Officers Of The Order Of Canada

"It may be that everywhere else in the world, the ascendance of Flower Power began and ended in the sixties, Mr. Speaker, but in Montreal it began in 1971 and ended yesterday when Guy Lafleur retired. This is the end of a great era, Mr. Speaker. I am certain that the House and the entire population of Canada will join me in wishing him good luck in the future and thanking him for the unforgettable moments he has given us."

"Individual records are nice to get, but before the season starts, you want to play to win the Stanley Cup!"

"It was tough going to school in the day and traveling to games at night. Sometimes we would get back about midnight. I never went to dances or hung around with girls. Hockey was the first thing."

"I never pay attention to individual awards and I think that sometimes, too many people place too much value on them."

"I think for kids it's the most important part of the game. You have to be able to skate forward and backward, stop and start, go from side to side. Those are the basics of the game."

"The Christmas just before I turned four, my parents bought me a pair of little black skates and the Bay of Quinte was frozen and my two sisters took me out there and held my hands and taught me to skate. Now I don't know if this is true—although it sounds good!—but rumour has it by the end of the day they couldn't keep up with me."

"I don't give a shit if nobody likes me, I could care less. But they shouldn't be getting mad at me, I didn't put the [offer sheet] rule in the collective bargaining agreement. If they're mad, they should call Gary Bettman and complain to him. Get mad at Gary Bettman. He's in charge of the rules, not me. I didn't realize there were some rules we're not allowed to use."

"My feelings I'm sure are like the thousands of other kids who dreamed their entire life of winning and holding the Stanley Cup. I don't really know how to articulate it and I've never seen anybody put the feeling into words properly. We all felt the same way, whether you won it in Montreal, or in Toronto or in Philadelphia. When you win the Stanley Cup after dreaming about it your whole life, for me, that was the highlight of my hockey playing career."

"The formalization of behavior takes formal power away from the workers and the managers who supervise them and concentrates it near the top of the line hierarchy and in the technostructure, thus centralizing the organization in both dimensions. The result is Type A decentralization. Training and indoctrination produces exactly the opposite effect: it develops expertise below the middle line, thereby decentralizing the structure in both dimensions (Type E). Putting these two conclusions together, we can see that specialization of the unskilled type centralizes the structure in both dimensions, whereas specialization of the skilled or professional type decentralizes it in both dimensions."

"Anecdotal data is not incidental to theory development at all, but an essential part of it"

"Learning is not doing; it is reflecting on doing. T. S. Eliot writes in one of his poems, “We had the experience but missed the meaning.” Reflection is about getting the meaning."

"Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs — and for the same reason: theories help us make sense of incoming information."

"Effective managing therefore happens where art, craft, and science meet. But in a classroom of students without managerial experience, these have no place to meet — there is nothing to do."

"Data don't generate theory – only researchers do that."

"The professional administrators — especially those at higher levels — serve key roles at the boundary of the organization, between the professionals inside and interested parties — governments, client associations, and so on — on the outside. On the one hand, the administrators are expected to protect the professionals' autonomy, to "buffer" them from external pressures. On the other hand, the administrators are expected to woo these outsiders to support the organization, both morally and financially. Thus, the external roles of the manager—maintaining liaison contacts, acting as figurehead and spokesman in a public relations capacity,negotiating with outside agencies—emerge as primary ones in professional administration."

"We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information. And he can do little to increase his available time or significantly enhance his power to manage. Furthermore, he is driven to focus on that which is current and tangible in his work, even though the complex problems facing many organizations call for reflection and a far-sighted perspective."

"Given the five parts of the organization - operating core, strategic apex, middle line, technostructure, and support staff - we may now ask how they all function together. In fact, we cannot describe the one way they function together, for research suggests that the linkages are varied and complex. The parts of the organization are joined together by different flows - of authority, of work material, of information, and of decision processes (themselves informational)."

"Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills."

"Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers."

"Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving."

"For two hundred and fifty years, from the second half of the eighteenth Century on, Capitalism was the dominant social reality. For the last Hundred years, Marxism was the dominant social ideology. Both are rapidly being superseded by a new and very different society. The new society – and it is already here – is a post-capitalist society... The center of gravity in the post-capitalist society – its structure, its social and economic dynamics, its social classes, and its social problems – is very different from the one that dominated the last two hundred and fifty years"

"We create organizations to serve us, but somehow they also force us to serve them. Sometimes it feels as if our institutions have run out of control, like the machinery of Charlie Chaplin's film Modem Times. Why we should become slaves to our servants... A society of organizations is one in which organizations enter our lives as influential forces in a great many ways — in how we work, what we eat, how we get educated and cured of our illnesses, how we get entertained, and how our ideas are shaped. The ways in which we try to control our organization and our organization in return try to control us become major issues in the lives of all of us."

"Don’t ask me who’s going to replace me because I have no say whatsoever, but I’m sure that if you give them the same love and attention and respect that you have shown me, then they will be a success and the show will continue being a success. And until we meet again, God bless you and goodbye."

"I'm curious about everything—even things that don't interest me."

"What goes 0-300 in less than 2 seconds? Your mother on a scale."

"Don't tell me what you believe in. I'll observe how you behave and I will make my own determination."

"For most countries, serving the UN's objectives has never seemed worth even the smallest of risks. Member nations do not want a large, reputable, strong and independent United Nations, no matter their hypocritical pronouncements otherwise. What they want is a weak, beholden, indebted scapegoat of an organization, which they can blame for their failures or steal victories from."

"I know there is a God, because in Rwanda I shook hands with the devil. I have seen him, I have smelled him and I have touched him. I know the devil exists and therefore I know there is a God."

"I am still suffering from my experience in Rwanda, I never know when I'm going to drive my car off a bridge, or just decide to take my life."

"The possibility of starting a new program at the college — a military Cegep that would allow all officer cadets to spend two years in Saint-Jean before going to Kingston, instead of studying only in Kingston — is being considered. In the spirit of progress, would it be possible to support a principle as basic as the freedom of francophones in the Canadian Armed Forces by establishing a Cegep-style francophone bilingual military college."

"I think the people in the field were magnificent. And they got the stories, and I put troops at risk to get their stories out every night. But the copy people and the editing people back home, they're the ones who put Tanya Harding on and O.J. Simpson, not the guys in the field."

"You can give him a ukulele and he can make it sound like a Stradivarius."