A Quote by Fred Brooks
The boss must first distinguish between action information and status information. He must discipline himself not to act on problems his managers can solve, and never to act on problems when he is explicitly reviewing status.
Related Quotes
Broadly speaking, the problems with the Espionage Act are that it is hopelessly broad. And we tend to use the Espionage Act - we think about the Espionage Act as forbidding disclosures of classified information. That's not really what the statute says. What the statute talks about is information related to the national defense.
Discipline is the basic set of tools we require to solve life’s problems. Without discipline we can solve nothing. With only some discipline we can solve only some problems. With total discipline we can solve all problems.
The globalisation of information makes people aware of what they have - and have not. Problems and oppression are impossible to hide, and the new and powerful tools of information provide us with more opportunities than ever to react and act.
In order to solve problems, information has to be shared; and not only information, but doubts, fears and questions.
Instant telecommunication allows better and updated information, lessons learnt and problems encountered to be exchanged and debated, it alerts us more quickly to problems and brings to many households around the world visions and information which hopefully spur us to action.
People today distinguish between knowledge and action and pursue them separately, believing that one must know before he can act... . They say [they will wait] till they truly know before putting their knowledge into practice. Consequently to the end of their lives, they will never act and also will never know.
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.
If we want to raise young adults who know how to solve problems, we must let them have problems to solve while they are still adolescents.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
For no continuity of social act is possible without a corresponding social status and the many different kinds of act required in an industrial state, with its high degree of specialization, make for corresponding classification of status.
No scientist is admired for failing in the attempt to solve problems that lie beyond his competence. ... Good scientists study the most important problems they think they can solve. It is, after all, their professional business to solve problems, not merely to grapple with them.
Don't be afraid to fail. The greatest failure of all is failure to act when action is needed. Use the information that you've acquired in the past through the experiences you've had and act with self-control - but act.
Information is now a commodity that can be bought and sold, or used as a form of entertainment, or worn like a garment to enhance one's status. It comes indiscriminately, directed at no one in particular, disconnected from usefulness; we are glutted with information, drowning in information, have no control over it, don't know what to do with it.
Most people define learning too narrowly as mere 'problem-solving', so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act.
What I try to do is factor in how people use computers, what people's problems are, and how these technologies can get applied to those problems. Then I try to direct the various product groups to act on this information.
There do exist enquiring minds, which long for the truth of the heart, seek it, strive to solve the problems set by life, try to penetrate to the essence of things and phenomena and to penetrate into themselves. If a man reasons and thinks soundly, no matter which path he follows in solving these problems, he must inevitably arrive back at himself, and begin with the solution of the problem of what he is himself and what his place is in the world around him.
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