Suffering quotes

From Motley Bytes Wiki
Jump to: navigation, search

Samuel_Butler

Scientific Mind

"The best class of scientific mind is the same as the best class of business mind. The great desideratum in either case is to know how much evidence is enough to warrant action. It is as unbusiness-like to want too much evidence before buying or selling as to be content with too little. The same kind of qualities are wanted in either case. The difference is that if the business man makes a mistake, he commonly has to suffer for it, whereas it is rarely that scientific blundering, so long as it is confined to theory, entails loss on the blunderer. On the contrary it very often brings him fame, money and a pension. Hence the business man, if he is a good one, will take greater care not to overdo or underdo things than the scientific man can reasonably be expected to take."
  • Source: Samuel Butler, Henry Festing Jones (ed.), The Note-Books of Samuel Butler (1917), 217.

Tom_DeMarco and Tim_Lister

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).

Aldous_Huxley

Science without Art

“The peoples of the West no longer share a literature and a system of ancient wisdom. All that they now have in common is science and information. Now, science is knowledge, not wisdom; deals with quantities, not with the qualities of which we are immediately aware. In so far as we are enjoying and suffering beings, its words seem to us mostly irrelevant and beside the point. Moreover, these words are arranged without art; therefore possess no magical power and are incapable of propping or moulding the mind of the reader.”
  • Source: Aldous Huxley (1936). An essay entitled Words and Behavior within the book The Olive Tree and Other Essays, published by Harper and Brothers, ASIN: B08VNTBLY4.

Carl_Jung

Insoluble Problems

“I always worked with the temperamental conviction that fundamentally there are no insoluble problems, and experience justified me in so far as I have often seen individuals simply outgrow a problem which had destroyed others. This ‘outgrowing’, as I formerly called it, on further experience was seen to consist in a new level of consciousness. Some higher or wider interest arose on the person's horizon, and through this widening of his view the insoluble problem lost its urgency. It was not solved logically in its own terms, but faded out when confronted with a new and stronger life-tendency. It was not repressed and made unconscious, but merely appeared in a different light, and so did indeed become different. What, on a lower level, had led to the wildest conflicts and to panicky outbursts of emotion, viewed from the higher level of the personality, now seemed like a storm in the valley seen from a high mountain-top. This does not mean that the thunderstorm is robbed of its reality, but instead of being in it, one is now above it. However, since we are both valley and mountain with respect to the psyche, it might seem a vain illusion to feel oneself beyond what is human. One certainly does feel the affect and is shaken and tormented by it, yet at the same time one is aware of a higher consciousness, which prevents one from becoming identical with the affect, a consciousness which takes the affect objectively, and can say, Ί know that I suffer'.”

Karl_Marx

Religion

“Religious suffering is, at one and the same time, the expression of real suffering and a protest against real suffering. Religion is the sigh of the oppressed creature, the heart of a heartless world, and the soul of soulless conditions. It is the opium of the people. The abolition of religion as the illusory happiness of the people is the demand for their real happiness. To call on them to give up their illusions about their condition is to call on them to give up a condition that requires illusions. The criticism of religion is, therefore, in embryo, the criticism of that vale of tears of which religion is the halo. Criticism has plucked the imaginary flowers on the chain not in order that man shall continue to bear that chain without fantasy or consolation, but so that he shall throw off the chain and pluck the living flower.”
  • Source: Contribution to the Critique of Hegel's Philosophy of Right, Introduction..., p. 1 (1843).

Blaise_Pascal

Pascal's Wager

“A game is on, at the other end of this infinite distance, and heads or tails will turn up. What will you wager? According to reason you cannot leave either; according to reason you cannot leave either undone... Yes, but wager you must; there is no option, you have embarked on it. So which will you have. Come. Since you must choose, let us see what concerns you least. You have two things to lose: truth and good, and two things to stake: your reason and your will, your knowledge and your happiness. And your nature has two things to shun: error and misery. Your reason does not suffer by your choosing one more than the other, for you must choose. That is one point cleared. But your happiness? Let us weigh gain and loss in calling heads that God is. Reckon these two chances: if you win, you win all; if you lose, you lose naught. Then do not hesitate, wager that He is.”
  • Source: Blaise Pascal, Pensées (1670), Section I, aphorism 223. In H. F. Stewart (ed.), Pascal's Pensées (1950), 117-119.

Alan_Perlis

Complexity

“Fools ignore complexity. Pragmatists suffer it. Some can avoid it. Geniuses remove it.”

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.