Central quotes

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Robert_N_Britcher

Lines of Code

“...programmers abhor the line of code. When managers speak of it, programmers quicken their step. Most of them know that the line of code is as central to the meaning of a program as the period is to the meaning of Tolstoy's Anna Karenina.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 50.

Fred Brooks

People Central

“The central question of how to improve the software art centers, as it always has, on people.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 202.

Hans_Hüttel

Program Synthesis

“The problem of generating correct program code from a specification is well known in computer science and in fact it is a central one. It is the problem of program synthesis... A lot is already known about the synthesis problem in its various guises and in particular we know it is hard, where ‘hard’ means computationally hard.”
  • Source: Written by Hans Hüttel in the journal article entitled “On Program Synthesis and Large Language Models”, in Communications of the ACM, volume 68, number 1, 2025-01. DOI:10.1145/3680410.

Rupert_Sheldrake

Evolutionary Randomness

“In neo-Darwinian evolutionary theory randomness plays a central role through the chance mutations of genes, which are quantum events. With different chance events, evolution would happen differently.”
  • Source: Rupert Sheldrake. The book “Science Set Free: 10 Paths to New Discovery”, Prologue, page 15. Published in 2012 by Crown Publishing, New York, NY. Kindle Edition. ISBN: 978-0-7704-3671-1.

Shoshana_Zuboff

Frederick Taylor

“The man who emerged as the chief symbol of the rational approach to management was Frederick Taylor. Though much has been written on Taylor and the philosophy and methods of scientific management, it is worth highlighting a few central themes for three reasons. First, Taylorism explicitly treats the worker's body in its two dimensions -- as a source of effort and as a source of skill. Second, workers' responses to Taylorism reveal the ambivalence that this dual role of the body can create, as it did among the bleach plant operators or the nineteenth-century glassmakers. Third, the logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation in the twentieth-century workplace. As will be argued later, it is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 41. ISBN:0465032125.

The Panopticon

“The Panopticon was an architectural innovation developed by the moral philosopher Jeremy Bentham. In Foucault's view, it is both a sign of and metaphor for this new disciplinary society. Bentham extolled the Panopticon as a technological triumph capable of exploiting the productive potential of those who had flouted, thwarted, or otherwise escaped social authority. His initial targets were convicts and paupers, though he did not fail to see the potential usefulness of the Panopticon for students, asylum inmates, and workers. The architectural plan conceived by Bentham was first constructed by his brother Samuel, an engineer, in 1787 for a factory at Critchef in Russia. It was later adapted to the problems of housing convicts and paupers. The structure consisted of a twelve-sided polygon formed in iron and sheathed in glass in order to create the effect of what Bentham called 'universal transparency.' A central tower, pierced with wide windows, opened onto the inner wall of the surrounding polygonal structure, which itself was divided into narrow cells extending across the width of the building. Each cell had a window on both the inner and outer walls, allowing light to cross it and illuminate all the inhabitants to an observer in the central tower, while that observer could not be seen from any one of the cells. Mirrors were fixed around the tower to direct extra light into these apartments.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 320. ISBN:0465032125.

Management Circles Around Data

“As the intellective skill base becomes the organization's most precious resource, managerial roles must function to enhance its quality. Members can be thought of as being arrayed in concentric circles around a central core, which is the electronic data base.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 396. ISBN:0465032125.