizing the City, Leader to Leader, No. 7 (Winter 1998)',
  quote: '...human beings need community. If there are no communities available for constructive ends, there will be destructive, murderous communities... Only the social sector, that is, the nongovernmental, nonprofit organization, can create what we now need, communities for citizens... What the dawning 21st century needs above all is equally explosive growth of the nonprofit social sector in building communities in the newly dominant social environment, the city.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. The New Pluralism Leader to Leader, No. 14 (Fall 1999)',
  quote: '...all earlier pluralist societies destroyed themselves because no one took care of the common good. They abounded in communities but could not sustain community, let alone create it.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing Knowledge Means Managing Oneself Leader to Leader, No. 16 (Spring 2000)',
  quote: 'Knowing Yourself ...We also seldom know what gifts we are not endowed with. We will have to learn where we belong, what we have to learn to get the full benefit from our strengths, where our weaknesses lie, what our values are. We also have to know ourselves temperamentally: "Do I work well with people, or am I a loner? What am I committed to? And what is my contribution?"'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "The way ahead" Economist.\ncom (200111)',
  quote: '...the information revolution. Almost everybody is sure ...that it is proceeding with unprecedented speed; and ...that its effects will be more radical than anything that has gone before. Wrong, and wrong again. Both in its speed and its impact, the information revolution uncannily resembles its two predecessors ...The first industrial revolution, triggered by James Watt\'s improved steam engine in the mid-1770s...did not produce many social and economic changes until the invention of the railroad in 1829 ...Similarly, the invention of the computer in the mid-1940s, ...it was not until 40 years later, with the spread of the Internet in the 1990s, that the information revolution began to bring about big economic and social changes. ...the same emergence of the “super-rich” of their day, characterized both the first and the second industrial revolutions. ...These parallels are close and striking enough to make it almost certain that, as in the earlier industrial revolutions, the main effects of the information revolution on the next society still lie ahead.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "The next society" Economist.\ncom (200111)',
  quote: 'This new knowledge economy will rely heavily on knowledge workers. ...the most striking growth will be in “knowledge technologists:” computer technicians, software designers, analysts in clinical labs, manufacturing technologists, paralegals. ...They are not, as a rule, much better paid than traditional skilled workers, but they see themselves as “professionals.” Just as unskilled manual workers in manufacturing were the dominant social and political force in the 20th century, knowledge technologists are likely to become the dominant social—-and perhaps also political—-force over the next decades.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing for the Future: The 1990\'s and Beyond (1992). p137',
  quote: 'Once a year ask the boss, "What do I or my people do that helps you to do your job?" and "What do I or my people do that hampers you?"'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing for the Future: The 1990\'s and Beyond (1992). p138',
  quote: 'The subordinate\'s job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like.  It is to enable a particular boss to perform as a unique individual.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing for the Future: The 1990\'s and Beyond (1992). p139',
  quote: 'A manager\'s task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager\'s boss as it applies to the manager\'s subordinates'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing for the Future: The 1990\'s and Beyond (1992). p139',
  quote: 'Keep the boss aware. Bosses, after all, are held responsible by their own bosses for the performance of their subordinates. They must be able to say: "I know what Anne [or John] is trying to do."'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing for the Future: The 1990\'s and Beyond (1992). p140',
  quote: 'Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Post-Capitalist Society (1993). p3',
  quote: 'The postwar [WWII] GI Bill of Rights - and the enthusiastic response to  it on the part of America\'s veterans - signaled the shift to the knowledge society. Future historians may consider it the most important event of the twentieth century.\nWe are clearly in the midst of this transformation; indeed, if history is any guide, it will not be completed until 2010 or 2020. But already it has changed the political, economic and moral landscape of the world.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Post-Capitalist Society (1993). p45',
  quote: 'That knowledge has become the resource, rather than a resource, is what makes our society "post-capitalist.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "The Age of Social Transformation." 1994. About the rise and fall of the blue-collar worker',
  quote: 'In the 1950s, industrial workers had become the largest single group in every developed country, and unionized industrial workers in mass-production industry (which was then dominant everywhere) had attained upper-middle-class income levels. They had extensive job security, pensions, long paid vacations, and comprehensive unemployment insurance or "lifetime employment." Above all, they had achieved political power... Thirty-five years later, in 1990, industrial workers and their unions were in retreat. They had become marginal in numbers. Whereas industrial workers who make or move things had accounted for two fifths of the American work force in the 1950s, they accounted for less than one fifth in the early 1990s--that is, for no more than they had accounted for in 1900, when their meteoric rise began...  By the year 2000 or 2010, in every developed free-market country, industrial workers will account for no more than an eighth of the work force. Union power has been declining just as fast... By the year 2000 or 2010, in every developed free-market country, industrial workers will account for no more than an eighth of the work force. Union power has been declining just as fast.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "The Age of Social Transformation." 1994. About the rise of the knowledge worker',
  quote: 'The newly emerging dominant group is "knowledge workers." The very term was unknown forty years ago. (I coined it in a 1959 book, Landmarks of Tomorrow.) By the end of this century knowledge workers will make up a third or more of the work force in the United States--as large a proportion as manufacturing workers ever made up, except in wartime. The majority of them will be paid at least as well as, or better than, manufacturing workers ever were. And the new jobs offer much greater opportunities.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. "The Age of Social Transformation." 1994. About how government can function',
  quote: 'Increasingly, politics is not about "who gets what, when, how" but about values, each of them considered to be absolute. Politics is about "the right to life"...It is about the environment.  It is about gaining equality for groups alleged to be oppressed...None of these issues is economic.  All are fundamentally moral.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing in a Time of Great Change (1995). p205',
  quote: 'This society in which knowledge workers dominate is in danger of a new "class conflict" between the large minority of knowledge workers and the majority of workers who will make their livings through traditional ways, either by manual work... or by service work. The productivity of knowledge work - still abysmally low - will predictably become the economic challenge of the knowledge society.  On it will depend the ability of the knowledge society to give decent incomes, and with them dignity and status, to non knowledge people.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing in a Time of Great Change (1995). p295',
  quote: 'I think the growth industry of the future in this country and the world will soon be the continuing education of adults. ...I think the educated person of the future is somebody who realizes the need to continue to learn.  That is the new definition and it is going to change the world we live in and work in.'
}, {
  figure: 'Peter Drucker',
  mark: '1990s and later. Managing in a Time of Great Change (1995). p351',
  quote: 'I would hope that American managers - indeed, managers worldwide - continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.'
}];

var W_Edwards_Deming = [{
  figure: 'W. Edwards Deming',
  mark: 'Attributed to Edward Deming (1980) in: Chang W. Kang, Paul H. Kvam (2012) Basic Statistical Tools for Improving Quality. p19',
  quote: 'Uncontrolled variation is the enemy of quality.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The Deming of America, Documentary broadcast on the PBS network (1991)',
  quote: 'That\'s all window dressing. That\'s not fundamental. That\'s not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that\'s what management by results is, keeping your eye on results.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Cultural Transformation Study Guide Accessed 20061219',
  quote: 'The worker is not the problem. The problem is at the top! Management!'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Deming: The Way We Knew Him (1995)',
  quote: 'Learning is not compulsory; it\'s voluntary. Improvement is not compulsory; it\'s voluntary. But to survive, we must learn.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Deming Seminar, Alexandria, Virginia, 19-19920122',
  quote: 'Blame the process, not the people.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'If Japan Can...Why Can\'t We? (1980)',
  quote: 'They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'If Japan Can...Why Can\'t We? (1980)',
  quote: 'I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don\'t know what to copy!'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p2',
  quote: 'In Europe and in America, people are now more interested in the cost of quality and in systems of quality-audit. But in Japan, we are keeping very strong interest to improve quality by use of methods which you started....when we improve quality we also improve productivity, just as you told us in 1950 would happen.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p11',
  quote: 'Defects are not free. Somebody makes them, and gets paid for making them.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p23 (Point 5 from the "Condensation of the 14 Points for Management" presented in Ch2. )',
  quote: 'Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p29',
  quote: 'Quality comes not from inspection, but from improvement of the production process.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p99',
  quote: 'Part of America\'s industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service...The Japanese corporate credo, on the other hand, is that a company should become the world\'s most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p134',
  quote: 'The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p139',
  quote: 'We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, \'You cannot inspect quality into a product.\' The quality is there or it isn\'t by the time it\'s inspected.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Out Of The Crisis (1982). p175',
  quote: 'Foremost is the principle that the purpose of consumer research is to understand the customer\'s needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer...'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Quality, Productivity and Competitive Position, (1982). p. i; Preface',
  quote: 'The aim of this book is to try to explain to top management of America that their job is to improve competitive position. One need not be an economist to understand from the papers that many American products are not competitive at home or abroad, lost to foreign invasion, causing unemployment at home. Failure of management to plan for the future and to foresee problems has nurtured waste of manpower, of materials and of machine time, all of which raise the manufacturers costs and the price the purchaser must pay. The consumer is not always willing to subsidize this waste.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Quality, Productivity and Competitive Position, (1982)',
  quote: 'Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Quality, Productivity and Competitive Position, (1982)',
  quote: 'The 14 points [for quality control] apply anywhere, to small organizations as well as to large ones...:'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Quality, Productivity and Competitive Position, (1982). p101',
  quote: 'Statistical methods had taken fire in America around 1942, following a series of ten-day intensive courses for engineers, initiated by Stanford University on a suggestion from this author. The war department also gave courses at factories of suppliers. Brilliant applications attracted much attention, but the flare of statistical methods by themselves, in an atmosphere in which management did not know their responsibilities, burned, sputtered, fizzled and died out.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'Quality, Productivity and Competitive Position, (1982). p352–353',
  quote: 'Why waste knowledge?... No company can afford to waste knowledge. Failure of management to breakdown barriers between activities... is one way to waste knowledge. People that are not working together are not contributing their best to the company. People as they work together, feeling secure in the job reinforce their knowledge and efforts. Their combined output, when they are working together, is more than the sum of their separate'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment. (We are of course talking here about a man-made system.)'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive, independent profit centres, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge - knowledge for leadership of transformation.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: '. . .the principle that where there is fear, there will be wrong figures. . . .'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'What is the variation trying to tell us about a process, about the people in the process?'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.'
}, {
  figure: 'W. Edwards Deming',
  mark: 'The New Economics for Industry, Government, Education (1993)',
  quote: 'Experience by itself teaches nothing...Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence without theory there is no learning.'
}];

/**
 * @property {Function|function(Object):{}} flop
 * @property {Function|function(Object):{}[]} flopShuffle
 * @param flop.key
 * @param flop.size
 * @param flopShuffle.key
 * @param flopShuffle.size
 */

const Quotes = {
  Armand_V_Feigenbaum,
  Clayton_M_Christensen,
  Francis_X_Sutton,
  Peter_Drucker,
  W_Edwards_Deming
};

utilQuotes.FlopShuffleMaker.defineFlopShuffle(Quotes);
utilQuotes.FlopShuffleMaker.defineFlop(Quotes);

exports.Quotes = Quotes;