Sphere quotes
From Motley Bytes Wiki
Contents
Dietrich_Bonhoeffer
Stupidity Power
“Upon closer observation, it becomes apparent that every strong upsurge of power in the public sphere, be it of a political or a religious nature, infects a large part of humankind with stupidity. It would even seem that this is virtually a sociological-psychological law. The power of the one needs the stupidity of the other.”
- Source: From the paper “An Account at the Turn of the Year 1942-1943” by Dietrich Bonhoeffer, contained within the book “Dietrich Bonhoeffer: Volume 8: Letters and Papers from Prison” edited by John W. Gruchy, et al. Published in 2009 by Fortress Press.
- Keywords: Stupid_quotes Close_quotes Observation_quotes Apparent_quotes Every_quotes Strong_quotes Upsurge_quotes Power_quotes Public_quotes Sphere_quotes Political_quotes Religious_quotes Nature_quotes Infect_quotes Large_quotes Part_quotes Humankind_quotes Seem_quotes Virtual_quotes Sociology_quotes Psychology_quotes Law_quotes One_quotes Other_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
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.”'
- Source: Patrick Vlaskovits in the article “Henry Ford, Innovation, and That Faster Horse Quote”, published by Harvard Business Review, 2011-08-29. Online at https://hbr.org/2011/08/henry-ford-never-said-the-fast retrieved 2024-05-28.
- See Also:
- 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
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
