Quotes About Flexibility

I never know what's going to happen in a novel. I don't have a plan or an outline.

There's an outline for each of the books that I adhere to pretty closely, but I'm not averse to taking it in a new direction, as long as I can get it back to where I need it to go.

I never card out a movie. You know how people will outline or card? I don't do that. I tend to start with an idea and go.

I made 'St. Nick' on a 30-page outline. 'Aint' Them Bodies Saints' was a full-bodied script, but it still had a lot of room for improvisation. There were scenes that weren't there on the page - just a sentence saying something happens. I was like, 'We'll figure this out when we shoot it.'

I remember on 'Dr. Katz,' there was no script really at all. There were just scene outlines.

One thing an exceptional employee never says is, 'That's not in my job description.' Exceptional employees work outside the boundaries of job descriptions.

The first rule of personal finance is that it's not personal and it's not financial. It's about your ability to make ten changes and not get too depressed over it.

I think overall it is better for businesses to stay private because you have more latitude, more freedom.

No matter how much I plan the overall arc of the character, you get there day one on the film and you shooting certain scenes first, and it goes completely different to anything you ever thought of, and then it's done.

I say yes to everything if I like the overall thing that's being put out there. I'll do anything with David Wain.

There's two facets of this game. You know, if I'm not making shots, OK, then I have to do something on defense. So if I'm missing shots or making shots, it doesn't affect my overall game.

But overall I've always learned to play well in the sandbox with the people I'm working with. I think that's my minor-league training.

We have to adapt and overcome, that's all we can do.

'Adapt and overcome' is my new motto.

Golf is flexibility, and I notice more guys injured. You can overdo this conditioning.

If I were to do something here in Australia that did travel overseas, for sure, I would like to work anywhere in the world.

I wasn't overwhelmed by dogma, and that sort of freed me up to look at things differently.

Ability to change has to be an organic part of the organization. Change has to be going on all the time, everywhere. It needs to be everybody's business.

If nothing is declared unchangeable, then the organization will resist all change. When there is defining vision, the only way the organization can define itself is its stasis.

Fisher's fundamental theorem: "The more highly adapted an organism becomes, the less adaptable it is to any new change." Fisher's example was the giraffe. It is highly adapted to food found up among the tree branches, but so unadaptable to a new situation that it can not even pick up a peanut from the ground at the zoo. The more optimized an organism (organization) is, the more likely that the slack necessary to help it become more effective has been eliminated.

The fundamental response to change is not logical, but emotional.

On the best teams, different individuals provide occasional leadership, taking charge in areas where they have particular strengths. No one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down.

When stress is the problem, slack is the solution.

In a world where you are constantly asked to be 'committed,' it is liberating to give yourself the license to be a dilettante. Commit to nothing. Try everything.