🎓On Education: On Recreation in Math

"Mathematics should be learned through recreational games, the way the Egyptians do, through amusement and pleasure." (Plato, "Laws" VII, cca 360 BC) [attributed to John A Comenius]

"Science is the labor and handicraft of the mind; poetry can only be considered its recreation." (Francis Bacon, "The Proficience and Advancement of Learning, Divine and Human", 1605)

"But leaving those of the Body, shall proceed to such Recreations as adorn the Mind; of which those of the Mathematicks are inferior to none." (William Leybourn," Pleasure with Profit", 1694) 

"And as the ideal in the whole of Nature moves in an infinite process toward an Absolute Perfection, we may say that art is in strict truth the apotheosis of Nature. Art is thus at once the exaltation of the natural toward its destined supernatural perfection, and the investiture of the Absolute Beauty with the reality of natural existence. Its work is consequently not a means to some higher end, but is itself a final aim; or, as we may otherwise say, art is its own end. It is not a mere recreation for man, a piece of by-play in human life, but is an essential mode of spiritual activity, the lack of which would be a falling short of the destination of man. It is itself part and parcel of man's eternal vocation." (George H Howison, "The Limits of Evolution, and Other Essays, Illustrating the Metaphysical Theory of Personal Idealism", 1901)

"Chess combines the beauty of mathematical structure with the recreational delights of a competitive game." (Martin Gardner, "Mathematics, Magic, and Mystery", 1956)

"Recreational mathematics is a splendid hobby which young and old can equally enjoy. The popularity of Sudoku shows that an aptitude for recreational mathematics is widespread in the population. From Sudoku it is easy to ascend to mathematical pursuits that offer more scope for imagination and originality." (Freeman Dyson, 2011)

"Discrete Mathematics is a branch of mathematics dealing with finite or countable processes and elements. Graph Theory is an area in Discrete Mathematics which studies configurations involving a set of vertices interconnected by edges (called graphs). From humble beginnings and almost recreational type problems, Graph Theory has found its calling in the modern world of complex systems and especially of the computer. Graph Theory and its applications can be found not only in other branches of mathematics, but also in scientific disciplines such as engineering, computer science, operational research, management sciences and the life sciences." (Khee Meng Koh et al, " Graph theory: Undergraduate mathematics", 2015)

Out of Context: On Learning (Definitions)

"Learning is, in too many cases, but a foil to common sense; a substitute for true knowledge." (William Hazlitt, "Table Talk; or, Original Essays", 1821-1822)

"Learning is its own exceeding great reward; and at the period of which we speak, it bore other fruits, not unworthy of it." (William Hazlitt, "The Plain Speaker", 1826)

"Learning is motivated by intent and understanding by visualization." (A B Garrett, "Visualization: A Step to Understanding", Journal of Chemical Education Vol. 25 (10), 1948)

"Learning is a property of all living organisms." (Winfred B. Hirschmann, "Profit from the Learning Curve", Harvard Business Review, 1964)

"Learning is any change in a system that produces a more or less permanent change in its capacity for adapting to its environment." (Herbert A Simon, "The Sciences of the Artificial", 1968)

"Learning is finding out what you already know." (Richard Bach, "Illusions: The Adventures of a Reluctant Messiah", 1977)

"Teaching is only demonstrating that it is possible. Learning is making it possible for yourself." (Paulo Coelho, "The Pilgrimage", 1987)

"Learning is the process of obtaining new knowledge. It results in a better reaction to the same inputs at the next session of operation. It means improvement. It is a step toward adaptation. Learning is a major characteristic of intelligent systems." (Nikola K Kasabov, "Foundations of Neural Networks, Fuzzy Systems, and Knowledge Engineering", 1996)

"Learning is a multi-faceted, integrated process where changes with any one element alters the larger network. Knowledge is subject to the nuances of complex, adaptive systems." (George Siemens, "Knowing Knowledge", 2006)

"Learning is the process of creating networks." (George Siemens, "Knowing Knowledge", 2006)

"Learning is a process of modifying or completely changing our mental models based on new experiences or evidence." (Edward D Hess, "Learn or Die: Using Science to Build a Leading-Edge Learning Organization", 2014)

"Learning is a dynamic event and so the belief that learning is primarily about the acquisition of facts is fundamentally flawed - the acquisition and manipulation of data is at best a prerequisite to learning. Real learning involves acquiring knowledge and understanding." (William Byers, "Deep Thinking: What Mathematics Can Teach Us About the Mind", 2015)

"A little learning is a dangerous thing." (Alexander Pope)

"Learning is a treasure which accompanies its owner everywhere." (proverb)

"Learning is the only thing the mind never exhausts, never fears, and never regrets." (Leonardo da Vinci)

"Learning is not attained by chance. It must be sought for with ardor and attended to with diligence." (Abigail Adams)

John D Kelleher - Collected Quotes

"A predictive model overfits the training set when at least some of the predictions it returns are based on spurious patterns present in the training data used to induce the model. Overfitting happens for a number of reasons, including sampling variance and noise in the training set. The problem of overfitting can affect any machine learning algorithm; however, the fact that decision tree induction algorithms work by recursively splitting the training data means that they have a natural tendency to segregate noisy instances and to create leaf nodes around these instances. Consequently, decision trees overfit by splitting the data on irrelevant features that only appear relevant due to noise or sampling variance in the training data. The likelihood of overfitting occurring increases as a tree gets deeper because the resulting predictions are based on smaller and smaller subsets as the dataset is partitioned after each feature test in the path." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"Decision trees are also discriminative models. Decision trees are induced by recursively partitioning the feature space into regions belonging to the different classes, and consequently they define a decision boundary by aggregating the neighboring regions belonging to the same class. Decision tree model ensembles based on bagging and boosting are also discriminative models." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"Decision trees are also considered nonparametric models. The reason for this is that when we train a decision tree from data, we do not assume a fixed set of parameters prior to training that define the tree. Instead, the tree branching and the depth of the tree are related to the complexity of the dataset it is trained on. If new instances were added to the dataset and we rebuilt the tree, it is likely that we would end up with a (potentially very) different tree." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"It is important to remember that predictive data analytics models built using machine learning techniques are tools that we can use to help make better decisions within an organization and are not an end in themselves. It is paramount that, when tasked with creating a predictive model, we fully understand the business problem that this model is being constructed to address and ensure that it does address it." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, worked examples, and case studies", 2015)

"The main advantage of decision tree models is that they are interpretable. It is relatively easy to understand the sequences of tests a decision tree carried out in order to make a prediction. This interpretability is very important in some domains. [...] Decision tree models can be used for datasets that contain both categorical and continuous descriptive features. A real advantage of the decision tree approach is that it has the ability to model the interactions between descriptive features. This arises from the fact that the tests carried out at each node in the tree are performed in the context of the results of the tests on the other descriptive features that were tested at the preceding nodes on the path from the root. Consequently, if there is an interaction effect between two or more descriptive features, a decision tree can model this."  (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"There are two kinds of mistakes that an inappropriate inductive bias can lead to: underfitting and overfitting. Underfitting occurs when the prediction model selected by the algorithm is too simplistic to represent the underlying relationship in the dataset between the descriptive features and the target feature. Overfitting, by contrast, occurs when the prediction model selected by the algorithm is so complex that the model fits to the dataset too closely and becomes sensitive to noise in the data."(John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"Tree pruning identifies and removes subtrees within a decision tree that are likely to be due to noise and sample variance in the training set used to induce it. In cases where a subtree is deemed to be overfitting, pruning the subtree means replacing the subtree with a leaf node that makes a prediction based on the majority target feature level (or average target feature value) of the dataset created by merging the instances from all the leaf nodes in the subtree. Obviously, pruning will result in decision trees being created that are not consistent with the training set used to build them. In general, however, we are more interested in creating prediction models that generalize well to new data rather than that are strictly consistent with training data, so it is common to sacrifice consistency for generalization capacity." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"When datasets are small, a parametric model may perform well because the strong assumptions made by the model - if correct - can help the model to avoid overfitting. However, as the size of the dataset grows, particularly if the decision boundary between the classes is very complex, it may make more sense to allow the data to inform the predictions more directly. Obviously the computational costs associated with nonparametric models and large datasets cannot be ignored. However, support vector machines are an example of a nonparametric model that, to a large extent, avoids this problem. As such, support vector machines are often a good choice in complex domains with lots of data." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, Worked Examples, and Case Studies", 2015)

"When we find data quality issues due to valid data during data exploration, we should note these issues in a data quality plan for potential handling later in the project. The most common issues in this regard are missing values and outliers, which are both examples of noise in the data." (John D Kelleher et al, "Fundamentals of Machine Learning for Predictive Data Analytics: Algorithms, worked examples, and case studies", 2015)

"A neural network consists of a set of neurons that are connected together. A neuron takes a set of numeric values as input and maps them to a single output value. At its core, a neuron is simply a multi-input linear-regression function. The only significant difference between the two is that in a neuron the output of the multi-input linear-regression function is passed through another function that is called the activation function." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"Data scientists should have some domain expertise. Most data science projects begin with a real-world, domain-specific problem and the need to design a data-driven solution to this problem. As a result, it is important for a data scientist to have enough domain expertise that they understand the problem, why it is important, an dhow a data science solution to the problem might fit into an organization’s processes. This domain expertise guides the data scientist as she works toward identifying an optimized solution." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"One of the biggest myths is the belief that data science is an autonomous process that we can let loose on our data to find the answers to our problems. In reality, data science requires skilled human oversight throughout the different stages of the process. [...] The second big myth of data science is that every data science project needs big data and needs to use deep learning. In general, having more data helps, but having the right data is the more important requirement. [...] A third data science myth is that modern data science software is easy to use, and so data science is easy to do. [...] The last myth about data science [...] is the belief that data science pays for itself quickly. The truth of this belief depends on the context of the organization. Adopting data science can require significant investment in terms of developing data infrastructure and hiring staff with data science expertise. Furthermore, data science will not give positive results on every project." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"One of the most important skills for a data scientist is the ability to frame a real-world problem as a standard data science task." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"Presenting data in a graphical format makes it much easier to see and understand what is happening with the data. Data visualization applies to all phases of the data science process."  (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"The goal of data science is to improve decision making by basing decisions on insights extracted from large data sets. As a field of activity, data science encompasses a set of principles, problem definitions, algorithms, and processes for extracting nonobvious and useful patterns from large data sets. It is closely related to the fields of data mining and machine learning, but it is broader in scope." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"The patterns that we extract using data science are useful only if they give us insight into the problem that enables us to do something to help solve the problem." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"The promise of data science is that it provides a way to understand the world through data." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"Using data science, we can uncover the important patterns in a data set, and these patterns can reveal the important attributes in the domain. The reason why data science is used in so many domains is that it doesn’t matter what the problem domain is: if the right data are available and the problem can be clearly defined, then data science can help."  (John D Kelleher & Brendan Tierney, "Data Science", 2018)

"We humans are reasonably good at defining rules that check one, two, or even three attributes (also commonly referred to as features or variables), but when we go higher than three attributes, we can start to struggle to handle the interactions between them. By contrast, data science is often applied in contexts where we want to look for patterns among tens, hundreds, thousands, and, in extreme cases, millions of attributes." (John D Kelleher & Brendan Tierney, "Data Science", 2018)

📁 On DIKW: On Knowledge (1800-1824)

"Knowledge is only real and can only be set forth fully in the form of science, in the form of system." (G W Friedrich Hegel, "The Phenomenology of Mind", 1807)

"It is not knowledge, but the act of learning, not possession but the act of getting there, which grants the greatest enjoyment. When I have clarified and exhausted a subject, then I turn away from it, in order to go into darkness again; the never satisfied man is so strange if he has completed a structure, then it is not in order to dwell in it peacefully, but in order to begin another. I imagine the world conqueror must feel thus, who, after one kingdom is scarcely conquered, stretched out his arms for others." (Carl F Gauss, [Letter to Farkas Bolyai] 1808)

"Thus then does the Doctrine of Knowledge, which in its substance is the realisation of the absolute Power of intelligising which has now been defined, end with the recognition of itself as a mere Schema in a Doctrine of Wisdom, although indeed a necessary and indispensable means to such a Doctrine: - a Schema, the sole aim of which is, with the knowledge thus acquired, - by which knowledge alone a Will, clear and intelligible to itself and reposing upon itself without wavering or perplexity, is possible, - to return wholly into Actual Life; - not into the Life of blind and irrational Instinct which we have laid bare in all its nothingness, but into the Divine Life which shall become visible to us." (Johann G Fichte, "Outline of the Doctrine of Knowledge", 1810)

"The most important questions of life are, for the most part, really only problems of probability. Strictly speaking one may even say that nearly all our knowledge is problematical; and in the small number of things which we are able to know with certainty, even in the mathematical sciences themselves, induction and analogy, the principal means for discovering truth, are based on probabilities, so that the entire system of human knowledge is connected with this theory." (Pierre-Simon Laplace, "Theorie Analytique des Probabilités", 1812)

"One may even say, strictly speaking, that almost all our knowledge is only probable; and in the small number of things that we are able to know with certainty, in the mathematical sciences themselves, the principal means of arriving at the truth - induction and analogy - are based on probabilities, so that the whole system of human knowledge is tied up with the theory set out in this essay." (Pierre-Simon Laplace, "Philosophical Essay on Probabilities", 1814) 

"[...] all knowledge, and especially the weightiest knowledge of the truth, to which only a brief triumph is allotted between the two long periods in which it is condemned as paradoxical or disparaged as trivial." (Arthur Schopenhauer, "The World as Will and Representation", 1819)

"The highest knowledge can be nothing more than the shortest and clearest road to truth; all the rest is pretension, not performance, mere verbiage and grandiloquence, from which we can learn nothing." (Charles C Colton, "Lacon", 1820)

"We [...] are profiting not only by the knowledge, but also by the ignorance, not only by the discoveries, but also by the errors of our forefathers; for the march of science, like that of time, has been progressing in the darkness, no less than in the light." (Charles C Colton, "Lacon", 1820)

"The aim of every science is foresight. For the laws of established observation of phenomena are generally employed to foresee their succession. All men, however little advanced make true predictions, which are always based on the same principle, the knowledge of the future from the past." (Auguste Compte, "Plan des travaux scientifiques nécessaires pour réorganiser la société", 1822)

Frederick Mosteller - Collected Quotes

 "As usual we may make the errors of I) rejecting the null hypothesis when it is true, II) accepting the null hypothesis when it is false. But there is a third kind of error which is of interest because the present test of significance is tied up closely with the idea of making a correct decision about which distribution function has slipped furthest to the right. We may make the error of III) correctly rejecting the null hypothesis for the wrong reason." (Frederick Mosteller, "A k-Sample Slippage Test for an Extreme Population", The Annals of Mathematical Statistics 19, 1948)

"Errors of the third kind happen in conventional tests of differences of means, but they are usually not considered, although their existence is probably recognized. It seems to the author that there may be several reasons for this among which are 1) a preoccupation on the part of mathematical statisticians with the formal questions of acceptance and rejection of null hypotheses without adequate consideration of the implications of the error of the third kind for the practical experimenter, 2) the rarity with which an error of the third kind arises in the usual tests of significance." (Frederick Mosteller, "A k-Sample Slippage Test for an Extreme Population", The Annals of Mathematical Statistics 19, 1948)

"For many purposes graphical accuracy is sufficient. The speed of graphical processes, and more especially the advantages of visual presentation in pointing out facts or clues which might otherwise be overlooked, make graphical analysis very valuable." (Frederick Mosteller & John W Tukey, "The Uses and Usefulness of Binomial Probability Paper?", Journal of the American Statistical Association 44, 1949)

"If significance tests are required for still larger samples, graphical accuracy is insufficient, and arithmetical methods are advised. A word to the wise is in order here, however. Almost never does it make sense to use exact binomial significance tests on such data - for the inevitable small deviations from the mathematical model of independence and constant split have piled up to such an extent that the binomial variability is deeply buried and unnoticeable. Graphical treatment of such large samples may still be worthwhile because it brings the results more vividly to the eye." (Frederick Mosteller & John W Tukey, "The Uses and Usefulness of Binomial Probability Paper?", Journal of the American Statistical Association 44, 1949)

"Scientific and technological advances have made the world we live in complex and hard to understand. […] Science itself shows the same growing complexity. We often hear that 'one man can no longer cover a broad enough field' and that 'there is too much narrow specialization'. And yet these complexities must be met - and resolved. At all levels, decisions must be made which involve consideration of more than a single field." (Frederick Mosteller et al, "The Education of a Scientific Generalist", Science 109,1949)

"Mathematical models for empirical phenomena aid the development of a science when a sufficient body of quantitative information has been accumulated. This accumulation can be used to point the direction in which models should be constructed and to test the adequacy of such models in their interim states. Models, in turn, frequently are useful in organizing and interpreting experimental data and in suggesting new directions for experimental research." (Robert R. Bush & Frederick Mosteller, "A Mathematical Model for Simple Learning", Psychological Review 58, 1951)

"Almost any sort of inquiry that is general and not particular involves both sampling and measurement […]. Further, both the measurement and the sampling will be imperfect in almost every case. We can define away either imperfection in certain cases. But the resulting appearance of perfection is usually only an illusion." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"Because representativeness is inherent in the sampling plan and not in the particular sample at hand, we can never make adequate use of sample results without some measure of how well the results of this particular sample are likely to agree with the results of other samples which the same sampling plan might have provided. The ability to assess stability fairly is as important as the ability to represent the population fairly. Modern sampling plans concentrate on both." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"By sampling we can learn only about collective properties of populations, not about properties of individuals. We can study the average height, the percentage who wear hats, or the variability in weight of college juniors [...]. The population we study may be small or large, but there must be a population - and what we are studying must be a population characteristic. By sampling, we cannot study individuals as particular entities with unique idiosyncrasies; we can study regularities (including typical variabilities as well as typical levels) in a population as exemplified by the individuals in the sample." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"In many cases general probability samples can be thought of in terms of (1) a subdivision of the population into strata, (2) a self-weighting probability sample in each stratum, and (3) combination of the stratum sample means weighted by the size of the stratum." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"That which can be and should be representative is the sampling plan, which includes the manner in which the sample was drawn (essentially a specification of what other samples might have been drawn and what the relative chances of selection were for any two possible samples) and how it is to be analyzed. [...] It is clear that many [...] groups fail to be represented in any particular sample, yet this is not a criticism of that sample. Representation is not, and should not be, by groups. It is, and should be, by individuals as members of the sampled population. Representation is not, and should not be, in any particular sample. It is, and should be, in the sampling plan." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"The main purpose of a significance test is to inhibit the natural enthusiasm of the investigator." (Frederick Mosteller, "Selected Quantitative Techniques", 1954)

"We must emphasize that such terms as 'select at random', 'choose at random', and the like, always mean that some mechanical device, such as coins, cards, dice, or tables of random numbers, is used." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"We have made the sampling plan representative, not by giving each individual an equal chance to enter the sample and then weighting them equally, but by a more noticeable process of compensation, where those individuals very likely to enter the sample are weighted less, while those unlikely to enter are weighted more when they do appear. The net result is to give each individual an equal chance of affecting the (weighted) sample mean." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"We realize that if someone just 'grabs a handful', the individuals in the handful almost always resemble one another (on the average) more than do the members of a simple random sample. Even if the 'grabs' [sampling] are randomly spread around so that every individual has an equal chance of entering the sample, there are difficulties. Since the individuals of grab samples resemble one another more than do individuals of random samples, it follows (by a simple mathematical argument) that the means of grab samples resemble one another less than the means of random samples of the same size. From a grab sample, therefore, we tend to underestimate the variability in the population, although we should have to overestimate it in order to obtain valid estimates of variability of grab sample means by substituting such an estimate into the formula for the variability of means of simple random samples. Thus using simple random sample formulas for grab sample means introduces a double bias, both parts of which lead to an unwarranted appearance of higher stability." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"Weighing a sample appropriately is no more fudging the data than is correcting a gas volume for barometric pressure." (Frederick Mosteller et al, "Principles of Sampling", Journal of the American Statistical Association Vol. 49 (265), 1954)

"A primary goal of any learning model is to predict correctly the learning curve - proportions of correct responses versus trials. Almost any sensible model with two or three free parameters, however, can closely fit the curve, and so other criteria must be invoked when one is comparing several models." (Robert R Bush & Frederick Mosteller, "A Comparison of Eight Models?", Studies in Mathematical Learning Theory, 1959)

"A satisfactory prediction of the sequential properties of learning data from a single experiment is by no means a final test of a model. Numerous other criteria - and some more demanding - can be specified. For example, a model with specific numerical parameter values should be invariant to changes in independent variables that explicitly enter in the model." (Robert R Bush & Frederick Mosteller,"A Comparison of Eight Models?", Studies in Mathematical Learning Theory, 1959)

"In the testing of a scientific model or theory, one rarely has a general measure of goodness-of-fit, a universal yardstick by which one accepts or rejects the model. Indeed, science does not and should not work this way; a theory is kept until a better one is found. One way that science does work is by comparing two or more theories to determine their relative merits in handling relevant data."(Robert R Bush & Frederick Mosteller, "A Comparison of Eight Models?", Studies in Mathematical Learning Theory, 1959)

"In a problem, the great thing is the challenge. A problem can be challenging for many reasons: because the subject matter is intriguing, because the answer defies unsophisticated intuition, because it illustrates an important principle, because of its vast generality, because of its difficulty, because of a clever solution, or even because of the simplicity or beauty of the answer." (Frederick Mosteller, "Fifty Challenging Problems in Probability with Solutions", 1965)

"Using data from the population as it stands is a dangerous substitute for testing." (Frederick Mosteller & Gale Mosteller, "New Statistical Methods in Public Policy. Part I: Experimentation", Journal of Contemporary Business 8, 1979)

"Although we often hear that data speak for themselves, their voices can be soft and sly." (Frederick Mosteller, "Beginning Statistics with Data Analysis", 1983)

"The law of truly large numbers states: With a large enough sample, any outrageous thing is likely to happen." (Frederick Mosteller, "Methods for Studying Coincidences", Journal of the American Statistical Association Vol. 84, 1989)

"It is easy to lie with statistics, but easier to lie without them [...]" (Frederick Mosteller)

📡On Technology III

"Technology means the systematic application of scientific or other organized knowledge to practical tasks." (John K Galbraith, "The New Industrial State", 1967)

"Networks constitute the new social morphology of our societies, and the diffusion of networking logic substantially modifies the operation and outcomes in processes of production, experience, power, and culture. While the networking form of social organization has existed in other times and spaces, the new information technology paradigm provides the material basis for its pervasive expansion throughout the entire social structure." (Manuel Castells, "The Rise of the Network Society", 1996)

"Beauty is more important in computing than anywhere else in technology because software is so complicated. Beauty is the ultimate defense against complexity." (David Gelernter, "Machine Beauty: Elegance And The Heart Of Technolog", 1998)

"Modelling techniques on powerful computers allow us to simulate the behaviour of complex systems without having to understand them.  We can do with technology what we cannot do with science.  […] The rise of powerful technology is not an unconditional blessing.  We have  to deal with what we do not understand, and that demands new  ways of thinking." (Paul Cilliers,"Complexity and Postmodernism: Understanding Complex Systems", 1998)

"A primary reason that evolution - of life-forms or technology - speeds up is that it builds on its own increasing order." (Ray Kurzweil, "The Age of Spiritual Machines: When Computers Exceed Human Intelligence", 1999) 

"As systems became more varied and more complex, we find that no single methodology suffices to deal with them. This is particularly true of what may be called information intelligent systems - systems which form the core of modern technology. To conceive, design, analyze and use such systems we frequently have to employ the totality of tools that are available. Among such tools are the techniques centered on fuzzy logic, neurocomputing, evolutionary computing, probabilistic computing and related methodologies. It is this conclusion that formed the genesis of the concept of soft computing." (Lotfi A Zadeh, "The Birth and Evolution of Fuzzy Logic: A personal perspective", 1999)

"We do not learn much from looking at a model - we learn more from building the model and manipulating it. Just as one needs to use or observe the use of a hammer in order to really understand its function, similarly, models have to be used before they will give up their secrets. In this sense, they have the quality of a technology - the power of the model only becomes apparent in the context of its use." (Margaret Morrison & Mary S Morgan, "Models as mediating instruments", 1999)

"Periods of rapid change and high exponential growth do not, typically, last long. A new equilibrium with a new dominant technology and/or competitor is likely to be established before long. Periods of punctuation are therefore exciting and exhibit unusual uncertainty. The payoff from establishing a dominant position in this short time is therefore extraordinarily high. Dominance is more likely to come from skill in marketing and positioning than from superior technology itself." (Richar Koch, "The Power Laws", 2000)

"Mythology and science both extend the scope of human beings. Like science and technology, mythology, as we shall see, is not about opting out of this world, but about enabling us to live more intensely within it." (Karen Armstrong, "A Short History Of Myth", 2004)

"In an age when technology is integrating us more tightly together and delivering tremendous flows of innovation, knowledge, connectivity and commerce, the future belongs to those who build webs not walls, who can integrate not separate, to get the most out of these flows." (Thomas L Friedman, The New York Times, 2016)

Tipping Point I

"For any given population of susceptibles, there is some critical combination of contact frequency, infectivity, and disease duration just great enough for the positive loop to dominate the negative loops. That threshold is known as the tipping point. Below the tipping point, the system is stable: if the disease is introduced into the community, there may be a few new cases, but on average, people will recover faster than new cases are generated. Negative feedback dominates and the population is resistant to an epidemic. Past the tipping point, the positive loop dominates .The system is unstable and once a disease arrives, it can spread like wildfire that is, by positive feedback-limited only by the depletion of the susceptible population." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"If the contact rate, infectivity, and duration of infection are small enough, the system is below the tipping point and stable. Such a situation is known as herd immunity because the arrival of an infected individual does not produce an epidemic (though a few unlucky individuals may come in contact with any infectious arrivals and contract the disease, the group as a community is protected). However, changes in the contact rate, infectivity, or duration of illness can push a system past the tipping point." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"The existence of the tipping point means it is theoretically possible to completely eradicate a disease. Eradication does not require a perfect vaccine and universal immunization but only the weaker condition that the reproduction rate of the disease fall and remain below one so that new cases arise at a lower rate than old cases are resolved." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world. ", 2000)

"The sharp boundary between an epidemic and stability defined by the tipping point in the deterministic models becomes a probability distribution characterizing the chance an epidemic will occur for any given average rates of interaction, infectivity, and recovery. Likewise, the SI and SIR models assume a homogeneous and well-mixed population, while in reality it is often important to represent subpopulations and the spatial diffusion of an epidemic." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"In the real world, advertising is expensive and does not persist indefinitely. The marketing plan for most new products includes a certain amount for a kickoff ad campaign and other initial marketing efforts. If the product is successful, further advertising can be supported out of the revenues the product generates. If, however, the product does not take off, the marketing budget is soon exhausted and external sources of adoption fall. Advertising is not exogenous, as in the Bass model, but is part of the feedback structure of the system. There is a tipping point for ideas and new products no less than for diseases." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire." (Malcolm T Gladwell, "The Tipping Point: How Little Things Can Make a Big Difference", 2000)

"This possibility of sudden change is at the center of the idea of the Tipping Point and might well be the hardest of all to accept. [...] The Tipping Point is the moment of critical mass, the threshold, the boiling point." (Malcolm T Gladwell, "The Tipping Point: How Little Things Can Make a Big Difference", 2000)

"But in mathematics there is a kind of threshold effect, an intellectual tipping point. If a student can just get over the first few humps, negotiate the notational peculiarities of the subject, and grasp that the best way to make progress is to understand the ideas, not just learn them by rote, he or she can sail off merrily down the highway, heading for ever more abstruse and challenging ideas, while an only slightly duller student gets stuck at the geometry of isosceles triangles." (Ian Stewart, "Why Beauty is Truth: A history of symmetry", 2007)

"The product that first gets over its own tipping point attracts many consumers and this may make the competing product less attractive. Being the first to reach this tipping point is very important - more important than being the 'best' in an abstract sense." (David Easley & Jon Kleinberg, "Networks, Crowds, and Markets: Reasoning about a Highly Connected World", 2010)

"Stochastic variability and tipping points in the catch are two different dynamical phenomena. Yet they are both compatible with real-world data [...]" (John D W Morecroft, "Strategic Modelling and Business Dynamics: A Feedback Systems Approach", 2015)

Complex Systems IV

"With the growing interest in complex adaptive systems, artificial life, swarms and simulated societies, the concept of 'collective intelligence' is coming more and more to the fore. The basic idea is that a group of individuals (e. g. people, insects, robots, or software agents) can be smart in a way that none of its members is. Complex, apparently intelligent behavior may emerge from the synergy created by simple interactions between individuals that follow simple rules." (Francis Heylighen, "Collective Intelligence and its Implementation on the Web", 1999)

"A system may be called complex here if its dimension (order) is too high and its model (if available) is nonlinear, interconnected, and information on the system is uncertain such that classical techniques can not easily handle the problem." (M Jamshidi, "Autonomous Control on Complex Systems: Robotic Applications", Current Advances in Mechanical Design and Production VII, 2000)

"Bounded rationality simultaneously constrains the complexity of our cognitive maps and our ability to use them to anticipate the system dynamics. Mental models in which the world is seen as a sequence of events and in which feedback, nonlinearity, time delays, and multiple consequences are lacking lead to poor performance when these elements of dynamic complexity are present. Dysfunction in complex systems can arise from the misperception of the feedback structure of the environment. But rich mental models that capture these sources of complexity cannot be used reliably to understand the dynamics. Dysfunction in complex systems can arise from faulty mental simulation-the misperception of feedback dynamics. These two different bounds on rationality must both be overcome for effective learning to occur. Perfect mental models without a simulation capability yield little insight; a calculus for reliable inferences about dynamics yields systematically erroneous results when applied to simplistic models." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"Much of the art of system dynamics modeling is discovering and representing the feedback processes, which, along with stock and flow structures, time delays, and nonlinearities, determine the dynamics of a system. […] the most complex behaviors usually arise from the interactions (feedbacks) among the components of the system, not from the complexity of the components themselves." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"To avoid policy resistance and find high leverage policies requires us to expand the boundaries of our mental models so that we become aware of and understand the implications of the feedbacks created by the decisions we make. That is, we must learn about the structure and dynamics of the increasingly complex systems in which we are embedded." (John D Sterman, "Business dynamics: Systems thinking and modeling for a complex world", 2000) 

"Falling between order and chaos, the moment of complexity is the point at which self-organizing systems emerge to create new patterns of coherence and structures of behaviour." (Mark C Taylor, "The Moment of Complexity: Emerging Network Culture", 2001)

"[…] most earlier attempts to construct a theory of complexity have overlooked the deep link between it and networks. In most systems, complexity starts where networks turn nontrivial." (Albert-László Barabási, "Linked: How Everything Is Connected to Everything Else and What It Means for Business, Science, and Everyday Life", 2002)

"[…] networks are the prerequisite for describing any complex system, indicating that complexity theory must inevitably stand on the shoulders of network theory. It is tempting to step in the footsteps of some of my predecessors and predict whether and when we will tame complexity. If nothing else, such a prediction could serve as a benchmark to be disproven. Looking back at the speed with which we disentangled the networks around us after the discovery of scale-free networks, one thing is sure: Once we stumble across the right vision of complexity, it will take little to bring it to fruition. When that will happen is one of the mysteries that keeps many of us going." (Albert-László Barabási, "Linked: How Everything Is Connected to Everything Else and What It Means for Business, Science, and Everyday Life", 2002)

"A sudden change in the evolutive dynamics of a system (a ‘surprise’) can emerge, apparently violating a symmetrical law that was formulated by making a reduction on some (or many) finite sequences of numerical data. This is the crucial point. As we have said on a number of occasions, complexity emerges as a breakdown of symmetry (a system that, by evolving with continuity, suddenly passes from one attractor to another) in laws which, expressed in mathematical form, are symmetrical. Nonetheless, this breakdown happens. It is the surprise, the paradox, a sort of butterfly effect that can highlight small differences between numbers that are very close to one another in the continuum of real numbers; differences that may evade the experimental interpretation of data, but that may increasingly amplify in the system’s dynamics." (Cristoforo S Bertuglia & Franco Vaio, "Nonlinearity, Chaos, and Complexity: The Dynamics of Natural and Social Systems", 2003) 

Peter M Senge - Collected Quotes

"’Mental models’ are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action. Very often, we are not consciously aware of our mental models or the effects they have on our behavior. […] Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world. [...] Mental models are deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting. Very often, we are not consciously aware of our mental models or the effects they have on our behavior." (Peter M Senge, "The Fifth Discipline", 1990)

"Mental models are the images, assumptions, and stories which we carry in our minds of ourselves, other people, institutions, and every aspect of the world. Like a pane of glass framing and subtly distorting our vision, mental models determine what we see. Human beings cannot navigate through the complex environments of our world without cognitive ‘mental maps’; and all of these mental maps, by definition, are flawed in some way." (Peter M Senge, "The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization", 1994)

"[…] new insights fail to get put into practice because they conflict with deeply held internal images of how the world works [...] images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)

"Systems thinking is a discipline for seeing the 'structures' that underlie complex situations, and for discerning high from low leverage change. That is, by seeing wholes we learn how to foster health. To do so, systems thinking offers a language that begins by restructuring how we think." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)

"Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static 'snapshots'. It is a set of general principles- distilled over the course of the twentieth century, spanning fields as diverse as the physical and social sciences, engineering, and management. [...] During the last thirty years, these tools have been applied to understand a wide range of corporate, urban, regional, economic, political, ecological, and even psychological systems. And systems thinking is a sensibility for the subtle interconnectedness that gives living systems their unique character." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)

"Systems thinking is a framework for seeing interrelationships rather than things, for seeing patterns rather than static snapshots. It is a set of general principles spanning fields as diverse as physical and social sciences, engineering and management." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)

"The problem with mental models lie not in whether they are right or wrong - by definition, all models are simplifications. The problem with mental models arise when they become implicit - when they exist below the level of our awareness. […] models, if unexamined, limit an organization's range of actions to what is familiar and comfortable. [...] Each person's mental model focuses on different parts of the system. Each emphasizes different cause-effect chains. This makes it virtually impossible for a shared picture of the system as a whole to emerge in normal conversation." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)

Stephen G Haines - Collected Quotes

"Although it is important to understand each individual characteristic, keep in mind that it is the relationship between these parts and characteristics, and their fit into one whole system, that is key. Systems dynamics are all about relationships." (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"If life on earth is governed by the natural laws of living systems, then a successful participant should learn the concepts and principles." (Stephen G Haines, 1998)

"In a closed system, the change in entropy must always be 'positive', meaning toward death. However, in open biological or social systems, entropy can be arrested and may even be transformed into negative entropy. - a process of more complete organization and enhanced ability to transform resources. Why? Because the system imports energy and resources from its environment, leading to renewal. This is why education and learning are so important, as they provide new and stimulating input (termed neg-entropy) that can transform each of us." (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"Information concerning the system’s outputs or process is fed back into the system as an input, perhaps leading to changes in the transformation process to achieve more effective future outputs. Often this informational input helps us get to the root of problems.
Feedback can be either positive or negative. Positive feedback indicates that the steady state of a system is presently effective. Negative feedback indicates that the system is deviating from a prescribed course and should readjust to a new steady state. Some systems-related field, such as cybernetics, are based on negative feedback." (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"[Systems thinking is] A new way to view and mentally frame what we see in the world; a worldview and way of thinking whereby we see the entity or unit first as a whole, with its fit and relationship to its environment as primary concerns." (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"The beauty of this [systems thinking] mindset is that its mental models are based on natural laws, principles of interrelationship, and interdependence found in all living systems. They give us a new view of ourselves and our many systems, from the tiniest cell to the entire earth; and as our organizations are included in that great range, they help us define organizational problems as systems problems, so we can respond in more productive ways. The systems thinking mindset is a new orientation to life. In many ways it also operates as a worldview - an overall perspective on, and understanding of, the world." (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"The Systems Thinking Approach is an absolute necessity to make sense of and succeed in today’s complex world." (Stephen G Haines, 1998)

"The whole idea of a system is to optimize - not maximize - the fit of its elements in order to maximize the whole. If we merely maximize the elements of systems, we end up suboptimizing the whole [...]" (Stephen G Haines, "The Managers Pocket Guide to Systems Thinking & Learning", 1998)

"Delay time, the time between causes and their impacts, can highly influence systems. Yet the concept of delayed effect is often missed in our impatient society, and when it is recognized, it’s almost always underestimated. Such oversight and devaluation can lead to poor decision making as well as poor problem solving, for decisions often have consequences that don’t show up until years later. Fortunately, mind mapping, fishbone diagrams, and creativity/brainstorming tools can be quite useful here." (Stephen G Haines, "The Manager's Pocket Guide to Strategic and Business Planning", 1998)

"Simple analytic thinking [as opposed to systems thinking] focuses on cause-and-effect: one cause for every one effect. It asks the all too common either/or question. Its weakest link, and the reason it’s not working in today’s world, is that it doesn’t take into consideration the environment, other systems, and the multiple and/or delayed causality that surrounds each cause and effect. Nor does it consider a part’s interrelationships and interdependencies with other parts." (Stephen G Haines, "The Manager's Pocket Guide to Strategic and Business Planning", 1998)

"To begin with, we must understand that any mindset consists of mental models, or concepts, that influence our interpretation of situations and predispose us to certain responses. These models, which are replete with beliefs and assumptions, thus strongly determine the way we understand the world and act in it. The irony is, they become so ingrained in us, as tendencies and predispositions, that we seldom pay attention to them." (Stephen G Haines,  "The Manager's Pocket Guide to Strategic and Business Planning", 1998)

"All systems have a tendency toward maximum entropy, disorder, and death. Importing resources from the environment is key to long-term viability; closed systems move toward this disorganization faster than open systems." (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)

"Systems thinking practices the exact opposite of this analytic approach. Systems thinking studies the organization as a whole in its interaction with its environment. Then, it works backwards to understand how each part of that whole works in relation to, and support of, the entire system’s objectives. Only then can the core strategies be formulated." (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)

"Systems, and organizations as systems, can only be understood holistically. Try to understand the system and its environment first. Organizations are open systems and, as such, are viable only in interaction with and adaptation to the changing environment." (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)

Gordon Pask - Collected Quotes

"By definition, a pair of inherently unmeasurable, non-stationary systems, are coupled to produce an inherently measurable stationary system." (Gordon Pask, "An Approach to Cybernetics", 1961) 

"Cybernetics offers a scientific approach to the cussedness of organisms, suggests how their behaviours can be catalysed and the mystique and rule of thumb banished." (Gordon Pask, "An Approach to Cybernetics", 1961)

"Cybernetics is the science or the art of manipulating defensible metaphors; showing how they may be constructed and what can be inferred as a result of their existence." (Gordon Pask, "The Cybernetics of Human Performance and Learning", 1966) 

"Development of an organism from a single germ cell into a multicellular entity is a self-organizing system from any point of view and I wish to contend that this self-organizing system is a subsystem of the self-organizing system called 'evolution'." (Gordon Pask, "An Approach to Cybernetics", 1961) 

"Any theory starts off with an observer or experimenter. He has in mind a collection of abstract models with predictive capabilities. Using various criteria of relevance, he selects one of them. In order to actually make predictions, this model must be interpreted and identified with a real assembly to form a theory. The interpretation may be prescriptive or predictive, as when the model is used like a blueprint for designing a machine and predicting its states. On the other hand, it may be descriptive and predictive as it is when the model is used to explain and predict the behaviour of a given organism." (Gordon Pask, "The meaning of cybernetics in the behavioural sciences", 1969)

"There are two subcategories of holist called irredundant holists and redundant holists. Students of both types image an entire system of facts or principles. Though an irredundant holist's image is rightly interconnected, it contains only relevant and essential constitents. In contrast, redundant holists entertain images that contain logically irrelevant or overspecific material, commonly derived from data used to 'enrich' the curriculum, and these students embed the salient facts and principles in a network of redundant items. Though logically irrelevant, the items in question are of great psychological importance to a 'redundant holist', since he uses them to access, retain and manipulate whatever he was originally required to learn." (Gordon Pask, "Learning Strategies and Individual Competence", 1972)

"A learning strategy is comparable in kind with a performance strategy. Each sort of strategy entails decomposing goals into subgoals and applying mental subroutines to achieve the subgoals concerned. The necessary difference between learning strategies and performance is in the domain upon which they operate. Whereas the performance strategy solves problems posed by states of the (usually symbolic) environment, the learning strategy solves the problems posed by deficiencies in the current repertoire of relevant performance strategies; the solutions produced by a learning strategy are performance strategies."(Gordon Pask, "Conversation, Cognition and Learning", 1975)

"If cognitive processes can be realized in a general machine then it is possible to execute mental operations in artifacts that are not necessarily subject to the embarrassing spatio-temporal limitations and structural frailties of a biological processor." (Gordon Pask, "Conversation, Cognition and Learning", 1975)

"Regarding stability, the state trajectories of a system tend to equilibrium. In the simplest case they converge to one point (or different points from different initial states), more commonly to one (or several, according to initial state) fixed point or limit cycle(s) or even torus(es) of characteristic equilibrial behaviour. All this is, in a rigorous sense, contingent upon describing a potential, as a special summation of the multitude of forces acting upon the state in question, and finding the fixed points, cycles, etc., to be minima of the potential function. It is often more convenient to use the equivalent jargon of 'attractors' so that the state of a system is 'attracted' to an equilibrial behaviour. In any case, once in equilibrial conditions, the system returns to its limit, equilibrial behaviour after small, arbitrary, and random perturbations." (Gordon Pask, "Different Kinds of Cybernetics", 1992)

"Systems, acting dynamically, produce (and incidentally, reproduce) their own boundaries, as structures which are complementary (necessarily so) to their motion and dynamics. They are liable, for all that, to instabilities chaos, as commonly interpreted of chaotic form, where nowadays, is remote from the random. Chaos is a peculiar situation in which the trajectories of a system, taken in the traditional sense, fail to converge as they approach their limit cycles or 'attractors' or 'equilibria'. Instead, they diverge, due to an increase, of indefinite magnitude, in amplification or gain." (Gordon Pask, "Different Kinds of Cybernetics", 1992)

Information Overload II

"Information overload occurs when the amount of input to a system exceeds its processing capacity. Decision makers have fairly limited cognitive processing capacity. Consequently, when information overload occurs, it is likely that a reduction in decision quality will occur." (Bertram Gross, "The Managing of Organizations", 1964)

"My experience indicates that most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload." (Russell L Ackoff, "Management misinformation systems", 1967)

"One of the effects of living with electric information is that we live habitually in a state of information overload. There's always more than you can cope with." (Marshall McLuhan, "The Best of Ideas", 1967)

"Unless the information overload to which managers are subjected is reduced, any additional information made available by an MIS cannot be expected to be used effectively." (Russell L Ackoff, "Management misinformation systems", 1967)

“[...] in an information-rich world, the wealth of information means a dearth of something else: a scarcity of whatever it is that information consumes. What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it." (Herbert A Simon, "Designing Organizations for an Information-Rich World", 1971)

"Intuition becomes increasingly valuable in the new information society precisely because there is so much data." (John Naisbit, "Re-Inventing the Corporation", 1988)

"Traditional ways to deal with information - reading, listening, writing, talking - are painfully slow in comparison to 'viewing the big picture'. Those who survive information overload will be those who search for information with broadband thinking but apply it with a single-minded focus." (Kathryn Alesandrini, "Survive Information Overload: The 7 Best Ways to Manage Your Workload by Seeing the Big Picture", 1992)

"We are drowning in information, while starving for wisdom. The world henceforth will be run by synthesizers, people able to put together the right information at the right time, think critically about it, and make important choices wisely." (Edward O Wilson, "Consilience: The Unity of Knowledge", 1998)

"We all would like to know more and, at the same time, to receive less information. In fact, the problem of a worker in today's knowledge industry is not the scarcity of information but its excess. The same holds for professionals: just think of a physician or an executive, constantly bombarded by information that is at best irrelevant. In order to learn anything we need time. And to make time we must use information filters allowing us to ignore most of the information aimed at us. We must ignore much to learn a little." (Mario Bunge, "Philosophy in Crisis: The Need for Reconstruction", 2001)

"There is so much information that our ability to focus on any piece of it is interrupted by other information, so that we bathe in information but hardly absorb or analyse it. Data are interrupted by other data before we've thought about the first round, and contemplating three streams of data at once may be a way to think about none of them." (Rebecca Solnit, "The Encyclopedia of Trouble and Spaciousness", 2014)

Systems Thinking IV

"One of the strongest benefits of the systems thinking perspective is that it can help you learn to ask the right questions. This is an important first step toward understanding a problem. […] Much of the value of systems thinking comes from the different framework that it gives us for looking at problems in new ways." (Virginia Anderson & Lauren Johnson, "Systems Thinking Basics: From Concepts to Causal Loops", 1997)

"[...] information feedback about the real world not only alters our decisions within the context of existing frames and decision rules but also feeds back to alter our mental models. As our mental models change we change the structure of our systems, creating different decision rules and new strategies. The same information, processed and interpreted by a different decision rule, now yields a different decision. Altering the structure of our systems then alters their patterns of behavior. The development of systems thinking is a double-loop learning process in which we replace a reductionist, narrow, short-run, static view of the world with a holistic, broad, long-term, dynamic view and then redesign our policies and institutions accordingly." (John D Sterman, "Business dynamics: Systems thinking and modeling for a complex world", 2000)

"Systems thinking means the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people have been trained to solve problems by breaking a complex system, such as an organization, into discrete parts and working to make each part perform as well as possible. However, the success of each piece does not add up to the success of the whole. to the success of the whole. In fact, sometimes changing one part to make it better actually makes the whole system function less effectively." (Richard L Daft, "The Leadership Experience", 2002)

"Deep change in mental models, or double-loop learning, arises when evidence not only alters our decisions within the context of existing frames, but also feeds back to alter our mental models. As our mental models change, we change the structure of our systems, creating different decision rules and new strategies. The same information, interpreted by a different model, now yields a different decision. Systems thinking is an iterative learning process in which we replace a reductionist, narrow, short-run, static view of the world with a holistic, broad, long-term, dynamic view, reinventing our policies and institutions accordingly." (John D Sterman, "Learning in and about complex systems", Systems Thinking Vol. 3 2003)

"There exists an alternative to reductionism for studying systems. This alternative is known as holism. Holism considers systems to be more than the sum of their parts. It is of course interested in the parts and particularly the networks of relationships between the parts, but primarily in terms of how they give rise to and sustain in existence the new entity that is the whole whether it be a river system, an automobile, a philosophical system or a quality system." (Michael C. Jackson, "Systems Thinking: Creative Holism for Manager", 2003) 

"Systems thinking is only an epistemology, a particular way of describing the world. It does not tell us what the world is. Hence, strictly speaking, we should never say of something in the world: ‘It is a system’, only: ‘It may be described as a system.’" (John Mingers, Realising" Systems Thinking: Knowledge and Action in Management Science", 2006)

"At a time when the world is more messy, more crowded, more interconnected, more interdependent, and more rapidly changing than ever before, the more ways of seeing, the better. The systems-thinking lens allows us to reclaim our intuition about whole systems and hone our abilities to understand parts, see interconnections, ask 'what-if' questions about possible future behaviors, and be creative and courageous about system redesign. (Donella H Meadows, "Thinking in Systems: A Primer", 2008)

"In ecology, we are often interested in exploring the behavior of whole systems of species or ecosystem composed of individual components which interact through biological processes. We are interested not simply in the dynamics of each species or component in isolation, but the dynamics of each species or component in the context of all the others and how those coupled dynamics account for properties of the system as a whole, such as its persistence. This is what people seem to mean when they say that ecology is ‘holistic’, an otherwise rather vague term." (John Pastor, "Mathematical Ecology of Populations and Ecosystems", 2008)

"Systems thinking is a mental discipline and framework for seeing patterns and interrelationships. It is important to see organizational systems as a whole because of their complexity. Complexity can overwhelm managers, undermining confidence. When leaders can see the structures that underlie complex situations, they can facilitate improvement. But doing that requires a focus on the big picture." (Richard L Daft, "The Leadership Experience", 2008)  

"Holism [is] the art - in contrast with reductionism - of seeing a complex system as a whole. Holism knows the limits to its understanding; it acknowledges that the system has its wildness, its privacy, its own reasons, its defenses against invasive explanation." (David Fleming, "Lean Logic", 2016)

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🪷On Mind: Mental Models XLVII (Limitations VI)

"Every presentation of philosophy, whether oral or written, is to be taken and can only be taken in the sense of a means. Every system is only an expression or image of reason, and hence only an object of reason, an object which reason - a living power that procreates itself in new thinking beings - distinguishes from itself and posits as an object of criticism. Every system that is not recognized and appropriated as just a means, limits and warps the mind for it sets up the indirect and formal thought in the place of the direct, original and material thought." (Ludwig A Feuerbach, "Towards a Critique of Hegel's Philosophy", 1839) 

"[…] we can only study Nature through our senses - that is […] we can only study the model of Nature that our senses enable our minds to construct; we cannot decide whether that model, consistent though it be, represents truly the real structure of Nature; whether, indeed, there be any Nature as an ultimate reality behind its phenomena." (William C Dampier, "The Recent Development of Physical Science", 1904)

"Most mistakes in philosophy and logic occur because the human mind is apt to take the symbol for the reality." (Albert Einstein, "Cosmic Religion: With Other Opinions and Aphorisms", 1931) 

"The model of the natural world we build in our minds by such a process will forever be inadequate, just a little cathedral in the mountains. Still it is better than no model at all." (Timothy Ferris, "The Red Limit: The Search for the Edge of the Universe", 1977)

"A person who thinks by images becomes less and less capable of thinking by reasoning, and vice versa. The intellectual process based on images is contradictory to the intellectual process of reasoning that is related to the word. There are two different ways of dealing with an object. They involve not only different approaches, but even more important, opposing mental attitudes. This is not a matter of complementary processes, such as analysis and synthesis or logic and dialectic. These processes lack any qualitative common denominator." (Jacques Ellul, "The Humiliation of the Word", 1981) 

"Whenever I have talked about mental models, audiences have readily grasped that a layout of concrete objects can be represented by an internal spatial array, that a syllogism can be represented by a model of individuals and identities between them, and that a physical process can be represented by a three-dimensional dynamic model. Many people, however, have been puzzled by the representation of abstract discourse; they cannot understand how terms denoting abstract entities, properties or relations can be similarly encoded, and therefore they argue that these terms can have only 'verbal' or propositional representations." (Philip Johnson-Laird,"Mental Models: Towards a Cognitive Science of Language, Inference and Consciousness", 1983)

"Perhaps we all lose our sense of reality to the precise degree to which we are engrossed in our own work, and perhaps that is why we see in the increasing complexity of our mental constructs a means for greater understanding, even while intuitively we know that we shall never be able to fathom the imponderables that govern our course through life." (Winfried G Sebald, "The Rings of Saturn", 1995) 

"Faced with the overwhelming complexity of the real world, time pressure, and limited cognitive capabilities, we are forced to fall back on rote procedures, habits, rules of thumb, and simple mental models to make decisions. Though we sometimes strive to make the best decisions we can, bounded rationality means we often systematically fall short, limiting our ability to learn from experience." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"The robustness of the misperceptions of feedback and the poor performance they cause are due to two basic and related deficiencies in our mental model. First, our cognitive maps of the causal structure of systems are vastly simplified compared to the complexity of the systems themselves. Second, we are unable to infer correctly the dynamics of all but the simplest causal maps. Both are direct consequences of bounded rationality, that is, the many limitations of attention, memory, recall, information processing capability, and time that constrain human decision making." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"A general limitation of the human mind is its imperfect ability to reconstruct past states of knowledge, or beliefs that have changed. Once you adopt a new view of the world (or any part of it), you immediately lose much of your ability to recall what you used to believe before your mind changed." (Daniel Kahneman, "Thinking, Fast and Slow", 2011)

On Chance (1950-1974)

"Historically, the original purpose of the theory of probability was to describe the exceedingly narrow domain of experience connected with games of chance, and the main effort was directed to the calculation of certain probabilities." (William Feller, "An Introduction To Probability Theory And Its Applications", 1950)

"The painful experience of many gamblers has taught us the lesson that no system of betting is successful in improving the gambler's chances. If the theory of probability is true to life, this experience must correspond to a provable statement." (William Feller, "An Introduction To Probability Theory And Its Applications", 1950)

"In a sense, of course, probability theory in the form of the simple laws of chance is the key to the analysis of warfare; […] My own experience of actual operational research work, has however, shown that its is generally possible to avoid using anything more sophisticated. […] In fact the wise operational research worker attempts to concentrate his efforts in finding results which are so obvious as not to need elaborate statistical methods to demonstrate their truth. In this sense advanced probability theory is something one has to know about in order to avoid having to use it." (Patrick M S Blackett, "Operations Research", Physics Today, 1951)

"Indeed, the laws of chance are just as necessary as the causal laws themselves." (David Bohm, "Causality and Chance in Modern Physics", 1957)

"Chaos is but unperceived order; it is a word indicating the limitations of the human mind and the paucity of observational facts. The words ‘chaos’, ‘accidental’, ‘chance’, ‘unpredictable’ are conveniences behind which we hide our ignorance." (Harlow Shapley, "Of Stars and Men: Human Response to an Expanding Universe", 1958)

"If simple perfect laws uniquely rule the universe, should not pure thought be capable of uncovering this perfect set of laws without having to lean on the crutches of tenuously assembled observations? True, the laws to be discovered may be perfect, but the human brain is not. Left on its own, it is prone to stray, as many past examples sadly prove. In fact, we have missed few chances to err until new data freshly gleaned from nature set us right again for the next steps. Thus pillars rather than crutches are the observations on which we base our theories; and for the theory of stellar evolution these pillars must be there before we can get far on the right track." (Erwin Schrödinger & Martin Schwarzschild, "Structure and Evolution of the Stars", 1958)

"Random chance was not a sufficient explanation of the Universe - in fact, random chance was not sufficient to explain random chance; the pot could not hold itself." (Robert A Heinlein, "Stranger in a Strange Land", 1961)

"Can there be laws of chance? The answer, it would seem should be negative, since chance is in fact defined as the characteristic of the phenomena which follow no law, phenomena whose causes are too complex to permit prediction." (Félix E Borel, "Probabilities and Life", 1962)

"The equanimity of your average tosser of coins depends upon a law, or rather a tendency, or let us say a probability, or at any rate a mathematically calculable chance, which ensures that he will not upset himself by losing too much nor upset his opponent by winning too often." (Tom Stoppard, "Rosencrantz and Guildenstern Are Dead", 1967)

"Chance is commonly viewed as a self-correcting process in which a deviation in one direction induces a deviation in the opposite direction to restore the equilibrium. In fact, deviations are not 'corrected' as a chance process unfolds, they are merely diluted." (Amos Tversky, "Judgment Under Uncertainty: Heuristics and Biases", 1974)

"We know the laws of trial and error, of large numbers and probabilities. We know that these laws are part of the mathematical and mechanical fabric of the universe, and that they are also at play in biological processes. But, in the name of the experimental method and out of our poor knowledge, are we really entitled to claim that everything happens by chance, to the exclusion of all other possibilities?" (Albert Claude, "The Coming Age of the Cell", Nobel Prize Lecture] 1974)

On Feedback (1980-1989)

"Effect spreads its 'tentacles' not only forwards (as a new cause giving rise to a new effect) but also backwards, to the cause which gave rise to it, thus modifying, exhausting or intensifying its force. This interaction of cause and effect is known as the principle of feedback. It operates everywhere, particularly in all self-organising systems where perception, storing, processing and use of information take place, as for example, in the organism, in a cybernetic device, and in society. The stability, control and progress of a system are inconceivable without feedback." (Alexander Spirkin, "Dialectical Materialism", 1983)

"The autonomy of living systems is characterized by closed, recursive organization. [...] A system's highest order of recursion or feedback process defines, generates, and maintains the autonomy of a system. The range of deviation this feedback seeks to control concerns the organization of the whole system itself. If the system should move beyond the limits of its own range of organization it would cease to be a system. Thus, autonomy refers to the maintenance of a systems wholeness. In biology, it becomes a definition of what maintains the variable called living." (Bradford P Keeney, "Aesthetics of Change", 1983)

"Ultimately, uncontrolled escalation destroys a system. However, change in the direction of learning, adaptation, and evolution arises from the control of control, rather than unchecked change per se. In general, for the survival and co-evolution of any ecology of systems, feedback processes must be embodied by a recursive hierarchy of control circuits." (Bradford P Keeney, "Aesthetics of Change", 1983)

"What is sometimes called 'positive feedback' or 'amplified deviation' is therefore a partial arc or sequence of a more encompassing negative feedback process. The appearance of escalating runaways in systems is a consequence of the frame of reference an observer has punctuated. Enlarging one's frame of reference enables the 'runaway' to be seen as a variation subject to higher orders of control." (Bradford P Keeney, "Aesthetics of Change", 1983)

"Every system of whatever size must maintain its own structure and must deal with a dynamic environment, i.e., the system must strike a proper balance between stability and change. The cybernetic mechanisms for stability (i.e., homeostasis, negative feedback, autopoiesis, equifinality) and change (i.e., positive feedback, algedonodes, self-organization) are found in all viable systems." (Barry Clemson, "Cybernetics: A New Management Tool", 1984) 

"The term closed loop-learning process refers to the idea that one learns by determining what s desired and comparing what is actually taking place as measured at the process and feedback for comparison. The difference between what is desired and what is taking place provides an error indication which is used to develop a signal to the process being controlled." (Harold Chestnut, 1984) 

"Negative feedback only improves the precision of goal-seeking, but does not determine it. Feedback devices are only executive mechanisms that operate during the translation of a program." (Ernst Mayr, "Toward a New Philosophy of Biology: Observations of an Evolutionist", 1988)

On Feedback (2000-2009)

"All dynamics arise from the interaction of just two types of feedback loops, positive (or self-reinforcing) and negative (or self-correcting) loops. Positive loops tend to reinforce or amplify whatever is happening in the system […] Negative loops counteract and oppose change." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"The self-reinforcing feedback between expectations and perceptions has been repeatedly demonstrated […]. Sometimes the positive feedback assists learning by sharpening our ability to perceive features of the environment, as when an experienced naturalist identifies a bird in a distant bush where the novice sees only a tangled thicket. Often, however, the mutual feedback of expectations and perception blinds us to the anomalies that might challenge our mental models and lead to deep insight." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

"Much of the art of system dynamics modeling is discovering and representing the feedback processes, which, along with stock and flow structures, time delays, and nonlinearities, determine the dynamics of a system. […] the most complex behaviors usually arise from the interactions (feedbacks) among the components of the system, not from the complexity of the components themselves." (John D Sterman, "Business Dynamics: Systems thinking and modeling for a complex world", 2000)

“The phenomenon of emergence takes place at critical points of instability that arise from fluctuations in the environment, amplified by feedback loops." (Fritjof Capra, "The Hidden Connections: A Science for Sustainable Living", 2002)

"All models are mental projections of our understanding of processes and feedbacks of systems in the real world. The general approach is that models are as good as the system upon which they are based. Models should be designed to answer specific questions and only incorporate the necessary details that are required to provide an answer." (Hördur V Haraldsson &amp; Harald U Sverdrup, "Finding Simplicity in Complexity in Biogeochemical Modelling", 2004)

"Positive feedback loops are very important. Even when afeedback loop is made up of competencies, because they are self-sustaining they may be very important resources for the future of the business [Strategy]. A positive loop means that each of the competencies in the loop feeds all of the others. When the feedback loop is distinctive, this will be even more important because the distinctiveness is self-sustaining." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)

"[…] some systems […] are very sensitive to their starting conditions, so that a tiny difference in the initial ‘push’ you give them causes a big difference in where they end up, and there is feedback, so that what a system does affects its own behavior." (John Gribbin, "Deep Simplicity", 2004)

"Feedback and its big brother, control theory, are such important concepts that it is odd that they usually find no formal place in the education of physicists. On the practical side, experimentalists often need to use feedback. Almost any experiment is subject to the vagaries of environmental perturbations. Usually, one wants to vary a parameter of interest while holding all others constant. How to do this properly is the subject of control theory. More fundamentally, feedback is one of the great ideas developed (mostly) in the last century, with particularly deep consequences for biological systems, and all physicists should have some understanding of such a basic concept." (John Bechhoefer, "Feedback for physicists: A tutorial essay on control", Reviews of Modern Physics Vol. 77, 2005)

"Thus, nonlinearity can be understood as the effect of a causal loop, where effects or outputs are fed back into the causes or inputs of the process. Complex systems are characterized by networks of such causal loops. In a complex, the interdependencies are such that a component A will affect a component B, but B will in general also affect A, directly or indirectly.  A single feedback loop can be positive or negative. A positive feedback will amplify any variation in A, making it grow exponentially. The result is that the tiniest, microscopic difference between initial states can grow into macroscopically observable distinctions." (Carlos Gershenson, "Design and Control of Self-organizing Systems", 2007)

"[…] our mental models fail to take into account the complications of the real world - at least those ways that one can see from a systems perspective. It is a warning list. Here is where hidden snags lie. You can’t navigate well in an interconnected, feedback-dominated world unless you take your eyes off short-term events and look for long-term behavior and structure; unless you are aware of false boundaries and bounded rationality; unless you take into account limiting factors, nonlinearities and delays. You are likely to mistreat, misdesign, or misread systems if you don’t respect their properties of resilience, self-organization, and hierarchy." (Donella H Meadows, "Thinking in Systems: A Primer", 2008)

"The notion of feedback to regulate servomechanisms is the control engineer’s contribution to understanding how systems can be sensed, and then sufficient sense made of this for the purpose of having the system behave agreeably. The cleverness of control has been to influence systems behavior when a priori knowledge of that system is difficult or impossible to achieve. Usually you need to know what it is you are controlling to have a chance of regulating its behavior; that is one consequence of the law of requisite variety." (John Boardman & Brian Sauser, "Systems Thinking: Coping with 21st Century Problems", 2008)

"You can’t navigate well in an interconnected, feedback-dominated world unless you take your eyes off short-term events and look for long term behavior and structure; unless you are aware of false boundaries and bounded rationality; unless you take into account limiting factors, nonlinearities and delays." (Donella H Meadow, "Thinking in Systems: A Primer", 2008)

"A perturbation in a system with a negative feedback mechanism will be reduced whereas in a system with positive feedback mechanisms, the perturbation will grow. Quite often, the system dynamics can be reduced to a low-order description. Then, the growth or decay of perturbations can be classified by the systems’ eigenvalues or the pseudospectrum." (Gerrit Lohmann, "Abrupt Climate Change Modeling", 2009)

🪷On Mind: Mental Models XLV

"A symbol, therefore, may have no effect and indeed ordinarily will have no effect on the image of the immediate future around one.   It does produce an effect, however, of what might be called the image of the image, on the image of the future, on the image of the past, on the image of the potential or even of the image of the possible." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"I have suggested that one of the basic theorems of the theory of the image is that it is the image which in fact determines what might be called the current behavior of any organism […] The image acts as a field. The behavior consists in gravitating toward the most highly valued part of the field." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"Within the confines of my abstraction, for instance, it is clear that the problem of truth and validity cannot be solved completely, if what we mean by the truth of an image is its correspondence with some reality in the world outside it.  The difficulty with any correspondence theory of truth is that images can only be compared with images.  They can never be compared with any outside reality.  The difficulty with the coherence theory of truth, on the other hand, is that the coherence or consistency of the image is simply not what we mean by its truth." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"As perceivers we select from all the stimuli falling on our senses only those which interest us, and our interests are governed by a pattern-making tendency, sometimes called a schema. In a chaos of shifting impressions each of us constructs a stable world in which objects have recognisable shapes, are located in depth and have permanence." (Mary Douglas, "Purity and Danger", 1966)

"It [system dynamics] focuses on building system dynamics models with teams in order to enhance team learning, to foster consensus and to create commitment with a resulting decision […] System dynamics can be helpful to elicit and integrate mental models into a more holistic view of the problem and to explore the dynamics of this holistic view […] It must be understood that the ultimate goal of the intervention is not to build a system dynamics model. The system dynamics model is a means to achieve other ends […] putting people in a position to learn about a messy problem … create a shared social reality […] a shared understanding of the problem and potential solutions … to foster consensus within the team [..]" (Jac A M Vennix, "Group Model Building: Facilitating Team Learning Using System Dynamics", 1996)

"A vision is a clear mental picture of a desired future outcome. If you have ever put together a large 1,000-piece jigsaw puzzle, the chances are you used the picture on the top of the puzzle box to guide the placement of the pieces. That picture on the top of the box is the end result or the vision of what you are trying to turn into a reality. It is much more difficult - if not impossible - to put the jigsaw puzzle together without ever looking at the picture." (Jane Flaherty & Peter B Stark, "The Manager's Pocket Guide to Leadership Skills", 1999)

"Deep change in mental models, or double-loop learning, arises when evidence not only alters our decisions within the context of existing frames, but also feeds back to alter our mental models. As our mental models change, we change the structure of our systems, creating different decision rules and new strategies. The same information, interpreted by a different model, now yields a different decision. Systems thinking is an iterative learning process in which we replace a reductionist, narrow, short-run, static view of the world with a holistic, broad, long-term, dynamic view, reinventing our policies and institutions accordingly." (John D Sterman, "Learning in and about complex systems", Systems Thinking Vol. 3 2003)

"Eliciting and mapping the participant's mental models, while necessary, is far from sufficient [...] the result of the elicitation and mapping process is never more than a set of causal attributions, initial hypotheses about the structure of a system, which must then be tested. Simulation is the only practical way to test these models. The complexity of the cognitive maps produced in an elicitation workshop vastly exceeds our capacity to understand their implications. Qualitative maps are simply too ambiguous and too difficult to simulate mentally to provide much useful information on the adequacy of the model structure or guidance about the future development of the system or the effects of policies." (John D Sterman, "Learning in and about complex systems", Systems Thinking Vol. 3 2003)

"To form a mental picture of the event, the knowledge developer attempts to integrate his or her perception of the situation with the expert’s perception. That mental picture is then recorded. What happens is a continuous shuttle process; the knowledge developer mentally moves back and forth from the initial impression of the event to the later evaluation of the event. What is finally recorded is the evaluation made during this retrospective period. Because a time lapse can make details of a situation less clear, the information is not always valid." (Elias M Awad, "Knowledge Management", 2003)

"Images are generally resistant to change and ignore messages that do not conform to their internal settings. Sometimes, however, they do react and can alter in an incremental or even revolutionary manner. Humans can talk about and share their images and, in the symbolic universe they create, reflect upon what is and what might be." (Michael C Jackson, "Critical Systems Thinking and the Management of Complexity", 2019)