A Quote by Clayton Christensen
One of the factors that make great companies so great is that they have processes that allow them to solve difficult problems again and again. These processes have developed over time as teams have successfully wrestled with a certain type of challenge. Eventually, people begin to say, "This is just how we do something around here." The problem develops when that team then has to solve a very different set of challenges. The processes that are such strengths can be crushing liabilities.
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All stable processes we shall predict. All unstable processes we shall control. Describing John von Neumann's aspiration for the application of computers sufficiently large to solve the problems of meteorology, despite the sensitivity of the weather to small perturbations.
We can study material processes and various processes at the energetic level, that is what we can do as natural scientists. And then there comes something quite different, the psychic experience, which remains a mystery.
The mental cognitive processes that we're targeting are ones that narrow human beings' repertoire and make it harder for them to learn to be more flexible, to take advantage of the opportunities in front of them. We can have something to help with in areas like child development or organizations and schools, or maybe even how peoples interact with each other, one to the other. We've taken the work into things like prejudice and stigma, because if we can't solve that we have planes flying into buildings. So it applies broadly because anywhere that a human mind goes these processes go.
If we take an unprejudiced view of the processes of consciousness, free from all the so-called association rules and theories, we see at once that an idea is no more an even relatively constant thing than is a feeling or emotion or volitional process. There exist only changing and transient ideational processes ; there are no permanent ideas that return again and disappear again.
Physiology seeks to derive the processes in our own nervous system from general physical forces, without considering whether these processes are or are not accompanied by processes of consciousness.
Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
Processes of avoiding the world within in order to try to regulate your behavior, or becoming entangled in your thoughts interfering with your ability to take advantage of what's around you, or losing contact with your values for fear that you'll know more about the places where you hurt - those kinds of processes are just normal psychological processes. And if you take the mode of mind that works great in 95 percent of your life and apply it within, it then implodes. It starts creating barriers, and that's true at work, it's true in our culture, true in our politics.
When people come to you with problems or challenges, don't automatically solve them. As a mama bear, you want to take care of your cubs, so you tend to be protective and insulate them against all those things. But if you keep solving problems for your people, they don't learn how to actually solve problems for themselves, and it doesn't scale. Make sure that when people come in with challenges and problems, the first thing you're doing is actually putting it back to them and saying: "What do you think we should do about it? How do you think we should approach this?".
I want to get under the surface. When I work with a leaf, rock, stick, it is not just that material in itself, it is an opening into the processes of life within and around it. When I leave it, these processes continue.
When you make your first film, it's really hard in some ways. You're just nowhere. But then you have something. If you have a success, then you might be looking to take a fall. If you had a fall, you get a certain kind of euphoria because you're not dead, so you can still do it again. It's about how you go through the processes. Do you enjoy that "doing"? Is it getting less fun or more fun?
Without a solution to the problems of the poor, we will not solve the problems of the world. We need projects, mechanisms and processes to implement better distribution of resources, from the creation of new jobs to the integral promotion of those who are excluded'.
...methods are more important than facts. The educational value of a problem given to a student depends mostly on how often the thought processes that are invoked to solve it will be helpful in later situations. It has little to do with how useful the answer to the problem may be. On the other hand, a good problem must also motivate the students; they should be interested in seeing the answer. Since students differ so greatly, I cannot expect everyone to like the problems that please me.
We cannot solve a problem by saying, "It's not my problem." We cannot solve a problem by hoping that someone else will solve it for us. I can solve a problem only when I say, "This is my problem and it's up to me to solve it."
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
There is first of all the problem of the opening, namely, how to get us from where we are, which is, as yet, nowhere, to the far bank. It is a simple bridging problem, a problem of knocking together a bridge. People solve such problems every day. They solve them, and having solved them push on.
Great thinkers think inductively, that is, they create solution and then seek out the problems that solution might solve; most companies think deductively, that is, defining a problem and then investigating different solutions.
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