Convention quotes

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Nigel_Cross

Conventional Problem Solving

"Conventional wisdom about problem-solving seems often to be contradicted by the behavior of expert designers. But designing has many differences from conventional problem-solving. ... we must be very wary about importing models of design behavior from other fields. Empirical studies of design activity have frequently found 'intuitive' features of design ability to be the most effective and relevant to the intrinsic nature of design. Some aspects of design theory, however, have tried to develop counter-intuitive models and prescriptions for design behavior."

Edsger_Wybe_Dijkstra

Lines of Code

“My point today is that, if we wish to count lines of code, we should not regard them as 'lines produced' but as 'lines spent': the current conventional wisdom is so foolish as to book that count on the wrong side of the ledger.”

Christof_Koch

Brain Cells Switches or Computers

“Conventional wisdom views individual brain cells as simple switches or relays. In fact, we are finding that neurons are able to function more like a sophisticated computer.”

Karl_Popper

Explain Away

“Whenever the ‘classical’ system of the day is threatened by the results of new experiments which might be interpreted as falsifications according to my point of view, the system will appear unshaken to the conventionalist. He will explain away the inconsistencies which may have arisen; perhaps by blaming our inadequate mastery of the system.”
  • Source: Popper, K. R. (2005). The Logic of Scientific Discovery | 1935 (1935/Epub ed.). New York, NY: Routledge.

Shoshana_Zuboff

Panopticon Coaching

“To be sure, some managers saw the enhanced certainty of their information about subordinates as an opportunity to accelerate learning and improve performance. They found that the data from the Overview System made it possible to survey a wide range of behavior for evidence of irregularities. To the extent that the sources of such irregularities could be discovered, the data could be used to 'coach' subordinates and to help them realign their behavior within acceptable standards... On the other hand, many of Cedar Bluff's managers were more interested in the possibility of obtaining foolproof data than in the opportunity of using such data for coaching. In the context of a conventional technology, managers had to rely on their subordinates for valid information. The quality of the data they received was likely to be a function of the quality of the reciprocal relationship they had established. In contrast, an informating technology could provide valid information under any conditions.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 324. ISBN:0465032125.