A Quote by John Buchan
Any large-scale organization must lose some of the merits of its rudimentary beginnings. Quantity will have a coarsening effect on quality.
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A fashionable idea in technical circles is that quantity not only turns into quality at some extreme of scale, but also does so according to principles we already understand. Some of my colleagues think a million, or perhaps a billion, fragmentary insults will eventually yield wisdom that surpasses that of any well-thought-out essay, so long as sophisticated secret statistical algorithms recombine the fragments. I disagree. A trope from the early days of computer science comes to mind: garbage in, garbage out.
Testing by itself does not improve software quality. Test results are an indicator of quality, but in and of themselves, they don't improve it. Trying to improve software quality by increasing the amount of testing is like trying to lose weight by weighing yourself more often. What you eat before you step onto the scale determines how much you will weigh, and the software development techniques you use determine how many errors testing will find. If you want to lose weight, don't buy a new scale; change your diet. If you want to improve your software, don't test more; develop better.
Anybody who's ever been in a large organization realizes that 'optimizing' is not a word that would often be used to describe any large organization. The reason is that it's full of people, who are complicated.
From the standpoint of observation, then, we must regard it as a highly probable hypothesis that the beginnings of the mental life date from as far back as the beginnings of life at large.
From building a fire one can learn something about artistic composition. If you use only small kindling and large logs, the fire will quickly eat up the small pieces but will not become strong enough to attack the large ones. You must supply a scale of sizes from the smallest to the largest. The human eye also will not make its way into a painting or building unless a continuum of shapes leads from the small to the large, from the large to the small.
He does not regard the quantity of faith, but the quality. He does not measure its degree, but its truth. He will not break any bruised reed, nor quench any smoking flax. He will never let it be said that any perished at the foot of the cross.
We control the world basically because we are the only animals that can cooperate flexibly in very large numbers. And if you examine any large-scale human cooperation, you will always find that it is based on some fiction like the nation, like money, like human rights.
Through and through the world is infested with quantity: To talk sense is to talk quantities. It is no use saying the nation is large. . . . How large? It is no use saying the radium is scarce. . . . How scarce? You cannot evade quantity. You may fly to poetry and music, and quantity and number will face you in your rhythms and your octaves.
Although we must be prepared for a catastrophic large-scale strike, a cyber armageddon, the reality is that we have been living with a constant barrage of cyberattacks for some time. The trend, I believe, will continue.
Some recent philosophers seem to have given their moral approval to these deplorable verdicts that affirm that the intelligence of an individual is a fixed quantity, a quantity that cannot be augmented. We must protest and react against this brutal pessimism; we will try to demonstrate that it is founded on nothing.
Whatever statesman or sage will effect reforms upon a gigantic or godlike scale must begin with the young.
The observation that money changes induce output changes in the same direction receives confirmation in some data sets but is hard to see in others. Large-scale reductions in money growth can be associated with large-scale depressions or, if carried out in the form of a credible reform, with no depression at all.
The effect of boredom on a large scale in history is underestimated. It is a main cause of revolutions.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
The emergence of a unified cognitive moment relies on the coordination of scattered mosaics of functionally specialized brain regions. Here we review the mechanisms of large-scale integration that counterbalance the distributed anatomical and functional organization of brain activity to enable the emergence of coherent behaviour and cognition. Although the mechanisms involved in large-scale integration are still largely unknown, we argue that the most plausible candidate is the formation of dynamic links mediated by synchrony over multiple frequency bands.
If you paint a building shocking pink, that has no scale, it is just a huge mistake, but it's not in the scale of the city to have things like that. You know. So, not only because it's not appropriate, not only because it's offensive to the environment, I mean but among them also because that quantity of that color in the urban scale, is out of scale.
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