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" "Life is a series of problems to be analyzed and addressed. How do we fix our failing schools? How do we reduce violence? These problem-centered questions are usually the wrong ones to ask. They focus on deficits, not gifts. A problem conversation tends to focus on one moment in time — the moment when a student didn’t graduate from high school, the moment when a young person commits a crime, the moment when a person is homeless. But actual lives are lived cumulatively. It takes a whole series of shocks before a person becomes homeless — loss of a job, breakdown in family relationship, maybe car problems or some transportation issue. It takes a whole series of shocks before a kid drops out of school. If you abstract away from the cumulative nature of life and define the problem as one episode, you are abstracting away from how life is lived. All conversations are either humanizing or dehumanizing, and problem-centered conversations tend to be impersonal and dehumanizing. The better community-building conversations focus on possibilities, not problems. They are questions such as, What crossroads do we stand at right now? What can we build together? How can we improve our lives together? What talents do we have here that haven’t been fully expressed?
David Brooks (born August 11, 1961) is a Canadian-born American political and cultural commentator. Brooks served as an editorial writer and film reviewer for the Washington Times, a reporter and later op-ed editor for The Wall Street Journal, a senior editor at The Weekly Standard from its inception, a contributing editor at Newsweek and The Atlantic Monthly, and a commentator on NPR. He is now a columnist for The New York Times and commentator on The NewsHour with Jim Lehrer.
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That same year Murray Barrick, Michael Mount, and Timothy Judge surveyed a century’s worth of research into business leadership. They, too, found that extroversion, agreeableness, and openness to new experience did not correlate well with CEO success. Instead, what mattered was emotional stability and conscientiousness — being dependable, making plans, and following through.
You don’t climb the second mountain the way you climb the first mountain. You conquer your first mountain. You identify the summit, and you claw your way toward it. You are conquered by your second mountain. You surrender to some summons, and you do everything necessary to answer the call and address the problem or injustice that is in front of you. On the first mountain you tend to be ambitious, strategic, and independent. On the second mountain you tend to be relational, intimate, and relentless.
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