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 Tomorr… - Peter Drucker

[A] totalitarian country... has a much greater freedom of political action and can use whatever policies seem expedient regardless of their moral or philosophical implications. ...[T]here is nothing weaker than a free society which no longer believes strongly enough in the principles on which it is founded to base a living faith on them, but still believes strongly enough in them to be unable to act contrary to them; for such a society will be paralyzed. ...But ...nothing is stronger than a free society which is conscious of its beliefs and vigorous in its adherence to them. For such a society possesses a moral strength and dignity and inspires a loyalty among its members which are invincible.

When a change in perception takes place, the facts do not change. Their meaning does.

Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings — three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos — each a small masterpiece — that Sloan made himself into an outstandingly effective executive.