Potential quotes

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Christopher_Wolfgang_Alexander

Negative Requirements

“If we think of the requirements from a negative point of view, as potential misfits, there is a simple way of picking a finite set. This is because it is through misfit that the problem originally brings itself to our attention.”

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.”

George_E_P_Box

Slow Progress

“History shows that the human animal has always learned but progress used to be very slow. This was because learning often depended on the chance coming together of a potentially informative event on the one hand and a perceptive observer on the other. Scientific method accelerated that process.”
  • Source: George E.P. Box, in the article ‘Total Quality: Its Origins and its Future’, published 1995 at the Center for Quality and Productivity Improvement.

Robert_N_Britcher

Requirements Testing

“Requirements testing is a subtle way of treating a nonlinear, unpredictable system as if it were a discrete symbol like a number or a word. The potential and the actual become muddled. Requirements are natural language statements, peppered in places with arithmetic. These are discrete and usually quite vague representations of the system as it might become. But the truth is that two teams writing requirements for the same system would describe them differently, and neither would get it quite right, simply because 'right' cannot be known until the system is built. ... Requirements testing is a little like trying to reduce crime in England by running a test for each line in the Magna Carta. In practice, rhetoric replaces the scientific method. As with mathematical proofs, the quest for 'true or not false' soon turns into a party - a not very cordial party - marked by endless debate over whether this sentence or that sentence has been verified by this moment of behavior or that.”
  • Source: Britcher, Robert N. (1999). The Limits of Software: People, Projects, and Perspectives. Reading, MA: Addison Wesley. ISBN 0-201-43323-0. Page 157.

Dwight_D_Eisenhower

Military-Industrial Complex

“In the councils of government, we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the military-industrial complex. The potential for the disastrous rise of misplaced power exists and will persist. We must never let the weight of this combination endanger our liberties or democratic processes. We should take nothing for granted. Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.”
  • Source: Dwight D. Eisenhower, Farewell address (17 January 1961).

Dedre_Gentner

Language and Analogy

“Language is necessary to realize the full potential of our analogical capacity.”
  • Source: Dedre Gentner in the academic paper entitled ‘Bootstrapping the mind: Analogical processes and symbol systems’, Cognitive Science, volume 34, issue 5, 2010, pages 752-775. DOI 10.1111/j.1551-6709.2010.01114.x

Eugene_Grace

Initiative

“The man who has in him the stuff of which success is made is never afraid to accept responsibilities; then, when he gets responsibility, he doesn't regard it lightly; nor does he ever seek to shirk the consequences or attempt to blame anyone else when anything goes wrong. My chief difficulty in building up our huge organization is to find men able and willing to take and discharge responsibilities. So many men can only go to the point of doing routine duties; when given tasks requiring initiative and readiness to shoulder responsibility, they continually run to the boss to get instructions. I am constantly on the lookout for fellows who are not afraid to use their own judgment, and, although they may make quite a few mistakes, yet they at least show executive potentialities... Of course there must be more than willingness to accept responsibility and to exercise initiative; willingness must be accompanied by ability, knowledge, and the judgment which can come only from having thoroughly mastered one's business.”

Carl_Jung

Unknown Potential

“Here and there it happened in my practice that a patient grew beyond himself because of unknown potentialities, and this became an experience of prime importance to me. I had learned in the meanwhile that the greatest and most important problems of life are all in a certain sense insoluble. They must be so because they express the necessary polarity inherent in every self-regulating system. They can never be solved, but only outgrown. I therefore asked myself whether this possibility of outgrowing, that is, further psychic development, was not the normal thing, and therefore remaining stuck in a conflict was what was pathological. Everyone must possess that higher level, at least in embryonic form, and in favorable circumstances must be able to develop this possibility.”

Arthur_Koestler

Evolution of the Brain

“It is entirely unprecedented that evolution should provide a species with an organ which it does not know how to use... But the evolution of man’s brain has so wildly overshot man’s immediate needs that he is still breathlessly catching up with its unexploited, unexplored possibilities.”
  • Source: Arthur Koestler, In The Ghost in the Machine (1967), p. 298-299.
  • Note: This is often seen paraphrased as “The evolution of the brain not only overshot the needs of prehistoric man, it is the only example of evolution providing a species with an organ which it does not know how to use”.

Abraham_Maslow

Selfhood

“...it is reasonable to assume in practically every human being... there is an active will towards health, an impulse towards growth, or toward the actualization of human potentialities. But at once we are confronted with the saddening realization that so few people make it. Only a small proportion of the human population get to the point of identity, or of selfhood, full humanness, self-actualization.”
  • Source: Abraham H. Maslow, ‘Farther Reaches of Human Nature’ (1971), ISBN 0140194703.

Alan_Perlis

Modularity

“Wherever there is modularity there is the potential for misunderstanding: Hiding information implies a need to check communication.”

Gerald_Weinberg

Think Well

“Most people don't think nearly as well as they could.”
  • Source: Weinberg, Gerald (2011-04-07). An Introduction to General Systems Thinking (Kindle Location 76). Weinberg & Weinberg. Kindle Edition.

Keywords: Thinking_quotes People_quotes Well_quotes Potential_quotes

Frederick_Winslow_Taylor

Average versus First Class Productivity

“That there is a difference between the average and the first class man is known to all employers, but that the first class man can do in most cases from two to four times as much is known to few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1346.

Shannon_Vallor

Imagination

“It is hard to envision someone entirely lacking in imagination who can still develop and express their full moral, intellectual, and creative potential.”
  • Source: From the book “The AI Mirror” by Shannon Vallor. Published 2024 by Oxford University Press. ISBN 978-0197759066. Chapter 3, page 67.

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.

The Panopticon

“The Panopticon was an architectural innovation developed by the moral philosopher Jeremy Bentham. In Foucault's view, it is both a sign of and metaphor for this new disciplinary society. Bentham extolled the Panopticon as a technological triumph capable of exploiting the productive potential of those who had flouted, thwarted, or otherwise escaped social authority. His initial targets were convicts and paupers, though he did not fail to see the potential usefulness of the Panopticon for students, asylum inmates, and workers. The architectural plan conceived by Bentham was first constructed by his brother Samuel, an engineer, in 1787 for a factory at Critchef in Russia. It was later adapted to the problems of housing convicts and paupers. The structure consisted of a twelve-sided polygon formed in iron and sheathed in glass in order to create the effect of what Bentham called 'universal transparency.' A central tower, pierced with wide windows, opened onto the inner wall of the surrounding polygonal structure, which itself was divided into narrow cells extending across the width of the building. Each cell had a window on both the inner and outer walls, allowing light to cross it and illuminate all the inhabitants to an observer in the central tower, while that observer could not be seen from any one of the cells. Mirrors were fixed around the tower to direct extra light into these apartments.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 320. ISBN:0465032125.

Automation Fantasy

“Some managers experience a sense of relief at the prospect of being freed from this dependency. Their enthusiasm reveals an underlying but potent fantasy, one in which perfect control through total automaticity allows them to avoid the messiness and potential conflict of real human interaction.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 268. ISBN:0465032125.

The Panopticon

“The Panopticon was an architectural innovation developed by the moral philosopher Jeremy Bentham. In Foucault's view, it is both a sign of and metaphor for this new disciplinary society. Bentham extolled the Panopticon as a technological triumph capable of exploiting the productive potential of those who had flouted, thwarted, or otherwise escaped social authority. His initial targets were convicts and paupers, though he did not fail to see the potential usefulness of the Panopticon for students, asylum inmates, and workers. The architectural plan conceived by Bentham was first constructed by his brother Samuel, an engineer, in 1787 for a factory at Critchef in Russia. It was later adapted to the problems of housing convicts and paupers. The structure consisted of a twelve-sided polygon formed in iron and sheathed in glass in order to create the effect of what Bentham called 'universal transparency.' A central tower, pierced with wide windows, opened onto the inner wall of the surrounding polygonal structure, which itself was divided into narrow cells extending across the width of the building. Each cell had a window on both the inner and outer walls, allowing light to cross it and illuminate all the inhabitants to an observer in the central tower, while that observer could not be seen from any one of the cells. Mirrors were fixed around the tower to direct extra light into these apartments.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 320. ISBN:0465032125.