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1 " You see, women have been essential to every great move of God. Yes, Moses led the Isaelites out of Egypt, but only after his mother risked her life to save him! Closer to our time, Clara Barton was instrumental in starting the Red Cross. Harriet Beecher Stowe's Uncle Tom's Cabin put fire into people's heart to end slavery in the United States. Rosa Parks kicked the Civil Rights movement into gear with her quiet act of courage. Eunice Kennedy Shriver created the Special Olympics. Mother Teresa inspired the world by bringing love to countless thought unlovable. And millions of other women quietly change the world every day by bringing the love of God to those around them. "
― Stasi Eldredge , Your Captivating Heart: Unveil the Beauty, Romance, and Adventure of a Woman's Soul
2 " Between Barton and Delaford, there was that constant communication which strong family affection would naturally dictate;—and among the merits and the happiness of Elinor and Marianne, let it not be ranked as the least considerable, that though sisters, and living almost within sight of each other, they could live without disagreement between themselves, or producing coolness between their husbands. "
― Jane Austen , Sense and Sensibility
3 " My master wishes to see you," said the mounted man." When the planting's done," I said." Lord Barton is unaccustomed to waiting." " Then he should rejoice, for he'll learn something new today." I went back to the garden. Soon the servant left. "
4 " From shaping CRM to understanding today’s omni-channel digital customer, Barton Goldenberg leads the way again with his compelling insights and methodologies. The timing of his latest book, The Definitive Guide to Social CRM, once again demonstrates his forward thinking. "
5 " Barton Goldenberg is simply the most effective transformational leader I have met. His business acumen is matched only by his ability to understand the dimensions behind how change stems from acustomer’s needs to an " organization’s operations. Now Barton in his new book, The Definitive Guide to Social CRM, captures how an " organization should plan, manage, and leverage social media as a means to increase the bottom line. "
6 " Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future.As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of " wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning. "