Failure quotes

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Christopher_Wolfgang_Alexander

Time for Equilibrium

“Misfit provides an incentive to change; good fit provides none. In theory the process is eventually bound to reach the equilibrium of well-fitting forms. However, for the fit to occur in practice, one vital condition must be satisfied. It must have time to happen. The process must be able to achieve equilibrium before the next culture change upsets it again... The direct response is the feedback of the process. If the process is to maintain the good fit ... while the culture drifts, it needs a feedback sensitive enough to take action the moment that one of the potential failures actually occurs.”
Keywords: Design_quotes Incongruity_quotes Change_quotes Equilibrium_quotes Schedule_quotes Time_quotes Feedback_quotes Misfit_quotes Incentive_quotes Fit_quotes Theory_quotes Process_quotes Bound_quotes Form_quotes Practice_quotes Vital_quotes Condition_quotes Satisfy_quotes Time_quotes Happen_quotes Achieve_quotes Before_quotes Culture_quotes Upset_quotes Direct_quotes Response_quotes Maintain_quotes Drift_quotes Sensitive_quotes Action_quotes Potential_quotes Failure_quotes Occur_quotes

Robert_N_Britcher

Limits of Testing

“The limits of software are never more obvious than in its testing. Software systems are beyond discrete and statistical analysis. A single incorrect state - out of two to the trillionth states - can down a rocket: To find such a fault in a software system would require a hundred generations of programmers - but after the first failure is found and fixed, all bets are off; they wouldn't be testing the same system anymore. We can design and build fail-safe systems, but can we know we did?”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 56.
Keywords: Limitation_quotes Software_quotes Obvious_quotes Testing_quotes Discrete_quotes Statistics_quotes Analysis_quotes State_quotes Incorrect_quotes Correctness_quotes Error_quotes Rocket_quotes Fault_quotes System_quotes Programmer_quotes Programming_quotes Failure_quotes Correction_quotes Found_quotes Design_quotes Safe_quotes Knowledge_quotes Limit_quotes Beyond_quotes Trillion_quotes Down_quotes Find_quotes Require_quotes Generation_quotes First_quotes Fix_quotes Bet_quotes Off_quotes Fail_Safe_quotes

Sources of Failures

“I never ran a test that didn't find at least one failure - not only is the software impure, but so are the requirements specifications. And every time we fix the software, there is a 10 percent chance - according to my anecdotal studies - we'll inject another fault. Those are the hardest to find: the faults that result from trying to get rid of them.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 56.
Keywords: Testing_quotes Failure_quotes Software_quotes Impurity_quotes Requirements_quotes Specification_quotes Repair_quotes Fix_quotes Fault_quotes Injection_quotes Hard_quotes Debugging_quotes Run_quotes Find_quotes Time_quotes Chance_quotes Anecdotal_quotes Study_quotes Result_quotes Try_quotes Rid_quotes

Failure Probability

“The probability of a failure in a computer system is never zero. There are always failures - if not evident, then latent.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 61.
Keywords: Probability_quotes Failure_quotes Computer_quotes System_quotes Latency_quotes Zero_quotes Evident_quotes

Errors in Tests and Simulators

“The simulator software had to be tested as thoroughly as the software it was built to test. A fault in the simulator would cause the worst kind of problem, what computer analysts call a Byzantine failure. Byzantine failures are like traitors in a family. There is always a risk this will happen.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 61.
Keywords: Error_quotes Simulation_quotes Testing_quotes Software_quotes Fault_quotes Problem_quotes Analysis_quotes Byzantine_quotes Failure_quotes Traitor_quotes Risk_quotes Build_quotes Cause_quotes Computer_quotes Analyst_quotes Family_quotes

Failures Disappointing

“... discovering a failure is disappointing, and then there is pressure from above not to find them. Everyone wants the software out the door.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 61.
Keywords: Discovery_quotes Failure_quotes Pressure_quotes Software_quotes Schedule_quotes Testing_quotes Disappoint_quotes Find_quotes Door_quotes

Failure Discovery Rate

“A critical parameter in the development of any system is the discovery rate of software failures, especially during system testing.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 62.
Keywords: Critical_quotes Parameter_quotes Development_quotes System_quotes Discovery_quotes Rate_quotes Failure_quotes Testing_quotes Software_quotes

Testing Statistics

“...statistics are not enough. The kind of failures, correlated with their frequency, gives a clearer picture of the health of the system.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 63.
Keywords: Statistics_quotes Failure_quotes Correlation_quotes Frequency_quotes Health_quotes Status_quotes System_quotes Clear_quotes Picture_quotes

Important Development Things

“The single, most important thing is that the individual programmer needs to be given total responsibility and control of the programming, including its function... eliminate project design and review as an exhaustive and rigorous process. Most of the design and review should occur as the program is written. ... Monitor progress on the project by talking to the individual programmers as [code] is being written. ... You must trust developers on the project to create a good product. ... Sometimes there are failures. ... The important thing is to fail quickly so you have time to find another approach. ... Developers must also feel free to say what they think to their supervisor. ... Managers should be the best programmers; ...There should be no overtime pay. ... Use profit-sharing and bonuses to get awesome products. ... Developers should each get their own office. ... Eliminate the dress code. Avoid meetings at all costs. ... Writing software is a lot like writing a book. Almost anyone can write garbage; very few can write a best-seller.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 155-156.
Keywords: Importance_quotes Programmer_quotes Responsibility_quotes Control_quotes Programming_quotes Function_quotes Design_quotes Review_quotes Rigorous_quotes Heavy_quotes Methodology_quotes Monitoring_quotes Progress_quotes Project_quotes Communication_quotes Trust_quotes Development_quotes Failure_quotes Quickness_quotes Thinking_quotes Expression_quotes Overtime_quotes Management_quotes Profit_Sharing_quotes Bonus_quotes Product_quotes Excellence_quotes Office_quotes Dress_Code_quotes Meeting_quotes Software_quotes Writing_quotes Garbage_quotes Best_Seller_quotes Compensation_quotes Eliminate_quotes Occur_quotes Coding_quotes Talk_quotes Code_quotes Developer_quotes Create_quotes Good_quotes Say_quotes Think_quotes Supervisor_quotes Manager_quotes Best_quotes Awesome_quotes Book_quotes

Software Testing Completion Criteria

“Software is never completely fit. ... Testing should simply continue until all of the performance criteria have been met, including the failure rate.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 157.
Keywords: Software_quotes Testing_quotes Criteria_quotes Completion_quotes Failure_quotes Rate_quotes Fit_quotes Continue_quotes Performance_quotes

Acceptance Testing

“The very existence of an acceptance test ensures that, sooner or later, there will be pressure not to find failures, to reconcile test scenarios and the system they exercise so that the system will 'pass'. Remove this concept and testers would pursue the discovery of failures with a vengeance...”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 157.
Keywords: Acceptance_quotes Testing_quotes Pressure_quotes Bias_quotes Failure_quotes Reconciliation_quotes Scenario_quotes System_quotes Passing_quotes Success_quotes Discovery_quotes Existence_quotes Ensure_quotes Find_quotes Exercise_quotes Remove_quotes Pursue_quotes Vengeance_quotes

Up Front Time and Money

“Put enough time and money into any project, up front, and it will fail.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 187.
Keywords: Time_quotes Money_quotes Project_quotes Up_Front_quotes Failure_quotes Budget_quotes Front_quotes

Fred Brooks

Throw One Away

“Plan to throw one away; you will, anyhow.”
  • 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 11, page 116.
Keywords: Project_quotes Project_Management_quotes Software_Engineering_quotes Software_Management_quotes Failure_quotes Management_quotes Software_quotes Engineering_quotes Plan_quotes Throw_quotes Away_quotes One_quotes

History Studies What Does Not Work

“The most potent reason to study design history is to learn what doesn’t work, and why.”
  • Source: Brooks Jr., F. P. (2010). The Design of Design. Upper Saddle River, NJ: Addison-Wesley. ISBN: 978-0-201-36298-5. Chapter 3, page 25.
Keywords: Study_quotes History_quotes Design_quotes Failure_quotes Uselessness_quotes Potent_quotes Reason_quotes Learning_quotes Work_quotes

Alistair_Cockburn

Striking Project Findings

"What I find striking about these projects is that they show:
Almost any methodology can be made to work on some project.
Any methodology can manage to fail on some project.
Heavy processes can be successful.
Light processes are more often successful, and more importantly, the people on those projects credit the success to the lightness of the methodology."
Keywords: Formality_quotes Methodology_quotes Process_quotes Development_quotes Project_quotes Heavy_quotes Light_quotes Success_quotes Failure_quotes Strike_quotes Show_quotes Work_quotes People_quotes Finding_quotes

People First-Order Effect

"I finally concluded that there is something there, in front of us all the time, which we are not seeing: people. People’s characteristics are a first-order success driver, not a second-order one. In fact, I have reversed the order, and now consider process factors to be second-order issues."

Keywords: People_quotes Methodology_quotes Process_quotes Success_quotes Failure_quotes Conclude_quotes Front_quotes Time_quotes See_quotes Characteristic_quotes First-order_quotes Second-order_quotes Reverse_quotes Order_quotes Factor_quotes Software_quotes Development_quotes

People Characteristics

"People, as active devices, have success modes and failure modes. The following are the main ones that I have named and used to date:
1. People are communicating beings, doing best face-to-face, in person, with real-time question and answer.
2. People have trouble acting consistently over time.
3. People are highly variable, varying from day to day and place to place.
4. People generally want to be good citizens, are good at looking around, taking initiative, and doing 'whatever is needed' to get the project to work.
There are other characteristics that I won’t expand here:
- People need both think time and communicating opportunities...
- People work well from examples...
- People prefer to fail conservatively than to risk succeeding differently; prefer to invent than to research, can only keep a small amount in their heads, and do make mistakes, and find it hard to change their habits.
- Individual personalities easily dominate a project.
- A person’s personality profile strongly affects their ability to perform specific assignments."
Keywords: People_quotes Success_quotes Failure_quotes Communication_quotes Proximity_quotes Real_Time_quotes Question_quotes Consistency_quotes Time_quotes Variability_quotes Citizen_quotes Good_quotes Observation_quotes Flexibility_quotes Altruism_quotes Conservative_quotes Initiative_quotes Project_quotes Risk_quotes Differences_quotes Invention_quotes Innovation_quotes Research_quotes Thinking_quotes Habit_quotes Personality_quotes Ability_quotes Limitation_quotes Consciousness_quotes Cognition_quotes Mistake_quotes Hard_quotes Domination_quotes Assignment_quotes Active_quotes Device_quotes Mode_quotes Beings_quotes Face_quotes Person_quotes Answer_quotes Trouble_quotes Day_quotes Place_quotes Look_quotes Need_quotes Work_quotes Characteristic_quotes Opportunity_quotes Example_quotes Fail_quotes Head_quotes Change_quotes Profile_quotes Affect_quotes Perform_quotes

DeMarco and Lister

People Not Modular

"Most of us as managers are prone to one particular failing: a tendency to manage people as though they were modular components."
  • 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). Part: I (Managing the Human Resource).
Keywords: Manager_quotes Management_quotes People_quotes Failure_quotes Tendency_quotes Module_quotes Component_quotes Prone_quotes

Project Failures

"We observe that about 15 percent of all projects studied came to naught: They were canceled or aborted or 'postponed' or they delivered products that were never used. For bigger projects, the odds are even worse. Fully 25 percent of projects that lasted 25 work-years or more failed to complete. In the early surveys, we discarded these failed data points and analyzed the others. Since 1979, though, we’ve been contacting whoever is left of the project staff to find out what went wrong. For the overwhelming majority of the bankrupt projects we studied, there was not a single technological issue to explain the failure."
  • 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: 1 (Somewhere Today, a Project Is Failing).
Keywords: Observation_quotes Project_quotes Failure_quotes Abort_quotes Postponement_quotes Unused_quotes Big_quotes Probability_quotes Work_quotes Effort_quotes Bankruptcy_quotes Technology_quotes Cancel_quotes Deliver_quotes Odds_quotes Complete_quotes Survey_quotes Discard_quotes Analyze_quotes Contact_quotes Majority_quotes Bankrupt_quotes Explain_quotes

Project Politics

"The cause of failure most frequently cited by our survey participants was 'politics.' But now observe that people tend to use this word rather sloppily. Included under 'politics' are such unrelated or loosely related things as communication problems, staffing problems, disenchantment with the boss or with the client, lack of motivation, and high turnover. People often use the word politics to describe any aspect of the work that is people-related, but the English language provides a much more precise term for these effects: They constitute the project’s sociology. The truly political problems are a tiny and pathological subset."
  • 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: 1 (Somewhere Today, a Project Is Failing).
Keywords: Failure_quotes Survey_quotes Political_quotes Observation_quotes People_quotes Sloppy_quotes Imprecise_quotes Communication_quotes Staffing_quotes Human_Resources_quotes Management_quotes Boss_quotes Disenchantment_quotes Client_quotes Motivation_quotes Turnover_quotes Sociology_quotes Project_quotes Pathological_quotes Resource_quotes Cause_quotes Frequent_quotes Participant_quotes Aspect_quotes Work_quotes Language_quotes Precise_quotes Term_quotes Effect_quotes

Error Quota

"For most thinking workers, making an occasional mistake is a natural and healthy part of their work. But there can be an almost Biblical association between error on the job and sin. This is an attitude we need to take specific pains to change. Speaking to a group of software managers, we introduced a strategy for what we think of as iterative design. The idea is that some designs are intrinsically defect-prone; they ought to be rejected, not repaired. Such dead ends should be expected in the design activity. The lost effort of the dead end is a small price to pay for a clean, fresh start. To our surprise, many managers felt this would pose an impossible political problem for their own bosses: 'How can we throw away a product that our company has paid to produce?' They seemed to believe that they’d be better off salvaging the defective version even though it might cost more in the long run. Fostering an atmosphere that doesn’t allow for error simply makes people defensive. They don’t try things that may turn out badly. You encourage this defensiveness when you try to systematize the process, when you impose rigid methodologies so that staff members are not allowed to make any of the key strategic decisions lest they make them incorrectly. The average level of technology may be modestly improved by any steps you take to inhibit error. The team sociology, however, can suffer grievously. The opposite approach would be to encourage people to make some errors. You do this by asking your folks on occasion what dead-end roads they’ve been down, and by making sure they understand that 'none' is not the best answer. When people blow it, they should be congratulated — that’s part of what they’re being paid for."
  • 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: Thinking_quotes Worker_quotes Mistake_quotes Work_quotes Natural_quotes Biblical_quotes Error_quotes Job_quotes Sin_quotes Attitude_quotes Change_quotes Software_quotes Manager_quotes Strategy_quotes Iterative_quotes Design_quotes Defect_quotes Intrinsic_quotes Rejection_quotes Repair_quotes Dead_End_quotes Failure_quotes Fail_Early_quotes Activity_quotes Effort_quotes Cost_quotes Clean_quotes Fresh_quotes Impossibility_quotes Political_quotes Problem_quotes Environment_quotes Atmosphere_quotes Defensive_quotes Try_quotes Systematic_quotes Process_quotes Rigidity_quotes Methodology_quotes Technology_quotes Team_quotes Sociology_quotes Suffering_quotes Encouragement_quotes Congratulate_quotes

Peter_Drucker

Success Outliving Usefulness

“A success that has outlived its usefulness may, in the end, be more damaging than failure.”
  • Source: Peter F. Drucker, Management: Tasks, Responsibilities, Practices, New York: Harper & Row, 1973. p. 159.
Keywords: Success_quotes Outlive_quotes Usefulness_quotes End_quotes Damage_quotes Failure_quotes

Henry_Ford

Failure

“An absence of fear of the future and of veneration for the past. One who fears the future, who fears failure, limits his activities. Failure is only the opportunity more intelligently to begin again. There is no disgrace in honest failure; there is disgrace in fearing to fail. What is past is useful only as it suggests ways and means for progress.”
  • Source: Henry Ford. A book. Entitled My Life and Work. Written by Henry Ford in collaboration with Samuel Crowther. Published 1922, Garden City, NY: Doubleday. Introduction.
    • Also quoted in Samuel Crowther, "Henry Ford's Problem," The Magazine of Business, vol. 52 (1927), p. 182.
Keywords: Absence_quotes Fear_quotes Future_quotes Veneration_quotes Past_quotes Failure_quotes Limitation_quotes Activity_quotes Opportunity_quotes Intelligence_quotes Disgrace_quotes Shame_quotes Suggestion_quotes Progress_quotes

Milton_Friedman

Positive Knowledge

“In both social and natural sciences, the body of positive knowledge grows by the failure of a tentative hypothesis to predict phenomena the hypothesis professes to explain; by the patching up of that hypothesis until someone suggests a new hypothesis that more elegantly or simply embodies the troublesome phenomena, and so on ad infinitum. In both, experiment is sometimes possible, sometimes not (witness meteorology). In both, no experiment is ever completely controlled, and experience often offers evidence that is the equivalent of controlled experiment. In both, there is no way to have a self-contained closed system or to avoid interaction between the observer and the observed. The Gödel theorem in mathematics, the Heisenberg uncertainty principle in physics, the self-fulfilling or self-defeating prophecy in the social sciences all exemplify these limitations.”
  • Source: Milton Friedman, Inflation and Unemployment (1976), 348
Keywords: Society_quotes Nature_quotes Science_quotes Knowledge_quotes Failure_quotes Tentative_quotes Hypothesis_quotes Prediction_quotes Phenomena_quotes Explanation_quotes Elegant_quotes Infinity_quotes Experiment_quotes Meteorology_quotes Control_quotes Evidence_quotes Equal_quotes Closed_quotes System_quotes Avoidance_quotes Interaction_quotes Observation_quotes Measurement_quotes Uncertainty_quotes Mathematics_quotes Principle_quotes Physics_quotes Self-Fulfill_quotes Self-Defeat_quotes Prophecy_quotes Limitation_quotes Positive_quotes Grow_quotes Suggest_quotes Troublesome_quotes Gödel(topic)_quotes Heisenberg(topic)_quotes

Gordon_Glegg

Engineers and Designers Are Human

“Throughout this book we have talked about 'designers' and 'engineers' and sought, by analysing their work, to find general and helpful maxims. But there is a danger in doing this, for we may forget that a 'designer' or 'engineer' is first and foremost a human being. A human being who designs or engineers has, in addition, a wide range of complicated and interacting emotions. It is easy to become emotionally involved in a new invention and so resent criticism of it even when that criticism, if heeded, would turn a failure into a success. Confidence may be blinded by conceit or undermined by an inferiority complex. History has shown that many new inventions were not inventions at all; they were re-inventions. The idea was not new but the determination to press through with it was. Character is the foundation of ability. Develop as large a safety margin as you can against such things as laziness, impatience, prejudice and arrogance and all the other human failings that inhibit constructive achievement in all spheres, especially that of creative engineering design.”
  • Source: Glegg, G. L. (1969). The Design of Design. Cambridge, UK: Cambridge University Press. ISBN: 978-0-511-79996-9. Chapter 6, page 92.
Keywords: Design_quotes Engineering_quotes Work_quotes Maxim_quotes Danger_quotes Forget_quotes Humanity_quotes Complexity_quotes Emotion_quotes Invention_quotes Criticism_quotes Resentment_quotes Failure_quotes Success_quotes Confidence_quotes Conceit_quotes Inferior_quotes History_quotes Idea_quotes Determination_quotes Character_quotes Ability_quotes Safe_quotes Lazy_quotes Impatience_quotes Prejudice_quotes Arrogance_quotes Achievement_quotes Sphere_quotes Creativity_quotes Analyze_quotes Human_quotes Interacting_quotes Heed_quotes Blind_quotes Reinvention_quotes Inhibit_quotes Constructive_quotes

Joseph_Heller

Lousy Earth

“What a lousy earth! He wondered how many people were destitute that same night even in his own prosperous country, how many homes were shanties, how many husbands were drunk and wives socked, and how many children were bullied, abused or abandoned. How many families hungered for food they could not afford to buy? How many hearts were broken? How many suicides would take place that same night, how many people would go insane? How many cockroaches and landlords would triumph? How many winners were losers, successes failures, rich men poor men? How many wise guys were stupid? How many happy endings were unhappy endings? How many honest men were liars, brave men cowards, loyal men traitors, how many sainted men were corrupt, how many people in positions of trust had sold their souls to blackguards for petty cash, how many had never had souls? How many straight-and-narrow paths were crooked paths? How many best families were worst families and how many good people were bad people? When you added them all up and then subtracted, you might be left with only the children, and perhaps with Albert Einstein and an old violinist or sculptor somewhere.”
  • Source: Heller, Joseph. 'Catch-22: 50th Anniversary Edition'. Chapter 39 'The Eternal City', page 483. Simon & Schuster. Kindle Edition.
Keywords: Lousy_quotes Earth_quotes Wonder_quotes People_quotes Destitute_quotes Night_quotes Country_quotes Home_quotes Shanty_quotes Husband_quotes Drunk_quotes Wife_quotes Socked_quotes Children_quotes Bully_quotes Abuse_quotes Abandoned_quotes Family_quotes Hungry_quotes Food_quotes Afford_quotes Buy_quotes Heart_quotes Broken_quotes Suicide_quotes Insanity_quotes Cockroach_quotes Landlord_quotes Triumph_quotes Win_quotes Lose_quotes Success_quotes Failure_quotes Rich_quotes Poor_quotes Men_quotes Wise_quotes Stupid_quotes Happy_quotes Ending_quotes Honest_quotes Liar_quotes Brave_quotes Coward_quotes Loyal_quotes Traitor_quotes Saint_quotes Corrupt_quotes Position_quotes Trust_quotes Sell_quotes Soul_quotes Blackguards_quotes Petty_quotes Cash_quotes Straight_quotes Narrow_quotes Crooked_quotes Path_quotes Good_quotes Bad_quotes Addition_quotes Subtraction_quotes Einstein(topic)_quotes Old_quotes Violin_quotes Sculptor_quotes

John_Maynard_Keynes

Slow Progress

“From the earliest times of which we have record — back, say, to two thousand years before Christ [BCE 2000] down to the beginning of the eighteenth century [CE 1700] — there was no very great change in the standard of life of the average man living in the civilised centres of the earth... This slow rate of progress, or lack of progress, was due to two reasons — to the remarkable absence of important technical improvements and to the failure of capital to accumulate.”
  • Source: From the Essay “Economic Possibilities for our Grandchildren” written by John Maynard Keynes in 1930. Included in the book “Essays in Persuasion” edited by John Maynard Keynes and published by W. W. Norton & Company in 1963.
Keywords: Early_quotes Time_quotes Record_quotes Ancient_quotes Century_quotes Pre-industrial_quotes Industrial_quotes Change_quotes Standard_quotes Life_quotes Living_quotes Civilization_quotes Center_quotes Earth_quotes Slow_quotes Rate_quotes Progress_quotes Lack_quotes Due_quotes Causality_quotes Reason_quotes Remarkable_quotes Absence_quotes Important_quotes Technology_quotes Improvement_quotes Failure_quotes Capital_quotes Accumulate_quotes

Alexander_Kossiakoff et al.

Skeptical Positive Thinking

"The Power of Skeptical Positive Thinking... is meant to capture an important characteristic of successful systems engineering. The skeptical part is important to temper the traditional optimism of the design specialist regarding the probability of success of a chosen design approach. It is the driving force for the insistence of validation of the approach selected at the earliest possible opportunity. The other dimension of skepticism, which is directly related to the characteristic of positive thinking, refers to the reaction in the face of failure or apparent failure of a selected technique or design approach. Many design specialists who encounter an unexpected failure are plunged into despair. The systems engineer, on the other hand, cannot afford the luxury of hand wringing."
  • Source:Kossiakoff, Alexander; Sweet, William N.; Seymour, Samuel J.; Biemer, Steven M.. 'Systems Engineering Principles and Practice'. 2011. Wiley. Kindle Edition. Section 1.6 page 23.
Keywords: Power_quotes Skepticism_quotes Positive_quotes Thinking_quotes Importance_quotes Success_quotes System_quotes Engineering_quotes Optimism_quotes Design_quotes Specialization_quotes Probability_quotes Validation_quotes Early_quotes Opportunity_quotes Failure_quotes Despair_quotes Luxury_quotes Characteristic_quotes Drive_quotes Force_quotes Insist_quotes Approach_quotes Select_quotes Dimension_quotes Direct_quotes Relate_quotes Reaction_quotes Face_quotes Apparent_quotes Technique_quotes Encounter_quotes Unexpected_quotes Plunge_quotes Afford_quotes Hand_quotes Wring_quotes

Michael_Sean_Mahoney

Software Crisis and Software Engineering

“Let me say a bit more about the ‘software crisis’. It emerged in the late 1960s as an increasing number of large projects experienced large cost overruns, missed deadlines and failures to meet specifications. Some had to be canceled altogether. One response was calls for a discipline of ‘software engineering’”
  • Source: Michael S. Mahoney in a paper entitled The Histories of Computing(s). Published 2005 in Interdisciplinary Science Reviews, volume 30, number 2, pages 119–135. DOI: 10.1179/030801805X25927.
Keywords: Software_quotes Crisis_quotes Project_quotes Experience_quotes Cost_quotes Overrun_quotes Deadline_quotes Failure_quotes Specification_quotes Requirements_quotes Cancel_quotes Software_Engineering_quotes Engineering_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

Alan_Perlis

Failure and Success

“Dealing with failure is easy: Work hard to improve. Success is also easy to handle: You've solved the wrong problem. Work hard to improve.”
Keywords: Deal_quotes Failure_quotes Easy_quotes Work_quotes Hard_quotes Improve_quotes Success_quotes Handle_quotes Solution_quotes Wrong_quotes Problem_quotes Requirements_quotes

Robert_M_Pirsig

An Experiment is Never a Failure

“An experiment is never a failure solely because it fails to achieve predicted results. An experiment is a failure only when it also fails adequately to test the hypothesis in question, when the data it produces don’t prove anything one way or another.”
  • Source: Zen and the Art of Motorcycle Maintenance: An Inquiry Into Values (1974), 102.
Keywords: Experiment_quotes Failure_quotes Achievement_quotes Prediction_quotes Result_quotes Adequate_quotes Testing_quotes Hypothesis_quotes Question_quotes Data_quotes Produce_quotes Proof_quotes Inconclusive_quotes Way_quotes

Karl_Popper

Soothsayer Trick

“It is a typical soothsayer's trick to predict things so vaguely that the predictions can hardly fail: that they become irrefutable.”
Keywords: Typical_quotes Soothsayer_quotes Trick_quotes Prediction_quotes Vagueness_quotes Failure_quotes Irrefutability_quotes Falsification_quotes

Rittel_and_Webber

Wicked Problems

“The search for scientific bases for confronting problems of social policy is bound to fail, because of the nature of these problems. They are 'wicked' problems, whereas science has developed to deal with 'tame' problems.”
Keywords: Search_quotes Science_quotes Base_quotes Confront_quotes Problem_quotes Society_quotes Policy_quotes Bounding_quotes Failure_quotes Nature_quotes Wicked_quotes Deal_quotes Tame_quotes

Bertrand_Russell

Coherence

“It is said that the mark of falsehood is failure to cohere in the body of our beliefs, and that it is the essence of a truth to form part of the completely rounded system which is The Truth.”
  • Source: Bertrand Russell, (1912), In the book entitled “The Problems of Philosophy” by Bertrand Russell. Second edition published in 1998 (originally published in 1912) by Oxford University Press, Oxford, England. Chapter 12. ISBN 978-0-19-285423-0. Online at <https://www.gutenberg.org/ebooks/5827> retrieved 2022.
Keywords: Mark_quotes Falsehood_quotes Failure_quotes Coherence_quotes Body_quotes Belief_quotes Essence_quotes Truth_quotes Form_quotes Part_quotes Complete_quotes Round_quotes System_quotes

Theodore_Roosevelt

Hard to Fail

“It is hard to fail, but it is worse never to have tried to succeed.”
  • Source: Theodore Roosevelt, governor of New York, speech before the Hamilton Club, Chicago, Illinois, April 10, 1899.—The Strenuous Life (vol. 13 of The Works of Theodore Roosevelt, national ed.), chapter 1, p. 320 (1926).
Keywords: Hard_quotes Failure_quotes Worse_quotes Try_quotes Success_quotes Attempt_quotes

Alfred_Tarski

Adequate Truth Definition

“Therefore we can say — considering the failure of previous attempts — that at present we can construct no correct and materially adequate definition of truth for the language under consideration.”
Keywords: Say_quotes Consider_quotes Failure_quotes Previous_quotes Attempt_quotes Present_quotes Construct_quotes Correct_quotes Material_quotes Adequate_quotes Definition_quotes Truth_quotes Language_quotes Under_quotes Consider_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

Gerald_Weinberg

Knowledge Came Slowly

“In ages past, the knowledge came very slowly, and one man in his life was not likely to see much change other than that wrought by nature. The controlled incorporation of arsenic into copper to make bronze took several thousand years to develop; the substitution of tin for the more dangerous arsenic took another thousand or two. In our modern age, laboratories turn out an alloy a day, or more, with properties made to order. The alloying of metals led to the rise and fall of civilizations, but the changes were too slow to be appreciated. A truer blade meant victory over the invaders, but changes were local and slow enough to be absorbed by a million tiny adjustments without destroying the species. With an alloy a day, we can no longer be sure. Science and engineering have been the catalysts for the unprecedented speed and magnitude of change. The physicist shows us how to harness the power of the nucleus; the chemist shows us how to increase the quantity of our food; the geneticist shows us how to improve the quality of our children. But science and engineering have been unable to keep pace with the second-order effects produced by their first-order victories. The excess heat from the nuclear generator alters the spawning pattern of fish, and, before adjustments can be made, other species have produced irreversible changes in the ecology of the river and its borders. The pesticide eliminates one insect only to the advantage of others that may be worse, or the herbicide clears the rain forest for farming, but the resulting soil changes make the land less productive than it was before. And of what we are doing to our progeny, we still have only ghastly hints. Some have said the general systems movement was born out of the failures of science, but it would be more accurate to say the general systems approach is needed because science has been such a success. Science and technology have colonized the planet, and nothing in our lives is untouched. In this changing, they have revealed a complexity with which they are not prepared to deal. The general systems movement has taken up the task of helping scientists unravel complexity, technologists to master it, and others to learn to live with it.”
  • Source: Weinberg, Gerald (2011-04-07). An Introduction to General Systems Thinking (Kindle Locations 264-267). Weinberg & Weinberg. Kindle Edition.
Keywords: History_quotes Knowledge_quotes Slow_quotes Humanity_quotes Life_quotes Change_quotes Nature_quotes Arsenic_quotes Copper_quotes Bronze_quotes Technology_quotes Tin_quotes Metal_quotes Laboratory_quotes Property_quotes On_Demand_quotes Rise_quotes Fall_quotes Civilization_quotes Appreciation_quotes Victory_quotes Blade_quotes Invader_quotes Adjustment_quotes Species_quotes Science_quotes Engineering_quotes Catalyst_quotes Speed_quotes Physics_quotes Chemistry_quotes Food_quotes Genetics_quotes Quality_quotes Children_quotes Effect_quotes Heat_quotes Fish_quotes Irreversible_quotes Ecology_quotes River_quotes Pesticide_quotes Insect_quotes Herbicide_quotes Forest_quotes Farming_quotes Soil_quotes Productivity_quotes Progeny_quotes System_quotes Failure_quotes Accuracy_quotes Colonize_quotes Planet_quotes Earth_quotes Complexity_quotes Preparation_quotes Man_quotes Nucleus_quotes Quantity_quotes Second-order_quotes First-order_quotes Nuclear_quotes Generator_quotes Alter_quotes Spawn_quotes Pattern_quotes Border_quotes Eliminate_quotes Advantage_quotes Worse_quotes Rain_quotes Land_quotes Ghastly_quotes Hint_quotes General_quotes Approach_quotes Success_quotes Accurate_quotes Say_quotes Untouch_quotes Reveal_quotes Master_quotes Learn_quotes

T_H_White

Learning Cure for Sadness

“‘The best thing for being sad,’ replied Merlyn, beginning to puff and blow, ‘is to learn something. That is the only thing that never fails. You may grow old and trembling in your anatomies, you may lie awake at night listening to the disorder of your veins, you may miss your only love, you may see the world about you devastated by evil lunatics, or know your honour trampled in the sewers of baser minds. There is only one thing for it then — to learn. Learn why the world wags and what wags it. That is the only thing which the mind can never exhaust, never alienate, never be tortured by, never fear or distrust, and never dream of regretting. Learning is the thing for you. Look at what a lot of things there are to learn — pure science, the only purity there is. You can learn astronomy in a lifetime, natural history in three, literature in six. And then, after you have exhausted a milliard lifetimes in biology and medicine and theocriticism and geography and history and economics — why, you can start to make a cartwheel out of the appropriate wood, or spend fifty years learning to begin to learn to beat your adversary at fencing. After that you can start again on mathematics, until it is time to learn to plough.’”
  • Source: White, T. H. (2011). The Once and Future King | 1939. New York, NY: Penguin. ISBN 9781101657546.
Keywords: Best_quotes Sad_quotes Begin_quotes Puff_quotes Blow_quotes Learning_quotes Failure_quotes Grow_quotes Old_quotes Tremble_quotes Anatomy_quotes Lie_quotes Awake_quotes Night_quotes Listening_quotes Disorder_quotes Vein_quotes Miss_quotes Love_quotes See_quotes World_quotes Devastate_quotes Evil_quotes Honor_quotes Trample_quotes Sewer_quotes Base_quotes Mind_quotes Why_quotes Wag_quotes Exhaust_quotes Alienate_quotes Torture_quotes Fear_quotes Distrust_quotes Dreaming_quotes Regret_quotes Look_quotes Pure_quotes Science_quotes Astronomy_quotes Lifetime_quotes Natural_quotes History_quotes Literature_quotes Biology_quotes Medicine_quotes Theocriticism_quotes Geography_quotes Economics_quotes Start_quotes Cartwheel_quotes Appropriate_quotes Wood_quotes Beat_quotes Adversary_quotes Fencing_quotes Mathematics_quotes Time_quotes Plow_quotes

Shoshana_Zuboff

Technology Leadership

“The questions that we face today are finally about leadership. Will there be leaders who are able to recognize the historical moment and the choices it presents? Will they find ways to create the organizational conditions in which new visions, new concepts, and a new language of workplace relations can emerge? Will they be able to create organizational innovations that can exploit the unique capacities of the new technology and thus mobilize their organization's productive potential to meet the heightened rigors of global competition? Will there be leaders who understand the crucial role that human beings from each organizational stratum can play in adding value to the production of goods and services? If not, we will be stranded in a new world with old solutions. We will suffer through the unintended consequences of change, because we have failed to understand this technology and how it differs from what came before.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 12. ISBN:0465032125.
Keywords: Technology_quotes Leadership_quotes History_quotes Choice_quotes Organization_quotes Vision_quotes Innovation_quotes Workplace_quotes Language_quotes Exploitation_quotes Potential_quotes Competition_quotes Global_quotes Human_Resources_quotes Production_quotes Goods_quotes Services_quotes World_quotes Obsolescence_quotes Change_quotes Suffering_quotes Stranded_quotes Consequence_quotes Unintentional_quotes Failure_quotes Understanding_quotes Differences_quotes Question_quotes Today_quotes Present_quotes Find_quotes Create_quotes Condition_quotes Concept_quotes Relation_quotes Emerge_quotes Unique_quotes Capability_quotes New_quotes Mobilize_quotes Height_quotes Rigor_quotes Leader_quotes Crucial_quotes Role_quotes Human_quotes Stratum_quotes Play_quotes Add_quotes Value_quotes Old_quotes Solution_quotes
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