“[Public housing projects] are not lacking in natural leaders,' [Ellen Lurie, a social worker in East Harlem] says. 'They contain people with real ability, wonderful people many of them, but the typical sequence is that in the course of organization leaders have found each other, gotten all involved in each others' social lives, and have ended up talking to nobody but each other. They have not found their followers. Everything tends to degenerate into ineffective cliques, as a natural course. There is no normal public life. Just the mechanics of people learning what s going on is so difficult. It all makes the simplest social gain extra hard for these people.”

“Beautiful people blossomed forth from out of the polyglot, people who really had a lot to them, only it had been smothered by all the eternal social games that had been set up. Suddenly they found each other.”

“I had always insisted that a good education was a synthesis of book learning and involvement in social action, that each enriched the other. I wanted my students to know that the accumulation of knowledge, while fascinating in itself, is not sufficient as long as so many people in the world have no opportunity to experience that fascination.”

“All the lessons of psychiatry, psychology, social work, indeed culture, have taught us over the last hundred years that it is the acceptance of differences, not the search for similarities which enables people to relate to each other in their personal or family lives.”

“It is a small world. You do not have to live in it particularly long to learn that for yourself. There is a theory that, in the whole world, there are only five hundred real people (the cast, as it were; all the rest of the people in the world, the theory suggests, are extras) and what is more, they all know each other. And it's true, or true as far as it goes. In reality the world is made of thousands upon thousands of groups of about five hundred people, all of whom will spend their lives bumping into each other, trying to avoid each other, and discovering each other in the same unlikely teashop in Vancouver. There is an unavoidability to this process. It's not even coincidence. It's just the way the world works, with no regard for individuals or for propriety.”

“The primary value in value-based leadership is other-centredness - to be more concerned about other people and the organization than oneself. So in other words, the leader's job is to fulfil the agenda, the role, and the vision of the organization, not his personal agenda. All the great leaders in the world are other-centred. The self-centred leader will derail in due course But still, to be other centred is not enough.”