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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

Steven_Pinker

Two Modes of Thinking

“People think in two modes. They can form fuzzy stereotypes by uninsightfully soaking up correlations among properties, taking advantage of the fact that things in the world tend to fall into clusters (things that bark also bite and lift their legs at hydrants). But people can also create systems of rules — intuitive theories — that define categories in terms of the rules that apply to them, and that treat all the members of the category equally.”
  • Source: Steven Pinker (1997). How the Mind Works. New York, NY: W. W. Norton. ISBN 978-0-393-06973-0; eISBN 978-0-393-06973-0. Chapter 2 Section: Connectoplasm.
Keywords: People_quotes Thinking_quotes Mode_quotes Form_quotes Fuzzy_quotes Stereotype_quotes Uninsightful_quotes Soak_quotes Correlation_quotes Property_quotes Advantage_quotes Fact_quotes World_quotes Tendency_quotes Fall_quotes Cluster_quotes Bark_quotes Bite_quotes Leg_quotes Hydrant_quotes Create_quotes System_quotes Rule_quotes Intuition_quotes Definition_quotes Category_quotes Term_quotes Apply_quotes Treat_quotes Member_quotes Equal_quotes

Michael_Polanyi

Vast Knowledge First and Second Hand

“Nobody knows more than a tiny fragment of science well enough to judge its validity and value at first hand. For the rest he has to rely on views accepted at second hand on the authority of a community of people accredited as scientists. But this accrediting depends in its turn on a complex organization. For each member of the community can judge at first hand only a small number of his fellow members, and yet eventually each is accredited by all. What happens is that each recognizes as scientists a number of others by whom he is recognized as such in return, and these relations form chains which transmit these mutual recognitions at second hand through the whole community. This is how each member becomes directly or indirectly accredited by all. The system extends into the past. Its members recognize the same set of persons as their masters and derive from this allegiance a common tradition, of which each carries on a particular strand.”
  • Source: Michael Polanyi, Personal Knowledge (1958), 163.
Keywords: Vast_quotes Knowledge_quotes Tiny_quotes Fragment_quotes Accredit_quotes Dependence_quotes Turn_quotes Complexity_quotes Organization_quotes Member_quotes Community_quotes Science_quotes Judgment_quotes Validity_quotes Value_quotes First-Hand_quotes Reliance_quotes View_quotes Acceptance_quotes Second-Hand_quotes Authority_quotes People_quotes Scientist_quotes Number_quotes Small_quotes Fellow_quotes Eventual_quotes Recognition_quotes Return_quotes Relationship_quotes Chain_quotes Transmit_quotes Mutual_quotes Direct_quotes Indirect_quotes System_quotes Extend_quotes Past_quotes Master_quotes Derive_quotes Allegiance_quotes Common_quotes Tradition_quotes Carry_quotes Particular_quotes Strand_quotes

Gerald_Weinberg

True Consensus on Group Goals

“To achieve true consensus on group goals, there is no better method than having the group set the goals itself... To be sure, not every programming team can be permitted to set whatever goals it happens to fancy at any moment. A team is usually constituted to accomplish some task which has probably been set down before the team was even assembled. But programming tasks are not usually specified too precisely until much later than team formation, so that unless the upper management is very overbearing, much meaningful and interesting goal setting can be done by the team members in concert. The greatest danger is the manager who has come up through the programming ranks and wants to define every bit and byte before the team even sees the problem. Nothing is more sure to dampen the team enthusiasm and make them feel that they are 'mere coders... Of course, it is best if each team can have a single clearly defined goal, but the world is seldom so simple... When a team is not fully apprised of the emphasis to be placed on each factor, the members of that team may very well be working at cross purposes.”
  • Source: Chapter 5. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: True_quotes Achievement_quotes Consensus_quotes Group_quotes Goal_quotes Methodology_quotes Empowerment_quotes Programming_quotes Team_quotes Assignment_quotes Task_quotes Precision_quotes Later_quotes Before_quotes Management_quotes Overbearing_quotes Meaning_quotes Cooperation_quotes Danger_quotes Rank_quotes PreSpecification_quotes Requirements_quotes Problem_quotes Enthusiasm_quotes Coder_quotes Mere_Coders_quotes Clarity_quotes Singleness_quotes World_quotes Simplicity_quotes Complexity_quotes Emphasis_quotes Factor_quotes Work_quotes Cross_Purpose_quotes Assemble_quotes Interesting_quotes Concert_quotes Define_quotes Dampen_quotes Feel_quotes Member_quotes Cross_quotes Purpose_quotes

Technical Leaders

“Leadership, in the sense that social scientists use it, means the ability to influence people. Programmers, being people who tend to value creative work and professional competence, tend to put their stock in people whom they perceive to be good at the things they do. Thus, it is easier to exert leadership over — to influence — programmers by being a soft-spoken programming wizard than by being the world's fastest-talking salesman. When nonprogramming leaders are brought in to be in charge of programming teams, trouble usually brews unless the appointed leader explicitly and implicitly recognizes his incapacity on technical matters. The very worst he can do — and this goes also for a former programmer who has lost touch with the field — is to try to match programming wits with the other members of the team. Although a team might come to respect a leader who openly admitted his programming inexperience, they could only come to ridicule one whose pretense at knowledge was revealed to be a sham.”
  • Source: Chapter 5. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: Technology_quotes Leadership_quotes Society_quotes Science_quotes Sociology_quotes Ability_quotes Influence_quotes People_quotes Creativity_quotes Professional_quotes Competence_quotes Trust_quotes Good_quotes Skill_quotes Wizard_quotes Programming_quotes Fast_quotes Talking_quotes Salesman_quotes Humility_quotes Respect_quotes Team_quotes Experience_quotes Ridicule_quotes Pretense_quotes Knowledge_quotes Revealing_quotes Sham_quotes Programmer_quotes Stock_quotes Perceive_quotes Soft_quotes Spoken_quotes World_quotes Nonprogramming_quotes Brought_quotes Charge_quotes Trouble_quotes Brew_quotes Appoint_quotes Explicitly_quotes Implicitly_quotes Recognize_quotes Incapacity_quotes Worse_quotes Former_quotes Lost_quotes Touch_quotes Field_quotes Try_quotes Match_quotes Wit_quotes Member_quotes Admit_quotes Inexperience_quotes

Authoritarian Team

“In the authoritarian team, to the extent that all work is organized through and guarded exclusively by the leader, holes are left when a member leaves. Only the leader has the necessary information to make the new division of labor among the remaining members. If the leader is busy or away, the loss of a member can be a disaster.”
  • Source: Chapter 5. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: Authority_quotes Team_quotes Work_quotes Centralization_quotes Turnover_quotes Leadership_quotes Information_quotes Labor_quotes Disaster_quotes Extent_quotes Organize_quotes Guard_quotes Exclusive_quotes Hole_quotes Member_quotes Leave_quotes Necessary_quotes Division_quotes Remain_quotes Busy_quotes Away_quotes Loss_quotes

Shoshana_Zuboff

Authority is the Spiritual Dimension of Power

“Authority is the spiritual dimension of power because it depends upon faith in a system of meaning that decrees the necessity of the hierarchical order and so provides for the unity of imperative control. Authority requires collective participation in a system of meaning that extends beyond the immediate context, beyond those who command or obey, and reaches into the domain of transcendent values. Members of a hierarchical order are linked together through allegiance to or faith in a common belief system, and every action that ensures the smooth exercise of imperative control refers back to, and expresses the bonds one has with, some fundamental source of meaning.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 222. ISBN:0465032125.
Keywords: Authority_quotes Spirituality_quotes Power_quotes Faith_quotes Belief_quotes Meaning_quotes System_quotes Hierarchy_quotes Order_quotes Unity_quotes Cooperation_quotes Participation_quotes Allegiance_quotes Tribalism_quotes Transcendent_quotes Values_quotes Bonding_quotes Religion_quotes Dimension_quotes Depend_quotes Necessity_quotes Provide_quotes Imperative_quotes Control_quotes Collective_quotes Immediate_quotes Context_quotes Command_quotes Obey_quotes Reach_quotes Domain_quotes Member_quotes Link_quotes Together_quotes Common_quotes Action_quotes Ensure_quotes Smooth_quotes Exercise_quotes Express_quotes Bond_quotes Fundamental_quotes Source_quotes

Information and Automating

“To the extent that technology is used only to intensify the automaticity of work, it can reduce skill levels and dampen the urge toward more participatory and decentralized forms of management... However, this approach cannot exploit the unique power of an informating technology. In contrast, an approach to technology deployment that emphasizes its informating capacity uses technology to do far more than routinize, fragment, or eliminate jobs. It uses the new technology to increase the intellectual content of work at virtually every organizational level, as the ability to decipher explicit information and make decisions informed by that understanding becomes broadly distributed among organizational members.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 243. ISBN:0465032125.
Keywords: Informating_quotes Information_quotes Technology_quotes Automation_quotes Skill_quotes Deskilling_quotes Participation_quotes Decentralization_quotes Management_quotes Work_quotes Intensity_quotes Exploitation_quotes Elimination_quotes Employment_quotes Deployment_quotes Job_quotes Intellectualism_quotes Organization_quotes Decision_quotes Explicit_quotes Understanding_quotes Comprehension_quotes Distributed_quotes Empowerment_quotes Extent_quotes Intensify_quotes Reduce_quotes Dampen_quotes Urge_quotes Form_quotes Approach_quotes Exploit_quotes Unique_quotes Power_quotes Informate_quotes Emphasizes_quotes Capacity_quotes Far_quotes Routine_quotes Fragment_quotes Eliminate_quotes Increase_quotes Level_quotes Ability_quotes Decipher_quotes Broad_quotes Member_quotes

Panoptic Power

“This rendering of panoptic power reflects an important evolution of the original concept. It rests on a new collectivism in which ‘the many' view themselves and each views ‘the other.' Horizontal visibility is created even as vertical visibility is intensified. The model is less one of Big Brother than of a workplace in which each member is explicitly empowered as his or her fellow worker's keeper. Instead of a single omniscient overseer, this panopticon relies upon shared custodianship of data that reflect mutually enacted behavior. This new collectivism is an important antidote to the unilateral use of panoptic power, but it is not a trouble-free ideal. Horizontal transparency breeds new human dilemmas as well.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 351. ISBN:0465032125.
Keywords: Panopticon_quotes Power_quotes Importance_quotes Evolution_quotes Originality_quotes Conception_quotes Collectivism_quotes Other_quotes Tribalism_quotes Visibility_quotes Horizontal_quotes Vertical_quotes Model_quotes Surveillance_quotes Workplace_quotes Empowerment_quotes Omniscience_quotes Informant_quotes Supervision_quotes Custodian_quotes Data_quotes Behavior_quotes Antidote_quotes Unilateral_quotes Whistle_Blower_quotes Trouble_quotes Transparency_quotes Humanity_quotes Dilemma_quotes Render_quotes Reflect_quotes Many_quotes View_quotes Create_quotes Intensify_quotes Big_quotes Brother_quotes Member_quotes Explicit_quotes Keeper_quotes Overseer_quotes Rely_quotes Share_quotes Mutual_quotes Enact_quotes Collective_quotes Free_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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