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Prior Quotes of the Week
July 6, 1997
(books may be ordered through our online knOwhere store)
1997.06.29
Emergence and Growth of
Value Webs
". . . an autocatalytic set can bootstrap
its own evolution in precisely the same way that an economy can,
by growing more and more complex over time. . . If innovations
result from new combinations of old technologies, then the number
of possible innovations would go up very rapidly as more and more
technologies became available. In fact, he [Kauffman] argued,
once you get beyond a certain threshold of complexity you can
expect a kind of phase transition analogous to the ones he had
found in his autocatalytic sets. Below that level of complexity
you would find countries dependent upon just a few major
industries, and their economies would tend to be fragile and
stagnant. In that case, it wouldn't matter how much investment
got poured into the country. 'If all you do is produce bananas,
nothing will happen except that you produce more bananas.' But if
a country ever managed to diversify and increase its complexity
above the critical point, then you would expect it to undergo an
explosive increase in growth and innovation--what some economists
have called an 'economic takeoff.'
"The existence of that phase transition
would also help explain why trade is so important to prosperity.
. . Suppose you have two different countries, each one of which
is subcritical by itself. Their economies are going nowhere. But
now suppose they start trading, so that their economies become
interlinked into one large economy with a higher complexity.
"Finally, an autocatalytic set can undergo
exactly the same kinds of evolutionary booms and crashes that an
economy does. Injecting one new kind of molecule into the soup
could often transform the set utterly in much the same way that
the economy was transformed when the horse was replaced by the
automobile. . . upheaval and change and enormous consequences
flowing from trivial-seeming events--and yet with deep law hidden
beneath."
M. Mitchell Waldrop
Complexity: The Emerging Science at the Edge of Order and
Chaos
pp. 126, Touchstone, Simon & Schuster, 1992
1997.06.22
The Perfect Moment
"We've all had those perfect moments, when
things come together in an almost unbelievable way, when events
that could never be predicted, let alone controlled, remarkably
seem to guide us along our path. The closest I've come to finding
a word for what happens in these moments is 'synchronicity.' . .
.
"My quest to understand synchronicity arose
out of a series of events in my life that led me into a process
of inner transformation. As a result of this transformation I
decided to follow a dream that I had held close to my heart for a
number of years. It was the most difficult decision I had ever
made, but the day I made it, I crossed a threshold. From that
moment on, what happened to me had the most mysterious quality
about it. Things began falling into place almost effortlessly,
and I began to discover remarkable people who were to provide
crucial assistance to me. This lasted for over a year. Then I
lost the flow and almost destroyed the dream I had worked so hard
to establish. Ultimately I regained the capacity to participate
in what I later came to understand as an unfolding creative
order."
Joseph Jaworski
Synchronicity: The Inner Path of Leadership
pp. ix, Berrett-Koehler Publishers, Inc., 1996
1997.06.15
The Overthrow of Matter
"This suggests a situation completely
analogous to that faced by gamblers in the seventeenth century,
who sought a rational way to divide the stakes in a game of dice
when the game had to be terminated prematurely (probably by the
appearance of the police or, perhaps, the gamblers' wives). The
description and analysis of that very definite real-world problem
led Fermat and Pascal to the creation of a mathematical formalism
we now call probability theory. At present, complex-system theory
still awaits its Pascal and Fermat. The mathematical concepts and
methods currently available were developed, by and large, to
describe systems composed of material objects like planets and
atoms. But as philosopher George Gilder has noted, 'The central
event of the twentieth century is the overthrow of matter. In
technology, economics, and the politics of nations, wealth in the
form of physical resources is steadily declining in value and
significance. The powers of mind are everywhere ascendant over
the brute force of things.' It is the development of a proper
theory of complex systems that will be the capstone to this
transition from the material to the informational."
John L. Casti
Would-be Worlds: How Simulation is Changing the Frontiers of
Science
pp. 214-215, John Wiley & Sons, Inc., 1997
1997.06.08
Creating Together
"Although I do many of my projects alone,
some involve other people. I love both types of projects,
although I have become pretty selective after years of working
with other people. I do not enjoy working with people who do not
know how to create; I love working with those who do. I
especially love those moments when everyone eggs everyone else on
to new heights. For this reason, the creative process is often at
its most efficient when working with groups. . .
". . .there are those people who have the
potential for working well together, but who do not know how to
fulfill it. Usually this is because they do not know how to
create, and so they are left with a combination of reactive and
responsive behavior. Many of the groups with whom I have
consulted began in disarray. They thought they had personality
conflicts, but as it turned out, they did not. They simply were
not creating what they wanted to create because they didn't have
a clue how to go about it. . .
"Most work groups do not have the first step
of the creative process in place, let alone any of the others. If
you ask any work group to name the results they are after, they
often fail to do so. Many groups laugh when I ask the question
What do you want to create? 'This is so simple, why are we
spending time on this?' a few of them say and others think. When
they finally attempt to identify the results they want, they
often discover they are not on the same wavelength after all.
Often they begin to disagree with each other about the results.
They had assumed that everyone was working toward the same ends,
only to find that each person had a different idea in mind. Only
once they clearly establish the end results they want can they
begin to organize their actions, energies, and evaluations
accordingly."
Robert Fritz
creating: a guide to the creative process
pp. 224-246, Fawcett Columbine, 1991
1997.06.01
New Rules of Growth and
Economics on the Web
"This growth profile [business on the
Internet growing from $50 million to $15 billion in 5 years] has
fostered a mind-warping mentality and behavior for Internet
companies; tossing aside just about every experience-honed tenet
of business to build businesses in a methodical fashion, Internet
businesses have adopted a grow-at-any-cost, without-any-revenue,
claim-as-much-market- real-estate-before-anyone-moves-in approach
to business. This mentality has come to be known as "Get Big
Fast." Behind it lie two key strategic points: The first is
that Internet opportunities--whether in software or in
banking--are new and unclaimed, and hence available for the
taking. Secondly, these opportunities will ultimately deliver big
rewards to whoever gets claim to them. Hence, Internet company
after Internet company is wisely going for it, spending lots of
bucks far, far in advance of revenues to both develop offerings
and claim market real estate in order to claim stakes in the
Internet gold rush that will--hopefully--reward them with
unprecedented returns. This is the hyper-growth, hyper-speed,
hyper-bucks business world of the Internet."
Robert H. Reid
Architects of the Web:
1,000 Days that Built the Future of Business
pp. xxxvii, John Wiley & Sons, Inc, 1997
1997.05.25
The Inevitability of
Disaster and the Pursuit of Possibility
"Finally, some very practical advice on
preparing to cross the delta, an annual ritual of renewal that we
have been doing for a number of years . Try to remember the date
of the first day you ever had an adult job, mark it on your
calendar, and every year on that date, write down the five things
that made a difference in the success of your enterprise or
career in the year just past, the five things that will make a
difference in the year ahead, and the five things that you expect
to make a difference in the year after that. And from that
exercise, define the things that you have to change
immediately--the things you have to renew or alter at a personal
and corporate level--and the things that you have to be preparing
to change in the near future.
"Why? Because if you don't continually renew
your vision of what the world is and how you can manage your way
through it, if you don't continually renew the vision of what
your company exists for, who its competitors are, how it makes
what it does, how it communicates with its people and the world
at large, you will only become more and more efficient at doing
the wrong thing. Change will overwhelm you, and disaster will
follow as sure as night follows day.
"A last irony of the Chaos Age: It is only
by concentrating on the inevitability of disaster that you can
free yourself to pursue the fruits of possibility."
Jim Taylor and Watts Wacker
with Howard Means
The 500 Year Delta: What Happens After What Comes Next
pp. 243-244, Harper Business, 1997
1997.05.18
Iterating the Creative
Process Beyond the Edge of Comfort
"If I ever feel I am
getting to the point
where I'm playing
it safe, I'll stop.
That's all I can tell
you about how I
plan for the future
--MILES DAVIS"
"Yesterday, when I wrote to you about my
methods of composing, I did not sufficiently enter into that
phase of work which relates to the working out of the sketch.
This phase is of primary importance. What has been set down in a
moment of ardour must now be critically examined, improved,
extended, or condensed, as the form requires. Sometimes one must
do oneself violence, must sternly and pitilessly take part
against oneself, before one can mercilessly erase things thought
out with love and enthusiasm. I cannot complain of poverty of
imagination, or lack of inventive power; but, on the other hand,
I have always suffered from my want of skill in the management of
form. Only after strenuous labour have I at last succeeded in
making the form of my compositions correspond, more or less, with
their contents. Formerly I was careless and did not give
sufficient attention to the critical overhauling of my sketches.
Consequently my seams showed, and there was no organic union
between my individual episodes. This was a very serious defect,
and I only improved gradually as time went on; but the form of my
works will never be exemplary because, although I can modify, I
cannot radically alter the essential qualities of my musical
temperament. But I am far from believing that my gifts have yet
reached their ultimate development. I can affirm with joy that I
make continual progress on the way of self-development, and am
passionately desirous of attaining the highest degree of
perfection of which my talents are capable. Therefore I expressed
myself badly when I told you yesterday that I transcribed my
works direct from the first sketches. The process is something
more than copying; it is actually a critical examination, leading
to correction, occasional additions and frequent
curtailments."
--PETER ILICH TCHAIKOVSKY
Frank Barron,
Alfonso Montuori, Anthea Barron, ed.
Creators on Creating:
Awakening and Cultivating the Imaginative Mind
pp. 56, 182-183, G.P. Putnam's Sons, 1997
1997.05.11
Mass Customization and
Learning Organizations
"When a customizing firm uses the right
design interface and remembers its customers' individual
specifications and interactions, a truly powerful relationship
can be developed with individual customers. This is made possible
because an enterprise takes an integrative approach to
competition, one customer at a time--linking the individual
customer's interactions with previous knowledge of that customer,
and then using this learning to drive the company's actual
production process. . .
"Customization occurs when an
individually tailored product is delivered to a customer. Mass
customization occurs when the process of customizing
products is engineered into a routine. . .
"In order to become a mass customizer, a
business must modularize its processes, so that it is not so much
engaged in producing an end product or service as it is in
producing elements of the product or service that can
then be assembled in different combinations, based on what
individual customers request. . .
"Another key to developing a mass
customizing firm is to form an organization that learns
from each new customization initiative. The mass customizing
organization must be capable of routinizing the act of
customization by remembering the steps that had to be taken for
each new, previously not encountered request. "
Don Peppers and Martha Rogers,
Ph.D.
Enterprise One To One:
Tools For Competing in the Interactive Age
pp. 142-144, Currency Doubleday, 1997
1997.05.04
Implementing Navigation
Centers and Sawing Wood
"Back in the warmth of the barn, Joe and I
each took custody of a post, marking it for length (remembering
to subtract 1½" for the pressure-treated wood shoe it would
stand on) and then penciling on its face a 3½"-by-7½"
rectangle where the notch (for our four-by-eight beam) would go.
I was eager to start in on my mortise, but Joe had a lesson for
the day he wanted to make sure I took to heart: 'Measure twice,
cut once.' Simple as it is, this is one of the carpenter's most
important axioms, aimed at averting mistakes and the waste of
wood. It proved to be one I had a hard time honoring, however,
probably because I was so accustomed to working in a medium in
which the reworking of material is not only possible, but
desirable. 'Undo Typing' is actually one of the commands in my
word-processing program, part of a whole raft of options designed
expressly to accommodate a writer's haste, sloppiness, or second
thoughts. There being no 'Undo Sawing' command, the carpenter who
makes a mistake is apt to call, in jest, for the 'wood
stretcher'--a tool that of course doesn't exist. The
irreversibility of an action taken in wood is how the carpenter
comes by his patience and deliberation, his habit of pausing to
mentally walk through all the consequences of any action--to
consider fully the implications for, say, the trimming of a door
jamb next month of a cut made in a rafter today. These were alien
habits of mind, but ones I'd resolved to learn. So I followed Joe
out the door, trudging back into the snow to double-check our
measurements."
Michael Pollan
A Place of My Own:
The Education of an Amateur Builder
pp. 140, Random House, 1997
1997.04.27
Living at the Edge and
Either/Or Thinking
". . . the quantum model of society suggests
that we, too, have the capacity to be and to relate in both a
determinate (external) and indeterminate (internal) way. When we
harbor fixed attitudes, allow ourselves to be or cast others in
rigid roles or stereotypes, when we have fixed expectations, live
our lives as a set of well-worn habits, follow routines or adhere
to rigid bureaucratic rules, we are living out of our
determinacy. We restrict ourselves to the level of here and now
and actuality. This is sometimes necessary, perhaps even
desirable. . . but it is not creative. It fixes us and our
relationships in place. If it becomes the rule, it exposes us to
the risk of growing stale or bored. It denies us the opportunity
to explore ourselves and to become creative members of an
emergent group, family, or community.
"By contrast, when we live 'at the edge'
(quantum self-organizing systems, we recall, are poised at the
edge between order and chaos), when we accept the risk of our
freedom and allow ourselves to be open to new experience, open in
our attitudes, open to the many possibilities within ourselves
and others, ready to reinvent ourselves, our relationships, and
our families, we live out of our indeterminacy. We live at the
level of our potentiality and remain fresh like children.
Metaphorically, we live at the level of poetry rather than prose.
Ambiguity and ambiguous (multifaceted, multilayered, suggestive)
communication are our friends, not our enemies. We stand poised
toward internal relationship, community, and an emerging
consensus."
Danah Zohar and
Ian Marshall
The Quantum Society: Mind, Physics, and a New Social Vision
pp. 327-328, William Morrow and Company, 1994
1997.04.20
The Missing Discipline in
Architecture
"When we look at the most beautiful towns
and cities of the past, we are always impressed by a feeling that
they are somehow organic.
"This feeling of 'organicness,' is not a
vague feeling of relationship with biological forms. It is not an
analogy. It is instead, an accurate vision of a specific
structural quality which these old towns had . . . and have.
Namely: Each of these towns grew as a whole, under its own laws
of wholeness . . . and we can feel this wholeness, not only at
the largest scale, but in every detail: in the restaurants, in
the sidewalks, in the houses, shops, markets, roads, parks,
gardens and walls. Even in the balconies and ornaments.
"This quality does not exist in towns being
built today. And indeed, this quality could not exist,
at present, because there isn't any discipline which actively
sets out to create it. Neither architecture, nor urban design,
nor city planning take the creation of this kind of wholeness as
their task. So of course it doesn't exist. It does not exist,
because it is not being attempted.
"There is no discipline which could create
it, because there isn't, really, any discipline which has yet
tried to do it."
Christopher Alexander, Hajo
Neis, Artemis Anninou, Ingrid King
A New Theory of Urban Design
pp. 2-3, Oxford University Press, 1987
1997.04.13
Creating
"Let's face it, most of us have the
suspicion there is much more to life than what we have been led
to expect. Our lives are filled with secret
possibilities--possibilities that there are dimensions to
ourselves, depths of our being, and heights to our aspirations
that are lurking just below the surface. Despite years of
attempts by relatives, friends, acquaintances, and society to
bring us to our senses, the desire and impulse to reach for that
which is highest in us is still there. After all the appeals to
reason, we still have the very human urge to do something that
matters to us. Despite all the times that society has endeavored
to kill that instinct in us, it just won't die. . . .
"On one level, creating is a skill that can
be learned and mastered. People from all walks of life, and from
all backgrounds, can learn to create, in the same way that they
can learn to drive a car, swim, or use a computer. As a skill,
creating can be effective in many realms.
"When the skill of creating is used in music
or painting, the results are often art.
"When the skill of creating is used in
technology, the results are often invention.
"When creating is used in business, the
results are often production.
"When creating is used to build a
relationship between two people, the results are often deep
bonding and a natural expression of love.
"When creating is used to build your life,
the results are often tremendous involvement, vitality,
adventure, and expansion."
Robert Fritz
creating: a guide to the creative process
pp. 3, 7, Fawcett Columbine, 1991
1997.04.06
The Aspects of Vision
"As we enter the twenty-first century, the
era of global consciousness is upon us. We have come to recognize
that we are drifting through space on a circular life raft. Our
vision of the world and of our place on it have changed
dramatically in the last several decades. This change in vision
portends a similarly dramatic change in the reality of life on
this planet, provided, of course, that we can integrate it in
time. A vision that recognizes our place within the universe and
the interdependence of all life on earth is coming to supplant
the independent "man against nature" view, which has
dominated Western thinking for at least the last three hundred
years, and by now, has been exported to every corner of the
globe.
"In the discussion that follows, we
consider: vision as world view, that is, as a way of
seeing; vision as a process of perception; and vision as
an imaginative, or creative process. Your vision for the
future is expressed in the way you see the world today. This
applies to both your world view and your ability to accurately
perceive what is going on in it. Vision as an imaginative process
means simply this: everything that has ever been created began as
an idea--we create what we imagine."
Laurence G. Boldt
Zen and the Art of Making a Living:
A Practical Guide to Creative Career Design
pp. 112, Penguin Arkana 1992
Other Prior Quotes:
January 5, 1997 - March 30, 1997
copyright © 1997, MG Taylor Corporation.
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