Fiona Bruce Quotes

If there had been three public editors before me, the body might have absorbed it a little bit better.

Every new theory encounters opposition and rejection at first. The adherents of the old, accepted doctrine object to the new theory, refuse it recognition, and declare it to be mistaken. Years, even decades, must pass before it succeeds in supplanting the old one. A new generation must grow up before its victory is decisive.

No one likes a change of coach.

Those who will not face improvements because they are changes, will face changes that are not improvements.

In spite of warnings, nothing much happens until the status quo becomes more painful than change.

It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than initiating changes. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would prosper under the new. Their support is lukewarm ... partly because men are generally incredulous, never really trusting new things unless they have tested them by experience.

People don't dislike change, they dislike being changed.

People don't like change. But make the change fast enough and you go from one type of normal to another.

People don't want to change. It's hard for people to change and it's hard for businesses to change. If I was running an oil company, I would be resistant to change too.

The new idea either finds a champion or it dies. No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that change provokes.

There is an enormous inertia that prevents people from change. You must always remember that it is impossible to make something better if you don't make it different - the converse is not true, of course. You cannot make something better unless it is different. And different scares the life out of so many people.

I find so many people struggling, often working harder, simply because they cling to old ideas. They want things to be the way they were; they resist change. I know people who are losing their jobs or their houses, and they blame technology or the economy or their boss. Sadly they fail to realize that they might be the problem. Old ideas are their biggest liability. It is a liability simply because they fail to realize that while that idea or way of doing something was an asset yesterday, yesterday is gone.

Ironically, in a changing world, playing it safe is one of the riskiest things you can do.

When you want to change things, you won't please everyone.

The stream of passing years is like a river with people being carried along in the current. Some are swept along, protesting, fighting all the way, trying to swim back up the stream, longing for the shores that they have passed, clutching at anything to retard their progress, frightened by the onward rush of the strong current and in danger of being overwhelmed by the waters. Others go with the current freely, trusting themselves to the buoyancy of the water.

This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.

It is hard to teach an old dog tricks.

Change is hard, I should know. I should know.

A change in leadership is required to produce a change in outcomes.

You can suffer the pain of change or suffer remaining the way you are.

Change isn't always for the best.

People often resist change for reasons that make good sense to them, even if those reasons don't correspond to organizational goals. So it is crucial to recognize, reward, and celebrate accomplishments.

Businessmen go down with their businesses because they like the old way so well they cannot change.

Everyone knows that not all change is good or even necessary. But in a world that is constantly changing, it is to our advantage to learn how to adapt and enjoy something better.

Any great change must expect opposition, because it shakes the very foundation of privilege.