Function quotes

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William_Ian_Beardmore_Beveridge

Clues and Evidence

“While playing the part of the detective the investigator follows clues, but having captured his alleged fact, he turns judge and examines the case by means of logically arranged evidence. Both functions are equally essential but they are different.”
  • Source: W. I. B. Beveridge in his book ‘In The Art of Scientific Investigation’ published in 1950 and 1957, page 92.
Keywords: Investigation_quotes Fact_quotes Examination_quotes Logic_quotes Evidence_quotes Play_quotes Detective_quotes Follow_quotes Clue_quotes Arrange_quotes Function_quotes Equal_quotes Essential_quotes Different_quotes

Robert_N_Britcher

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

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

Peter_Drucker

Functioning Society or Tyranny

“We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.”
  • Source: Drucker, P. F. (1942). The Future of Industrial Man. Page 96. DOI: 10.4324/9781315132143.
Keywords" Alternative_quotes Build_quotes Function_quotes Industry_quotes Society_quotes Anarchy_quotes Tyranny_quotes Freedom_quotes

Henry_Ford

Capital

“Capital that is not constantly creating more and better jobs is more useless than sand. Capital that is not constantly making conditions of daily labour better and the reward of daily labour more just, is not fulfilling its highest function. The highest use of capital is not to make more money, but to make money do more service for the betterment of life. Unless we in our industries are helping to solve the social problem, we are not doing our principal work.”
  • 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. Chapter XIII.
Keywords: Capital_quotes Create_quotes Constant_quotes Better_quotes Job_quotes Uselessness_quotes Sand_quotes Labor_quotes Justice_quotes Fulfill_quotes Function_quotes High_quotes Money_quotes Life_quotes Industry_quotes Society_quotes Problem_quotes Work_quotes Principal_quotes Reward_quotes Daily_quotes Service_quotes Help_quotes Solve_quotes

Mary_Hesse

Analogy or Model

“…one of the main functions of an analogy or model is to suggest extensions of the theory by considering extensions of the analogy, since more is known about the analogy than is known about the subject matter of the theory itself… A collection of observable concepts in a purely formal hypothesis suggesting no analogy with anything would consequently not suggest either any directions for its own development.”
  • Source: Mary B. Hesse, 'Operational Definition and Analogy in Physical Theories', British Journal for the Philosophy of Science (Feb 1952), 2, No. 8, 291.
Keywords: Function_quotes Analogy_quotes Model_quotes Theory_quotes Extension_quotes Subject_quotes Observation_quotes Hypothesis_quotes Direction_quotes

Bernardo_Kastrup

Inverting Materialism

“Here we have Jung completely inverting the logic of mainstream materialism: it’s the psychic function that creates, maintains, and modifies the organic structure, not the other way around.”
  • Source: From “Decoding Jung's Metaphysics: The Archetypal Semantics of an Experiential Universe”. Written by Bernardo Kastrup. Published by IFF Books, Washington DC. Kindle Edition. Page 78. Chapter 5.
Keywords: Jung(topic)_quotes Materialism_quotes Invert_quotes Logic_quotes Mainstream_quotes Psychic_quotes Function_quotes Create_quotes Maintain_quotes Modify_quotes Organic_quotes Structure_quotes Way_quotes

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.”
Keywords: Convention_quotes Wisdom_quotes View_quotes Individual_quotes Brain_quotes Cell_quotes Simplicity_quotes Switch_quotes Relay_quotes Find_quotes Neuron_quotes Ability_quotes Function_quotes Sophisticated_quotes Computer_quotes Neural_quotes

Alexander_Kossiakoff et al.

Systems Engineering Function

“The function of systems engineering is to guide the engineering of complex systems.”
  • Source: Kossiakoff, Alexander; Sweet, William N.; Seymour, Samuel J.; Biemer, Steven M.. Systems Engineering Principles and Practice. Wiley. 2011. Kindle Edition. Section 1.1. Page 3.
Keywords: Function_quotes System_quotes Engineering_quotes Complexity_quotes Guidance_quotes

Herbert_Simon

Markets and Coordination

“Markets aim to coordinate the decisions and behavior of multitudes of economic actors to guarantee that the quantity of brussels sprouts shipped to market bears some reasonable relation to the quantity that consumers will buy and eat, and that the price at which brussels sprouts can be sold bears a reasonable relation to the cost of producing them. Any society that is not a subsistence economy, but has substantial specialization and division of labor, needs mechanisms to perform this coordinative function. Markets are only one, however, among the spectrum of mechanisms of coordination on which any society relies. [central planning, bargaining and negotiation, business, government, education, balloting procedures]”
Keywords: Market_quotes Aim_quotes Coordination_quotes Decision_quotes Behavior_quotes Multitude_quotes Economics_quotes Actor_quotes Guarantee_quotes Quantity_quotes Brussels_Sprount_quotes Market_quotes Reason_quotes Relational_quotes Consumer_quotes Buy_quotes Eat_quotes Price_quotes Sell_quotes Cost_quotes Production_quotes Society_quotes Subsistence_quotes Economy_quotes Substance_quotes Specialization_quotes Division_quotes Labor_quotes Mechanism_quotes Performance_quotes Function_quotes Spectrum_quotes Reliance_quotes Centralization_quotes Plan_quotes Bargin_quotes Negotiation_quotes Business_quotes Government_quotes Education_quotes Ballot_quotes Procedure_quotes

Organization and Market Economy

“The economic units in capitalist societies are mostly business firms, which are themselves hierarchic organizations, some of enormous size, that make almost negligible use of markets in their internal functioning. Roughly eighty percent of the human economic activity in the American economy, usually regarded as almost the epitome of a "market" economy, takes place in the internal environments of business and other organizations and not in the external, between-organization environments of markets. To avoid misunderstanding, it would be appropriate to call such a society an organization-&-market economy; for in order to give an account of it we have to pay as much attention to organizations as to markets.”
Keywords: Economics_quotes Unit_quotes Capitalism_quotes Society_quotes Business_quotes Firm_quotes Hierarchy_quotes Organization_quotes Enormous_quotes Size_quotes Negligible_quotes Market_quotes Internal_quotes Function_quotes Human_quotes America_quotes Economy_quotes Epitome_quotes Environment_quotes External_quotes Understanding_quotes Appropriate_quotes Account_quotes Pay_quotes Attention_quotes

Long Definition of Design

“The ‘inner environment' of the design problem is represented by a set of given alternatives of action. The alternatives may be given in extenso: more commonly they are specified in terms of command variables that have defined domains. The ‘outer environment' is represented by a set of parameters, which may be known with certainty or only in terms of a probability distribution. The goals for adaptation of inner to outer environment are defined by a utility function a function, usually scalar, of the command variables and environmental parameters perhaps supplemented by a number of constraints (inequalities, say, between functions of the command variables and environmental parameters). The optimization problem is to find an admissible set of values of the command variables, compatible with the constraints, that maximize the utility function for the given values of the environmental parameters. (In the probabilistic case we might say, 'maximize the expected value of the utility function,' for instance, instead of 'maximize the utility function.')”
Keywords: Inner_quotes Environment_quotes Design_quotes Problem_quotes Representation_quotes Set_quotes Alternative_quotes Action_quotes Extenso_quotes Common_quotes Specification_quotes Term_quotes Command_quotes Variable_quotes Definition_quotes Domain_quotes Outer_quotes Parameter_quotes Knowledge_quotes Certainty_quotes Probability_quotes Distribution_quotes Goal_quotes Adaptation_quotes Utility_quotes Function_quotes Scalar_quotes Supplement_quotes Number_quotes Constraint_quotes Maximum_quotes Value_quotes Compatibility_quotes Case_quotes Expectation_quotes Inequality_quotes Optimization_quotes Admissible_quotes

Design Paradox

“A paradoxical, but perhaps realistic, view of design goals is that their function is to motivate activity which in turn will generate new goals.”
Keywords: Paradox_quotes Realism_quotes View_quotes Design_quotes Goal_quotes Function_quotes Motivation_quotes Activity_quotes Turn_quotes Generation_quotes

John_Archibald_Wheeler

It And Bit

“Every it - every particle, every field of force, even the spacetime continuum itself - derives its function, its meaning, its very existence entirely - even if in some contexts indirectly - from the ... answers to yes-or-no questions, binary choices, bits.”
  • Source: John Archibald Wheeler from a paper entitled ‘Information, physics, quantum: The search for links’, included in Proceedings of the Third International Symposium on the Foundations of Quantum Mechanics. Tokyo, Japan. 1989.
Keywords: It_quotes Bit_quotes Every_quotes Particle_quotes Field_quotes Force_quotes Spacetime_quotes Continuum_quotes Derive_quotes Function_quotes Meaning_quotes Existence_quotes Entire_quotes Context_quotes Indirect_quotes Answer_quotes Yes_quotes No_quotes Binary_quotes Choice_quotes

Shoshana_Zuboff

Life at the Data Interface

“Life at the data interface invites the worker into the abstract precincts of managerial work. It provides access to a broader view of the business as well as a deepened understanding of one's tasks and their role in the wider sphere of organizational functions. When work becomes synonymous with responsiveness to data, it engenders inquiry and dialogue, thus opening the way for workers to envision new possibilities and fresh alternatives to the reigning definitions of process, product, and organization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 301. ISBN:0465032125.
Keywords: Life_quotes Data_quotes Interface_quotes Work_quotes Organization_quotes Function_quotes Responsive_quotes Inquiry_quotes Dialogue_quotes Possibility_quotes Alternative_quotes Definition_quotes Process_quotes Product_quotes Invite_quotes Worker_quotes Abstract_quotes Precinct_quotes Management_quotes Provide_quotes Access_quotes Broad_quotes View_quotes Business_quotes Deep_quotes Understand_quotes Task_quotes Role_quotes Sphere_quotes Wide_quotes Synonymous_quotes Engender_quotes Open_quotes Way_quotes Envision_quotes Reign_quotes

Skill and Effort

“These twin functions of the body -- as a source of skill and as a source of efforts -- complicated the way in which employers confronted the problems of labor discipline and the speed with which they invested in labor-saving technology, just as they complicated workers' responses to that technology.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 36. ISBN:0465032125.
Keywords: Body_quotes Skill_quotes Effort_quotes Employment_quotes Labor_quotes Technology_quotes Worker_quotes Work_quotes Automation_quotes Twin_quotes Function_quotes Source_quotes Complicated_quotes Way_quotes Problem_quotes Confront_quotes Discipline_quotes Speed_quotes Invest_quotes Response_quotes

Automation and Labor

“Perhaps the most compelling reality that drives managers to a narrowly conceived emphasis on automation is the web of economic logic in which they must operate. Frequently, new expenditures for technology can be justified only as a capital substitution for labor. It is often assumed that whatever was provided by the human contributor can be transferred to the automatic functioning of the machine system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 248. ISBN:0465032125.
Keywords: Management_quotes Automation_quotes Labor_quotes Economics_quotes Logic_quotes Technology_quotes Expenditure_quotes Cost_quotes Justification_quotes Capital_quotes Skill_quotes Knowledge_quotes Compelling_quotes Reality_quotes Drive_quotes Narrow_quotes Conceive_quotes Emphasis_quotes Web_quotes Operate_quotes Frequent_quotes Substitution_quotes Human_quotes Contributor_quotes Transfer_quotes Function_quotes Machine_quotes System_quotes

Manager Panic

“People at every organizational level -- managers, engineers, and operators -- each spent a good deal of time speculating on the sources of this dynamic and its ultimate consequences. One top manager maintained that the core of the problem was the lack of an alternative to the traditional managerial function. ‘The problem is that managers don't have skills and knowledge or a vision of their new role. They are asking, What is going to happen to me? And so they are in a panic.'”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 251. ISBN:0465032125.
Keywords: People_quotes Organization_quotes Hierarchy_quotes Consequence_quotes Tradition_quotes Skill_quotes Knowledge_quotes Vision_quotes Uncertainty_quotes Panic_quotes Level_quotes Manager_quotes Engineer_quotes Operator_quotes Time_quotes Speculate_quotes Source_quotes Dynamic_quotes Ultimate_quotes Top_quotes Maintain_quotes Core_quotes Problem_quotes Lack_quotes Alternative_quotes Function_quotes Role_quotes Happen_quotes

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.
Keywords: Panopticon_quotes Management_quotes Certainty_quotes Information_quotes Subordinate_quotes Opportunity_quotes Learning_quotes Improvement_quotes Performance_quotes Data_quotes Surveillance_quotes Behavior_quotes Evidence_quotes Irregularity_quotes Discovery_quotes Coaching_quotes Alignment_quotes Acceptability_quotes Standards_quotes Possibility_quotes Foolproof_quotes Convention_quotes Technology_quotes Reliance_quotes Dependency_quotes Validity_quotes Quality_quotes Reciprocal_quotes Relationship_quotes Condition_quotes Reliability_quotes Enhance_quotes Accelerate_quotes Overview_quotes System_quotes Survey_quotes Wide_quotes Range_quotes Source_quotes Help_quotes Realign_quotes Acceptable_quotes Manager_quotes Interest_quotes Context_quotes Conventional_quotes Rely_quotes Valid_quotes Information_quotes Quality_quotes Receive_quotes Function_quotes Relationship_quotes Establish_quotes Contrast_quotes Informate_quotes

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.
Keywords: Intellectualism_quotes Skill_quotes Circle_quotes Organization_quotes Resource_quotes Management_quotes Quality_quotes Database_quotes Data_quotes Base_quotes Precious_quotes Role_quotes Function_quotes Enhance_quotes Member_quotes Concentric_quotes Central_quotes Core_quotes Electronic_quotes
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