1. The Toyota Production System (TPS) was designed to embed continuous learning and improvement processes into the very systems that governed how every worker, from the highest to the lowest, went about their work. Ambitiously, they sought to train all their workers to work in a way that engaged them in performing continuous scientific experiments to find better ways to work efficiently and effectively. In effect, they were trying to turn all of their workers into practicing "scientists," but this proved a bridge too far, and the failure of this attempt explains why the TPS eventually failed.
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2. Becoming a visionary organization is more about cultivating and embedding within the organization the learning systems, underlying reinforcing feedback processes, and fundamental dynamics that over time produce vision, and the other elements of strategic management success, rather than the result of a single great idea or reliance upon a charismatic, visionary leader.
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3. Scientific research in genetic determinism, psychic determinism, and environmental determinism has proven that we are shaped by our genes, our early childhood experiences in our family, and our social, economic, and political circumstances. While we do not have any real power to resist these forces, and must react in accordance with them, we can be proactive in the sense that we can take the initiative to go with the flow with a positive attitude, rather than make ourselves and others miserable and ineffective through a negative attitude.
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