Tim Hurson Quotes

No matter how dysfunctional the present, no matter how sensible the reasons for change, most people and organizations would rather wring out the old than ring in the new.

Often the true causes of our discomfort are so integral to our environment that we fail to recognize them.

Sometimes it's just not practical to go through the effort of creating a new solution when an existing solution will do the job almost as well.

As in any discipline, to become good you need first to learn the rules. To become great, you need to break them.

Giving ourselves permission to imagine allows us to access a huge resource of cognitive capacity that we often ignore.

If you let it, your mind will celebrate new stimuli by automatically making dozens of unexpected connections for you. If you pay attention to them, you may discover the answer you've been looking for.

We tend to overestimate what we can do in the short term and underestimate what we can do in the long term.

As soon as you establish concrete intention, you begin to notice all kinds of things in your world that relate to that intention. Ideas and opportunities seem to appear from nowhere, almost as though by magic.

The only dumb idea is, quite literally, the one that is unspoken.

Preliminary ideas are often weak and impure, and need to be driven through a forge in order to become powerful, workable solutions.

In my experience one of the most common causes for programs, products, and change initiatives that don't work is that the wrong question has been asked.

Even though you may have started out saying you wanted imaginative, novel ideas, the tendency to drift back into the conventional is powerful.

Ideas are mutable. They are always capable of growing. Each time we look at them, we can see something new. We just need to give ourselves permission to do so.

But as important as it is to see what's going on, it's unlikely that merely understanding the situation will do much to improve it. If you're interested in change, you need to develop a sense of possibility.

In the heat of the moment, it can be all too easy to generate solutions that take on a life of their own, without reference to the core values of the people developing them or those expected to implement them.