A Quote by John Seely Brown

Processes don't do work, people do — © John Seely Brown
Processes don't do work, people do

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John Seely Brown
Born: 1940
Actually, I think my view is compatible with much of the work going on now in neuroscience and psychology, where people are studying the relationship of consciousness to neural and cognitive processes without really trying to reduce it to those processes.
The internal processes of muscle growth are seriously complicated, people devote their lives to it, but the external processes that kick it off, the things in your control can be distilled down to a few principles: Get stronger in the right rep ranges, eat appropriately, commit to the program and consistently work hard at it.
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.
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.
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.
In a society where every man works for himself, individual incentive, working for one's self. If people worked for one's self, there wouldn't be the electric light, there wouldn't be engines and powered vehicles, there wouldn't be electrification and reservoirs and water purification. These are processes that help all people. And processes that help single people is a very primitive value system carried into this century, which is really not necessary.
You're always learning so much from people and how they work and what their processes are. Some people like to listen to music before they get into it, and some people can talk all the way up to, "Action!" Everybody is different.
Entrepreneurs don’t do most of the work. Entrepreneurs identify the problems, discover the opportunities and then build processes to allow other people and other things to do the work.
Your processes are amazingly fast, yet flexible, and the people at Screaming Circuits, from finance to the factory floor, are all knowledgeable and a joy to work with.
Assume responsibility for outcomes as well as for the processes and people you work with. How you achieve results will shape the kind of person you become.
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.
[Urbanization] is the inevitable outcome of the processes of growth and the processes of modernization.
We do not know how God created, what processes He used, for God used processes which are not now operating anywhere in the natural universe. This is why we refer to divine creation as special creation. We cannot discover by scientific investigations anything about the creative processes used by God.
At the lowest cognitive level, they are processes of experiencing, or, to speak more generally, processes of intuiting that grasp the object in the original.
Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.
I think processes should not differ just because you are a minister. This is a job - a responsibility - not a right to override the processes that every citizen goes through.
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