/* This JavaScript (Random Quotes) developed by Scott Clark
The Source is available at http://www.clarksco.com/blog/
Copyright 2005 Clark Consulting */

var num_of_quotes = 9;
quotes = Math.floor (num_of_quotes * Math.random());

if (quotes==0) {
body="‘All the forms of government listed are defective... those who were prudent in establishing laws recognized this fact and, avoiding each of these forms in themselves, chose one that combined them all, judging such a government to be steadier and more stable, for when there is in the same city-state a principality, an aristocracy, and a democracy, one form keeps watch over the other.’";
author="Niccolo Machiavelli	'The Portable Machiavelli' (1513)";
}
if (quotes==1) {
body="‘And though of so unlimited a Power, men may fancy many evill consequences, yet the consequences of the want of it, which is perpetuall warre of every man against his neighbour, are much worse.’";
author="Thomas Hobbes 'Leviathan' (1651)";
}
if (quotes==2) {
body="‘The examples of Princes, to those that see them, are, and ever have been, more potent to govern their actions, than the Lawes themselves.’";
author="Thomas Hobbes 'Leviathan' (1651)";
}
if (quotes==3) {
body="‘Management then finds out about its failings via two alternative routes: (1) Some customers stop buying the firm's products or some members leave the organization: this is the exit option. 2) The firm's customers or the organization's members express their dissatisfaction directly to management or to some other authority to which management is subordinate or through general protest addressed to anyone who cares to listen: this is the voice option.’";
author="Albert O. Hirschman	Exit, 'Voice, and Loyalty' (1970)";
}
if (quotes==4) {
body="‘There will be many centralized, pyramidal subsystems within an uncentralized global civilization: authoritarian governments, paternalistic corporations, hierarchical religious orders, and tyrannies large and small.’";
author="Walter Truett Anderson 'All Connected Now' (2001)";
}
if (quotes==5) {
body="‘I used to think of government, meaning good government, as the major force at work in the civilizing process. Now I'm inclined to think of government as being essentially barbaric, barbaric in its origins and forever susceptible to barbaric actions and aims. But don't get me wrong. We need it. So now I see government as being incapable, on its own, of civilizing even itself.’";
author="Jane Jacobs	'Systems of Survival' (1992)";
}
if (quotes==6) {
body="‘It can take a great deal of time and effort to create trust, but only a short time and one action to lose it.’";
author="Sally Bibb and Jeremy Kourdi 'Trust Matters' (2004)";
}
if (quotes==7) {
body="‘Transparency means saying what you think and doing what you say. It is the basis for credibility and acceptance and it is essential for trusted leadership.’";
author="Sally Bibb and Jeremy Kourdi 'Trust Matters' (2004)";
}
if (quotes==8) {
body="‘In fact, trust and control are incompatible because freedom is necessary in order for trust to exist. The concept of 'the manager', by its very nature, opposes the belief that you can trust people.’";
author="Sally Bibb and Jeremy Kourdi 'Trust Matters' (2004)";
}
if (quotes==9) {
body="‘Power necessarily involves reciprocity because it is always constituted within a relational universe of meaning.’";
author="Stewart R. Clegg 'Frameworks of Power' (1989)";
}
if (quotes==10) {
body="‘Perhaps this 'forgetting' of power may yet be the 'fate of our times'?’";
author="Stewart R. Clegg 'Frameworks of Power' (1989)";
}
if (quotes==11) {
body="‘Rollo May (1975) says, "Commitment is healthiest when it is not without doubt, but in spite of doubt (pp12-14)."";
author="Richard Normann	'Reframing Business' (2001)";
}
if (quotes==12) {
body="‘When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.’";
author="Jim Collins	'Good to Great' (2001)";
}
if (quotes==13) {
body="‘Charisma can be as much a liability as an asset, as the strength of your leadership personality can deter people from bringing you the brutal facts.’";
author="Jim Collins	'Good to Great' (2001)";
}
if (quotes==14) {
body="‘Spending time and energy trying to motivate people is a waste of effort … If you have the right people, they will be self-motivating.’";
author="Jim Collins	'Good to Great' (2001)";
}
if (quotes==15) {
body="‘It probably will not come as a surprise that less innovating companies are dominated by tall hierarchies, and that honouring the chain of command is a value. In some industries, particularly older ones, this so much the norm that few question it, and when they do, it literally makes headlines.’";
author="Rosabeth Moss Kanter 'The Change Masters' (1983)";
}
if (quotes==16) {
body="‘...everyone in an organization is a leader, and everyone is a follower as well. The key to success, [Don Burr] said, was to learn how to be simultaneously both a leader and a follower.’";
author="J. Richard Hackman 'Leading Teams' (2002)";
}
if (quotes==17) {
body="‘A balanced power relationship is one in which we are more or less equally dependent on each other; an imbalanced power relationship exists when one party is much more dependent on the other.’";
author="J. Richard Hackman 'Leading Teams' (2002)";
}
if (quotes==18) {
body="‘As in armies, so in businesses, 'leadership' has a charismatic rather than a purely functional quality. The oft-made comparison between Napoleon and John D. Rockefeller is in this way a precise one: both secretive men, neither explaining and justifying himself.’";
author="Richard Sennett	'Respect' (2003)";
}
if (quotes==19) {
body="‘Western business practices emphasize explicit knowledge that is created through analytical skills…Japanese business people tend to rely heavily on tacit knowledge and use intuition, figurative (i.e., ambiguous) language, and bodily experience in knowledge creation. They are relatively weak in analytical skills, for which they compensate by frequent interaction among people.’";
author="Ikujiro Nonaka and Hirtotaka Takeuchi 'The Knowledge-Creating Company' (1995)";
}
if (quotes==20) {
body="‘Everyone at Semco, including the cleaning staff, takes part in a monthly meeting that analyzes the company numbers. There they learn what our revenues and payroll are, why we are different from our competitors, why profit is rising or falling.’";
author="Ricardo Semler 'The Seven-Day Weekend' (2003)";
}
if (quotes==21) {
body="‘These wide-ranging examples represent the gradual construction of a global legal system. It is a far different kind of system than has traditionally been envisaged by international lawyers. That vision has always assumed a global legal hierarchy, with a world supreme court...What is in fact emerging is messier and much more complex. It is a system composed of both horizontal and vertical networks of national and international judges.’";
author="Anne-Marie Slaughter 'A New World Order' (2004)";
}
if (quotes==22) {
body="‘Rooted in our identities, power derives from belonging as well as from exercising control over what we belong to.’";
author="Etienne Wenger	'Communities of Practice' (1998)";
}
if (quotes==23) {
body="‘There is no single captain of the ship – not in the self, not in the corporation, not in society, not in the cosmos. Contrary to the fears of conspiracy theorists, no one is in charge.’";
author="James A. Ogilvy	'Creating Better Futures' (2002)";
}
if (quotes==24) {
body="‘Part of the trick in living with heterarchy lies in learning how to serve several masters. But isn't this multiplicity of authorities a central feature of the postmodern condition?’";
author="James A. Ogilvy	'Creating Better Futures' (2002)";
}
if (quotes==25) {
body="‘Heterarchy means 'multiple rule', a balance of powers rather than the single rule of hierarchy.’";
author="Gerard Fairtlough";
}

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