Effective quotes

From Motley Bytes Wiki
Jump to: navigation, search

Isaac_Asimov

Science and Mathematics

“It is quite possible that mathematics was invented in the ancient Middle East to keep track of tax receipts and grain stores. How odd that out of this should come a subtle scientific language that can effectively describe and predict the most arcane aspects of the Universe.”
  • Source: Isaac Asimov, chapter epigraph in Isaac Asimov’s Book of Science and Nature Quotations, edited by Isaac Asimov and Jason A. Shulman, published in 1988 by Weidenfeld and Nicolson, New York. Chapter 68, page 265. ISBN 1-555-84111-2.
Keywords: Possible_quotes Mathematics_quotes Invention_quotes Ancient_quotes MiddleEast_quotes Keep_quotes Track_quotes Tax_quotes Receipt_quotes Grain_quotes Store_quotes Odd_quotes Come_quotes Subtle_quotes Scientific_quotes Language_quotes Effective_quotes Describe_quotes Predict_quotes Arcane_quotes Aspect_quotes Universe_quotes

William_Ian_Beardmore_Beveridge

Role of Hypothesis

“The role of hypothesis in research can be discussed more effectively if we consider first some examples of discoveries which originated from hypotheses. One of the best illustrations of such a discovery is provided by the story of Christopher Columbus’ voyage; it has many of the features of a classic discovery in science. (a) He was obsessed with an idea—that since the world is round he could reach the Orient by sailing West, (b) the idea was by no means original, but evidently he had obtained some additional evidence from a sailor blown off his course who claimed to have reached land in the west and returned, (c) he met great difficulties in getting someone to provide the money to enable him to test his idea as well as in the actual carrying out of the experimental voyage, (d) when finally he succeeded he did not find the expected new route, but instead found a whole new world, (e) despite all evidence to the contrary he clung to the bitter end to his hypothesis and believed that he had found the route to the Orient, (f) he got little credit or reward during his lifetime and neither he nor others realized the full implications of his discovery, (g) since his time evidence has been brought forward showing that he was by no means the first European to reach America.”
  • Source: W. I. B. Beveridge in his book ‘The Art of Scientific Investigation’ published in 1950 by William Heinemann, London, page 41.
Keywords: Hypothesis_quotes Research_quotes Discovery_quotes Exploration_quotes Evidence_quotes Money_quotes Experiment_quotes Belief_quotes Perseverance_quotes Reward_quotes Role_quotes Disscussion_quotes Effective_quotes Consider_quotes Example_quotes Originate_quotes Best_quotes Illustration_quotes Provide_quotes Story_quotes Voyage_quotes Feature_quotes Classic_quotes Science_quotes Obsess_quotes Idea_quotes World_quotes Round_quotes Orient_quotes Sail_quotes Original_quotes Obtain_quotes Additional_quotes Sailor_quotes Blow_quotes Course_quotes Claim_quotes Reach_quotes Land_quotes Return_quotes Great_quotes Difficult_quotes Money_quotes Enable_quotes Test_quotes Find_quotes Expect_quotes Route_quotes Despite_quotes Contrary_quotes Cling_quotes Bitter_quotes End_quotes Little_quotes Credit_quotes Lifetime_quotes Realize_quotes Full_quotes Implication_quotes Time_quotes Show_quotes First_quotes European_quotes America_quotes

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."
Keywords: Convention_quotes Wisdom_quotes Problem_quotes Solution_quotes Contradiction_quotes Expert_quotes Design_quotes Model_quotes Behavior_quotes Empirical_quotes Research_quotes Activity_quotes Intuition_quotes Ability_quotes Relevance_quotes Intrinsic_quotes Nature_quotes Theory_quotes Prescription_quotes Feature_quotes Field_quotes Effective_quotes

Mihaly_Csikszentmihalyi

Culture Shields

“One of the major functions of every culture has been to shield its members from chaos, to reassure them of their importance and ultimate success…. An unrealistic trust in the shields, in the cultural myths, can lead to equally extreme disillusion when they fail... The shields that have worked in the past — the order that religion, patriotism, ethnic traditions, and habits instilled by social classes used to provide — are no longer effective for increasing numbers of people who feel exposed to the harsh winds of chaos.”
  • Source: Mihaly Csikszentmihalyi in the book “Flow: The Psychology of Optimal Experience“, chapter “The Shields of Culture”, page 11. Original content published by Harper Perennial Modern Classics in 1990. Kindle edition published by Harper Collins in 2008. ISBN: 978-0061876721.
Keywords: Major_quotes Function_quotes Culture_quotes Shield_quotes Member_quotes Chaos_quotes Reassure_quotes Important_quotes Ultimate_quotes Success_quotes Unrealistic_quotes Trust_quotes Myth_quotes Lead_quotes Disillusion_quotes Fail_quotes Work_quotes Past_quotes Order_quotes Religion_quotes Patriotism_quotes Ethnic_quotes Habit_quotes Instill_quotes Social_quotes Class_quotes Provide_quotes Effective_quotes Increase_quotes Number_quotes People_quotes Feel_quotes Expose_quotes Harsh_quotes Wind_quotes

Tom_DeMarco and Tim_Lister

Cheeseburgers

"Development is inherently different from production. But managers of development and allied efforts often allow their thinking to be shaped by a management philosophy derived entirely from a production environment.
Imagine for the moment that you’re the manager of the local fast food franchise. It makes perfect sense for you to take any or all of the following efficient production measures:
- Squeeze out error. Make the machine (the human machine) run as smoothly as possible.
- Take a hard line about people goofing off on the job.
- Treat workers as interchangeable pieces of the machine.
- Optimize the steady state. (Don’t even think about how the operation got up to speed, or what it would take to close it down.)
- Standardize procedure. Do everything by the book.
- Eliminate experimentation—that’s what the folks at headquarters are paid for.
These would be reasonable approaches if you were in the fast food business (or any production environment), but you’re not. The 'make a cheeseburger, sell a cheeseburger' mentality can be fatal in your development area. It can only serve to damp your people’s spirits and focus their attention away from the real problems at hand. This style of management will be directly at odds with the work.
To manage thinking workers effectively, you need to take measures nearly opposite those listed above."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Cheeseburger_quotes Differences_quotes Production_quotes Development_quotes Manager_quotes Management_quotes Thinking_quotes Philosophy_quotes Environment_quotes Fast_Food_quotes Efficiency_quotes Error_quotes Machine_quotes Humanity_quotes Job_quotes Work_quotes Goofing_Off_quotes Worker_quotes Interchangeable_quotes Fungibility_quotes Status_Quo_quotes Optimization_quotes Change_quotes Steady_State_quotes Innovation_quotes Standards_quotes Book_quotes Experiment_quotes Headquarter_quotes Mentality_quotes Fatal_quotes Damp_quotes Imagination_quotes Steady_quotes State_quotes Eliminate_quotes Reason_quotes Make_quotes Sell_quotes Problem_quotes Effective_quotes Opposite_quotes

Richard_Pascale

Efficiency and Variation

“Corporations, in the name of efficiency, suppress variation by 'getting all the ducks in line'. To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff results - as long as the music lasts. But in the face of nontraditional competitors or major environmental discontinuities, all that streamlining and reengineering limits diversity, suppresses self-organization by those closest to the disruptive change, and curtails a bottom-up emergent response to cope more effectively... Nothing fails like success. Over-adaptive organizations become inflexible. Disruptive change leaves them as helpless as a beached whale.”
  • Source: Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.190, Boston, MA: Harvard Business Press
Keywords: Efficiency_quotes Corporation_quotes Suppress_quotes Variability_quotes Duck_quotes Optimization_quotes Productivity_quotes Evolution_quotes Refine_quotes Consistency_quotes Operating_System_quotes Pay_quotes Result_quotes Music_quotes Tradition_quotes Competition_quotes Major_quotes Environment_quotes Discontinuity_quotes Streamline_quotes Reengineering_quotes Engineering_quotes Limitation_quotes Diversity_quotes Self-Organization_quotes Organization_quotes Disruption_quotes Change_quotes Helpless_quotes Whale_quotes Line_quotes System_quotes Nontraditional_quotes Bottom-up_quotes Emergent_quotes Response_quotes Cope_quotes Effective_quotes Innovation_quotes Failure_quotes Success_quotes Over-adaptive_quotes Inflexible_quotes Beached_quotes

Franz_Selig

Specification Feedback

“External specifications at any level describe the software product in terms of the items controlled by and available to the user. The internal design describes the software product in terms of the program structures which realize the external specifications. It has to be understood that feedback between the design of the external and internal specifications is an essential part of a realistic and effective implementation process. Furthermore, this interaction must begin at the earliest stage of establishing the objectives, and continue until completion of the product.”
Keywords: Software_Engineering_quotes Specification_quotes Design_quotes Feedback_quotes Implementation_quotes Project_quotes Goal_quotes Objectives_quotes Software_quotes Engineering_quotes Level_quotes Product_quotes Term_quotes Item_quotes Control_quotes Available_quotes Internal_quotes Realize_quotes External_quotes Understand_quotes Essential_quotes Part_quotes Realistic_quotes Effective_quotes Process_quotes Interaction_quotes Stage_quotes Establish_quotes Completion_quotes

Shannon_Vallor

AI Longtermism

“What longtermists and effective altruists have in common... is the utilitarian view that morality is a happiness optimization problem, a matter of running the numbers. Conveniently for AI enthusiasts... For a virtue ethicist like me, there are profound dangers and moral errors in any view of morality that separates it from humane feeling, relational bonds, and social context, reducing it to a mere computation of net happiness units.”
  • Source: From the book “The AI Mirror” by Shannon Vallor. Published 2024 by Oxford University Press. ISBN 978-0197759066. Chapter 3, page 77.
Keywords: AI_quotes Artificial_quotes Intelligence_quotes Longtermism_quotes Effective_quotes Altruist_quotes Common_quotes Utilitarian_quotes View_quotes Morality_quotes Happiness_quotes Optimization_quotes Problem_quotes Matter_quotes Run_quotes Number_quotes Convenient_quotes Enthusiast_quotes Virtue_quotes Ethicist_quotes Profound_quotes Danger_quotes Moral_quotes Error_quotes Separate_quotes Human_quotes Feel_quotes Relational_quotes Bond_quotes Social_quotes Context_quotes Reduce_quotes Mere_quotes Computation_quotes Net_quotes Unit_quotes

Patrick_Vlaskovits

Faster Horse

“However, even if Ford didn’t verbalize his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products — history indicates that Henry Ford most certainly did think along those lines... Henry Ford froze the design of the Model T... Ford had no compelling reason to innovate in any other sphere other than cost and price reduction... But everything changed with the onset of the innovations introduced by General Motors in the 1920s, which took the direct opposite of Henry Ford’s tack of “Any color … so long as it is black” and is best summed up by Alfred Sloan’s consumer-research driven “A Car for Every Purse and Purpose”... In 1921, the Ford Motor Company sold about 2/3 of all the cars built in the U.S. By 1926, this share had fallen to approximately 1/3. And in 1927, when Ford belatedly responded (at tremendous financial cost and internal strife) to changes in the market’s tastes and competitive innovation by shutting down production temporarily to re-tool his factories and bring the Model A to the market, that percentage fell to about 15%... Yes, some customers in certain types of businesses are quite capable of verbalizing precisely what sort of innovative product one could build and sell them. And of course, customers in other types of businesses are wholly incapable of verbalizing, with any sort of fidelity whatsoever, what they need and why they need it. An innovator should have understanding of one’s customers and their problems via empirical, observational, anecdotal methods or even intuition. They should also feel free to ignore customers’ inputs. Because by now it should be clear that Ford’s adherence to his vision of the mass-market car and how to materialize that vision was instrumental in both his early success in growing Ford Motor Company as well as his later failure to respond in a timely and effective manner to rapid innovation in the marketplace.”'
Keywords: Ford(topic)_quotes Sloan(topic)_quotes Verbalize_quotes Thinking_quotes Customer_quotes Requirements_quotes Ostensible_quotes Inability_quotes Communication_quotes Unmet_quotes Need_quotes Innovation_quotes Product_quotes History_quotes Freeze_quotes Design_quotes Model_T_quotes Automobile_quotes Compel_quotes Sphere_quotes Cost_quotes Price_quotes Reduction_quotes Change_quotes General_Motors_quotes Consumer_quotes Research_quotes Opposite_quotes Color_quotes Black_quotes Car_quotes Purse_quotes Ford_Motor_quotes Build_quotes United_States_quotes Share_quotes Market_quotes Belated_quotes Respond_quotes Tremendous_quotes Financial_quotes Internal_quotes Strife_quotes Taste_quotes Competition_quotes Shut_quotes Production_quotes Tool_quotes Factory_quotes Model_A_quotes Percentage_quotes Type_quotes Business_quotes Capable_quotes Precise_quotes Sort_quotes Sell_quotes Incapable_quotes Fidelity_quotes What_quotes Why_quotes Understand_quotes Problem_quotes Empirical_quotes Observation_quotes Anecdotal_quotes Method_quotes Intuition_quotes Feel_quotes Free_quotes Ignore_quotes Input_quotes Clear_quotes Adherence_quotes Vision_quotes Mass_quotes Innovator_quotes Materialize_quotes Instrumental_quotes Success_quotes Early_quotes Grow_quotes Later_quotes Failure_quotes Timely_quotes Effective_quotes Manner_quotes Rapid_quotes Marketplace_quotes Horse_quotes Faster_quotes

Edward_Yourdon

What to Do

“Solution: What to Do:
→ Hire the best people you can.
→ Pay special attention to proper training of your people.
→ Provide an exemplary environment in which your people can feel motivated and have fun and do good work.
→ Pay attention to effective project teams.”
  • Source: Edward Yourdon in the book “Decline and Fall of the American Programmer”. Published in 1992 by Prentice Hall. ISBN: 0-13-203670-3. Chapter 3, section 3.5, page 54.
Keywords: Do_quotes Hire_quotes Best_quotes People_quotes Provide_quotes Exemplary_quotes Environment_quotes Feel_quotes Motivation_quotes Fun_quotes Good_quotes Work_quotes Effective_quotes Project_quotes Team_quotes Solution_quotes
Retrieved from "https://motleybytes.com/wiki/index.php?title=Effective_quotes&oldid=43734"