Showing posts with label controls. Show all posts
Showing posts with label controls. Show all posts

24 June 2025

🤖〽️Prompt Engineering: Copilot Unabridged (Part 31: The Potential of AI to Reach Singularity)

Prompt Engineering Series
Prompt Engineering Series

Prompt: "write a blogpost of 600 words on the potential of AI to reach singularity"

Introduction

Artificial Intelligence (AI) has evolved rapidly, transforming industries and reshaping human interactions. But one of the most debated questions in AI research is whether it will eventually reach singularity - a hypothetical point where AI surpasses human intelligence and becomes self-improving beyond human control. While some experts believe AI singularity is inevitable, others argue that fundamental limitations may prevent it from ever occurring.

1. What Is AI Singularity?

AI singularity refers to the moment when artificial intelligence exceeds human intelligence, leading to exponential advancements beyond human comprehension. At this stage, AI would be capable of:

  • Self-improvement: AI systems could rewrite their own code to enhance their capabilities.
  • Autonomous decision-making: AI could operate independently without human intervention.
  • Unprecedented problem-solving: AI could tackle complex global challenges faster than humans.

Some researchers predict AI singularity could occur as early as 2027, while others believe it may take decades or might never happen.

2. The Path to AI Singularity

Several technological advancements are driving AI toward singularity:

  • Artificial General Intelligence (AGI): Unlike today’s AI, which specializes in narrow tasks, AGI would be capable of reasoning, learning, and adapting across multiple domains.
  • Quantum Computing: AI powered by quantum processors could achieve computational speeds far beyond traditional computers.
  • Neural Networks and Deep Learning: AI models are becoming increasingly sophisticated, mimicking human brain functions more closely.

Experts suggest that once AGI is achieved, it could rapidly evolve into Artificial Super Intelligence (ASI) - a level of intelligence surpassing all human knowledge combined.

3. Challenges and Limitations

Despite AI’s rapid progress, several obstacles could delay or prevent singularity:

  • Lack of consciousness: AI lacks subjective experiences, emotions, and self-awareness, which are fundamental aspects of human intelligence.
  • Ethical and regulatory constraints: Governments and researchers may impose strict regulations to prevent AI from evolving uncontrollably.
  • Computational limitations: Even with advanced processors, AI may struggle to replicate the complexity of human cognition.

Some scientists argue that current AI models are a "dead end" for achieving human-level intelligence, suggesting that singularity may remain a theoretical concept.

4. The Risks and Implications of AI Singularity

If AI singularity were to occur, it could bring both unprecedented benefits and existential risks:

  • Positive outcomes: AI could revolutionize healthcare, solve climate change, and accelerate scientific discoveries.
  • Negative consequences: AI could become uncontrollable, leading to ethical dilemmas, economic disruption, and security threats.
  • The question remains: Will AI singularity be a technological utopia or an existential crisis?

Conclusion: Is AI Singularity Inevitable?

While AI continues to advance, reaching singularity remains uncertain. Some experts believe it could happen within the next few decades, while others argue that fundamental limitations will prevent AI from ever surpassing human intelligence. Regardless of the timeline, AI’s development must be guided by ethical considerations, regulatory oversight, and responsible innovation to ensure it benefits humanity rather than posing a threat.

Disclaimer: The whole text was generated by Copilot at the first attempt. This is just an experiment to evaluate feature's ability to answer standard general questions, independently on whether they are correctly or incorrectly posed. Moreover, the answers may reflect hallucinations and other types of inconsistent or incorrect reasoning.

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22 June 2025

🤖〽️Prompt Engineering: Copilot Unabridged (Part 29: The Duality of AI - Innovation and Ethical Challenges)

Prompt Engineering Series
Prompt Engineering Series

Prompt: "write a blogpost of 600 words on the duality of AI"

Introduction

Artificial Intelligence (AI) is reshaping industries, revolutionizing automation, and enhancing human capabilities. However, AI’s rapid advancement presents a duality - a balance between progress and ethical concerns, efficiency and unpredictability, and human collaboration and autonomy. Understanding AI’s dual nature is essential for ensuring responsible development and integration into society.

1. AI as a Tool for Innovation

AI’s ability to process vast amounts of data, recognize patterns, and automate tasks has led to groundbreaking innovations across multiple fields:

  • Healthcare: AI-powered diagnostics improve accuracy in detecting diseases.
  • Finance: AI-driven algorithms optimize investment strategies and fraud detection.
  • Education: AI personalizes learning experiences, making education more accessible.
  • Environmental Science: AI enhances climate modeling and conservation efforts.

These advancements demonstrate AI’s potential to improve efficiency, accuracy, and accessibility, making it a powerful tool for progress.

2. AI’s Ethical and Social Challenges

Despite its benefits, AI also presents ethical dilemmas and societal risks. Some of the most pressing concerns include:

  • Bias in AI models: AI systems trained on biased data can reinforce discrimination in hiring, healthcare, and law enforcement.
  • Privacy concerns: AI-driven surveillance and data collection raise questions about personal security.
  • Job displacement: AI automation replaces human labor, leading to economic instability.
  • AI-generated misinformation: Deepfake technology and AI-powered propaganda threaten democracy and trust.

These challenges highlight the need for ethical AI development, ensuring AI serves humanity without unintended harm.

3. AI’s Role in Human Collaboration vs. Autonomy

AI’s duality extends to its relationship with human intelligence. While AI enhances human capabilities, it also raises concerns about autonomous decision-making:

  • AI as a collaborator: AI assists researchers, doctors, and engineers in solving complex problems.
  • AI as an autonomous system: AI-driven automation in warfare, finance, and governance raises concerns about accountability.

Balancing human oversight and AI autonomy is crucial for maintaining ethical AI integration.

4. AI’s Dual Impact on Creativity and Control

AI is transforming creative fields, generating art, music, and literature. However, this raises questions about authorship, originality, and control:

  • AI enhances creativity: AI-powered tools assist artists, writers, and musicians in expanding their creative potential.
  • AI challenges authenticity: AI-generated content blurs the line between human and machine creativity.

As AI continues to evolve, society must define ethical boundaries for AI-driven creativity.

Conclusion: Navigating AI’s Duality

AI’s dual nature - innovation vs. ethical concerns, collaboration vs. autonomy, creativity vs. control -requires responsible development, regulation, and human oversight. By addressing AI’s challenges while embracing its potential, society can ensure AI remains a force for progress rather than disruption.

Disclaimer: The whole text was generated by Copilot at the first attempt. This is just an experiment to evaluate feature's ability to answer standard general questions, independently on whether they are correctly or incorrectly posed. Moreover, the answers may reflect hallucinations and other types of inconsistent or incorrect reasoning.

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19 June 2025

🤖〽️Prompt Engineering: Copilot Unabridged (Part 26: How Humans Can Outsmart AI: The Power of Human Ingenuity)

Prompt Engineering Series

Prompt: "write a blogpost of 600 words on how human can outsmart AI"

Introduction

Artificial Intelligence (AI) has made incredible advancements, surpassing human capabilities in data processing, automation, and strategic decision-making. However, despite its speed and efficiency, AI still lacks intuition, creativity, and emotional intelligence - qualities that give humans a unique advantage. While AI can outperform humans in structured environments, there are several ways in which human ingenuity can outsmart AI.

1. Leveraging Creativity and Abstract Thinking

AI excels at pattern recognition and logical reasoning, but it struggles with creativity and abstract thought. Humans can:

  • Think outside the box, generating innovative solutions AI cannot predict.
  • Create art, music, and literature that reflect emotions and cultural depth.
  • Solve problems intuitively, without relying solely on data-driven patterns.

While AI can generate content, it lacks the ability to truly understand human creativity, making human ingenuity a powerful advantage.

2. Using Emotional Intelligence and Social Skills

AI lacks empathy, intuition, and emotional intelligence, which are essential for human relationships, leadership, and negotiation. Humans can:

  • Read emotions and body language, adapting communication accordingly.
  • Build trust and rapport, essential for teamwork and collaboration.
  • Make ethical decisions, considering moral implications beyond logic.

AI may analyze sentiment in text, but it cannot genuinely understand human emotions, giving humans an edge in social interactions and leadership.

3. Adapting to Unpredictable Situations

AI relies on structured data and predefined algorithms, but humans excel in adapting to uncertainty. Humans can:

  • Make quick decisions in unpredictable environments, such as crisis management.
  • Learn from minimal examples, while AI requires vast datasets.
  • Navigate complex social dynamics, where AI struggles with nuance.

AI performs well in controlled settings, but humans thrive in real-world unpredictability, making adaptability a key advantage.

4. Outsmarting AI in Ethical and Moral Reasoning

AI lacks moral judgment and ethical reasoning, making humans essential for guiding AI development responsibly. Humans can:

  • Recognize ethical dilemmas that AI may overlook.
  • Ensure fairness and inclusivity in AI-driven decisions.
  • Prevent AI from reinforcing biases, ensuring responsible AI use.

AI may optimize efficiency, but humans prioritize ethical considerations, ensuring technology aligns with societal values.

5. Controlling AI’s Development and Purpose

Ultimately, humans design, regulate, and oversee AI, ensuring it serves human interests rather than operating autonomously. Humans can:

  • Set boundaries for AI, preventing unintended consequences.
  • Regulate AI applications, ensuring responsible use.
  • Guide AI’s evolution, ensuring it complements human intelligence rather than replacing it.

While AI is powerful, humans remain in control, shaping its development to enhance society rather than disrupt it.

Conclusion: Human Ingenuity Will Always Matter

AI may outperform humans in speed, efficiency, and automation, but it cannot replicate creativity, emotional intelligence, adaptability, ethical reasoning, or human oversight. By leveraging these strengths, humans can outsmart AI, ensuring technology remains a tool for progress rather than an unchecked force.

Disclaimer: The whole text was generated by Copilot at the first attempt. This is just an experiment to evaluate feature's ability to answer standard general questions, independently on whether they are correctly or incorrectly posed. Moreover, the answers may reflect hallucinations and other types of inconsistent or incorrect reasoning.

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28 March 2025

🏭🗒️Microsoft Fabric: OneLake Role-Based Access Control (RBAC) [Notes] 🆕

Disclaimer: This is work in progress intended to consolidate information from various sources for learning purposes. For the latest information please consult the documentation (see the links below)! 

Last updated: 28-Mar-2025

[Microsoft Fabric] OneLake Role-based access control (RBAC)

  • {def} security framework that allows to manage access to resources by assigning roles to users or groups 
    • applies to Lakehouse Items only [1]
    • restricts data access for users with Workspace Viewer or read access to a lakehouse [1]
    • doesn't apply to Workspace Admins, Members, or Contributors [1]
      • ⇒ supports only Read level of permissions [1]
    • uses role assignments to apply permissions to its members
      • assigned to 
        • individuals
        • security groups
        • Microsoft 365 groups
        • distribution lists
        • ⇐ every member of the user group gets the assigned role [1]
      • users in multiple groups get the highest level of permission that is provided by the roles [1]
    • managed through the lakehouse data access settings [1]
    • when a lakehouse is created, OneLake generates a default RBAC Role named Default Readers [1]
      • allows all users with ReadAll permission to read all folders in the Item [1]
    • permissions always inherit to the entire hierarchy of the folder's files and subfolders [1]
    • provides automatic traversal of parent items to ensure that data is easy to discover [1]
      • ⇐ similar to Windows folder permissions [1]
      • [shortcuts] shortcuts to other OneLake locations have specialized behavior [1]
        • the access to a OneLake shortcut is determined by the target permissions of the shortcut [1]
          • when listing shortcuts, no call is made to check the target access [1]
            • ⇒ when listing a directory all internal shortcuts will be returned regardless of a user's access to the target [1]
              • when a user tries to open the shortcut the access check will evaluate and a user will only see data they have the required permissions to see [1]
    •  enable you to restrict the data access in OneLake only to specific folders [1]
  • {action} share a lakehouse
    • grants other users or a group of users access to a lakehouse without giving access to the workspace and the rest of its items [1]
    • found through 
      • Data Hub 
      • 'Shared with Me' section in Microsoft Fabrics
  • [shortcuts] permissions always inherit to all Internal shortcuts where a folder is defined as target [1]
    • when a user accesses data through a shortcut to another OneLake location, the identity of the calling user is used to authorize access to the data in the target path of the shortcut [1]
      • ⇒ the user must have OneLake RBAC permissions in the target location to read the data [1]
      • defining RBAC permissions for the internal shortcut is not allowed [1]
        • must be defined on the target folder located in the target item [1]
        • OneLake enables RBAC permissions only for shortcuts targeting folders in lakehouse items [1]


References:
[1] Microsoft Learn (2024) Fabric: Role-based access control (RBAC) [link]
[2] Microsoft Learn (2024) Best practices for OneLake security [link]

Resources:
[R1] Microsoft Learn (2025) Fabric: What's new in Microsoft Fabric? [link]

Acronyms:
ADLS - Azure Data Lake Storage
RBAC - Role-Based Access Control

15 February 2025

🧭Business Intelligence: Perspectives (Part 27: A Tale of Two Cities II)

Business Intelligence Series
Business Intelligence Series
There’s a saying that applies to many contexts ranging from software engineering to data analysis and visualization related solutions: "fools rush in where angels fear to tread" [1]. Much earlier, an adage attributed to Confucius provides a similar perspective: "do not try to rush things; ignore matters of minor advantage". Ignoring these advices, there's the drive in rapid prototyping to jump in with both feet forward without checking first how solid the ground is, often even without having adequate experience in the field. That’s understandable to some degree – people want to see progress and value fast, without building a foundation or getting an understanding of what’s happening, respectively possible, often ignoring the full extent of the problems.

A prototype helps to bring the requirements closer to what’s intended to achieve, though, as the practice often shows, the gap between the initial steps and the final solutions require many iterations, sometimes even too many for making a solution cost-effective. There’s almost always a tradeoff between costs and quality, respectively time and scope. Sooner or later, one must compromise somewhere in between even if the solution is not optimal. The fuzzier the requirements and what’s achievable with a set of data, the harder it gets to find the sweet spot.

Even if people understand the steps, constraints and further aspects of a process relatively easily, making sense of the data generated by it, respectively using the respective data to optimize the process can take a considerable effort. There’s a chain of tradeoffs and constraints that apply to a certain situation in each context, that makes it challenging to always find optimal solutions. Moreover, optimal local solutions don’t necessarily provide the optimum effect when one looks at the broader context of the problems. Further on, even if one brought a process under control, it doesn’t necessarily mean that the process works efficiently.

This is the broader context in which data analysis and visualization topics need to be placed to build useful solutions, to make a sensible difference in one’s job. Especially when the data and processes look numb, one needs to find the perspectives that lead to useful information, respectively knowledge. It’s not realistic to expect to find new insight in any set of data. As experience often proves, insight is rarer than finding gold nuggets. Probably, the most important aspect in gold mining is to know where to look, though it also requires luck, research, the proper use of tools, effort, and probably much more.

One of the problems in working with data is that usually data is analyzed and visualized in aggregates at different levels, often without identifying and depicting the factors that determine why data take certain shapes. Even if a well-suited set of dimensions is defined for data analysis, data are usually still considered in aggregate. Having the possibility to change between aggregates and details is quintessential for data’s understanding, or at least for getting an understanding of what's happening in the various processes. 

There is one aspect of data modeling, respectively analysis and visualization that’s typically ignored in BI initiatives – process-wise there is usually data which is not available and approximating the respective values to some degree is often far from the optimal solution. Of course, there’s often a tradeoff between effort and value, though the actual value can be quantified only when gathering enough data for a thorough first analysis. It may also happen that the only benefit is getting a deeper understanding of certain aspects of the processes, respectively business. Occasionally, this price may look high, though searching for cost-effective solutions is part of the job!

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References:
[1] Alexander Pope (cca. 1711) An Essay on Criticism

04 February 2025

🧭Business Intelligence: Perspectives (Part 26: Monitoring - A Cockpit View)

Business Intelligence Series
Business Intelligence Series

The monitoring of business imperatives is sometimes compared metaphorically with piloting an airplane, where pilots look at the cockpit instruments to verify whether everything is under control and the flight ensues according to the expectations. The use of a cockpit is supported by the fact that an airplane is an almost "closed" system in which the components were developed under strict requirements and tested thoroughly under specific technical conditions. Many instruments were engineered and evolved over decades to operate as such. The processes are standardized, inputs and outputs are under strict control, otherwise the whole edifice would crumble under its own complexity. 

In organizational setups, a similar approach is attempted for monitoring the most important aspects of a business. A few dashboards and reports are thus built to monitor and control what’s happening in the areas which were identified as critical for the organization. The various gauges and other visuals were designed to provide similar perspectives as the ones provided by an airplane’s cockpit. At first sight the cockpit metaphor makes sense, though at careful analysis, there are major differences. 

Probably, the main difference is that businesses don’t necessarily have standardized processes that were brought under control (and thus have variation). Secondly, the data used doesn’t necessarily have the needed quality and occasionally isn’t fit for use in the business processes, including supporting processes like reporting or decision making. Thirdly, are high the chances that the monitoring within the BI infrastructures doesn’t address the critical aspects of the business, at least not at the needed level of focus, detail or frequency. The interplay between these three main aspects can lead to complex issues and a muddy ground for a business to build a stable edifice upon. 

The comparison with airplanes’ cockpit was chosen because the number of instruments available for monitoring is somewhat comparable with the number of visuals existing in an organization. In contrast, autos have a smaller number of controls simple enough to help the one(s) sitting in the cockpit. A car’s monitoring capabilities can probably reflect the needs of single departments or teams, though each unit needs its own gauges with specific business focus. The parallel is however limited because the areas of focus in organizations can change and shift in other directions, some topics may have a periodic character while others can regain momentum after a long time. 

There are further important aspects. At high level, the expectation is for software products and processes, including the ones related to BI topics, to have the same stability and quality as the mass production of automobiles, airplanes or other artifacts that have similar complexity and manufacturing characteristics. Even if the design process of software and manufacturing may share many characteristics, the similar aspects diverge as soon as the production processes start, respectively progress, and these are the areas where the most differences lie. Starting from the requirements and ending with the overall goals, everything resembles the characteristics of quick shifting sands on which is challenging to build any stabile edifice.

At micro level in manufacturing each piece was carefully designed and produced according to a set of characteristics that were proved to work. Everything must fit perfectly in the grand design and there are many tests and steps to make sure that happens. To some degree the same is attempted when building software products, though the processes break along the way with the many changes attempted, with the many cost, time and quality constraints. At some point the overall complexity kicks back; it might be still manageable though the overall effort is higher than what organizations bargained for. 

01 September 2024

🗄️Data Management: Data Governance (Part I: No Guild of Heroes)

Data Management Series
Data Management Series

Data governance appeared around 1980s as topic though it gained popularity in early 2000s [1]. Twenty years later, organizations still miss the mark, respectively fail to understand and implement it in a consistent manner. As usual, the reasons for failure are multiple and they vary from misunderstanding what governance is all about to poor implementation of methodologies and inadequate management or leadership. 

Moreover, methodologies tend to idealize the various aspects and is not what organizations need, but pragmatism. For example, data governance is not about heroes and heroism [2], which can give the impression that heroic actions are involved and is not the case! Actions for the sake of action don’t necessarily lead to change by themselves. Organizations are in general good at creating meaningless action without results, especially when people preoccupy themselves, miss or ignore the mark. Big organizations are very good at generating actions without effects. 

People do talk to each other, though they try to solve their own problems and optimize their own areas without necessarily thinking about the bigger picture. The problem is not necessarily communication or the lack of depth into business issues, people do communicate, know the issues without a business impact assessment. The challenge is usually in convincing the upper management that the effort needs to be consolidated, supported, respectively the needed resources made available. 

Probably, one of the issues with data governance is the attempt of creating another structure in the organization focused on quality, which has the chances to fail, and unfortunately does fail. Many issues appear when the structure gains weight and it becomes a separate entity instead of being the backbone of organizations. 

As soon organizations separate the data governance from the key users, management and the other important decisional people in the organization, it takes a life of its own that has the chances to diverge from the initial construct. Then, organizations need "alignment" and probably other big words to coordinate the effort. Also such constructs can work but they are suboptimal because the forces will always pull in different directions.

Making each manager and the upper management responsible for governance is probably the way to go, though they’ll need the time for it. In theory, this can be achieved when many of the issues are solved at the lower level, when automation and further aspects allow them to supervise things, rather than hiding behind every issue. 

When too much mircomanagement is involved, people tend to busy themselves with topics rather than solve the issues they are confronted with. The actual actors need to be empowered to take decisions and optimize their work when needed. Kaizen, the philosophy of continuous improvement, proved itself that it works when applied correctly. They’ll need the knowledge, skills, time and support to do it though. One of the dangers is however that this becomes a full-time responsibility, which tends to create a separate entity again.

The challenge for organizations lies probably in the friction between where they are and what they must do to move forward toward the various objectives. Moving in small rapid steps is probably the way to go, though each person must be aware when something doesn’t work as expected and react. That’s probably the most important aspect. 

So, the more functions are created that diverge from the actual organization, the higher the chances for failure. Unfortunately, failure is visible in the later phases, and thus self-awareness, self-control and other similar “qualities” are needed, like small actors that keep the system in check and react whenever is needed. Ideally, the employees are the best resources to react whenever something doesn’t work as per design. 

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Resources:
[1] Wikipedia (2023) Data Management [link]
[2] Tiankai Feng (2023) How to Turn Your Data Team Into Governance Heroes [link]


14 December 2019

🤝Governance: Control (Just the Quotes)

"To manage is to forecast and plan, to organize, to command, to coordinate and to control. To foresee and plan means examining the future and drawing up the plan of action. To organize means building up the dual structure, material and human, of the undertaking. To command means binding together, unifying and harmonizing all activity and effort. To control means seeing that everything occurs in conformity with established rule and expressed demand." (Henri Fayol, 1916)

"The concern of OR with finding an optimum decision, policy, or design is one of its essential characteristics. It does not seek merely to define a better solution to a problem than the one in use; it seeks the best solution... [It] can be characterized as the application of scientific methods, techniques, and tools to problems involving the operations of systems so as to provide those in control of the operations with optimum solutions to the problems." (C West Churchman et al, "Introduction to Operations Research", 1957)

"Management is a distinct process consisting of planning, organising, actuating and controlling; utilising in each both science and art, and followed in order to accomplish pre-determined objectives." (George R Terry, "Principles of Management", 1960)

"The term architecture is used here to describe the attributes of a system as seen by the programmer, i.e., the conceptual structure and functional behavior, as distinct from the organization of the data flow and controls, the logical design, and the physical implementation." (Gene Amdahl et al, "Architecture of the IBM System", IBM Journal of Research and Development. Vol 8 (2), 1964)

"If cybernetics is the science of control, management is the profession of control." (Anthony S Beer, "Decision and Control", 1966)

"Most of our beliefs about complex organizations follow from one or the other of two distinct strategies. The closed-system strategy seeks certainty by incorporating only those variables positively associated with goal achievement and subjecting them to a monolithic control network. The open-system strategy shifts attention from goal achievement to survival and incorporates uncertainty by recognizing organizational interdependence with environment. A newer tradition enables us to conceive of the organization as an open system, indeterminate and faced with uncertainty, but subject to criteria of rationality and hence needing certainty." (James D Thompson, "Organizations in Action", 1967)

"Policy-making, decision-taking, and control: These are the three functions of management that have intellectual content." (Anthony S Beer, "Management Science" , 1968)

"The management of a system has to deal with the generation of the plans for the system, i. e., consideration of all of the things we have discussed, the overall goals, the environment, the utilization of resources and the components. The management sets the component goals, allocates the resources, and controls the system performance." (C West Churchman, "The Systems Approach", 1968)

"One difficulty in developing a good [accounting] control system is that quantitative results will differ according to the accounting principles used, and accounting principles may change." (Ernest Dale, "Readings in Management", 1970)

"To be productive the individual has to have control, to a substantial extent, over the speed, rhythm, and attention spans with which he is working […] While work is, therefore, best laid out as uniform, working is best organized with a considerable degree of diversity. Working requires latitude to change speed, rhythm, and attention span fairly often. It requires fairly frequent changes in operating routines as well. What is good industrial engineering for work is exceedingly poor human engineering for the worker." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)

"A mature science, with respect to the matter of errors in variables, is not one that measures its variables without error, for this is impossible. It is, rather, a science which properly manages its errors, controlling their magnitudes and correctly calculating their implications for substantive conclusions." (Otis D Duncan, "Introduction to Structural Equation Models", 1975)

"Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes." (Charles Goodhart, "Problems of Monetary Management: the U.K. Experience", 1975)

"When information is centralized and controlled, those who have it are extremely influential. Since information is [usually] localized in control subsystems, these subsystems have a great deal of organization influence." (Henry L Tosi & Stephen J Carroll, "Management", 1976)

"[...] when a variety of tasks have all to be performed in cooperation, synchronization, and communication, a business needs managers and a management. Otherwise, things go out of control; plans fail to turn into action; or, worse, different parts of the plans get going at different speeds, different times, and with different objectives and goals, and the favor of the 'boss' becomes more important than performance." (Peter F Drucker, "People and Performance", 1977)

"Uncontrolled variation is the enemy of quality." (W Edwards Deming, 1980)

"The key mission of contemporary management is to transcend the old models which limited the manager's role to that of controller, expert or morale booster. These roles do not produce the desired result of aligning the goals of the employees and the corporation. [...] These older models, vestiges of a bygone era, have served their function and must be replaced with a model of the manager as a developer of human resources." (Michael Durst, "Small Systems World", 1985)

"The outcome of any professional's effort depends on the ability to control working conditions." (Joseph A Raelin, "Clash of Cultures: Managers and Professionals", 1986)

"Executives have to start understanding that they have certain legal and ethical responsibilities for information under their control." (Jim Leeke, PC Week, 1987)

"Give up control even if it means the employees have to make some mistakes." (Frank Flores, Hispanic Business, 1987)

"In complex situations, we may rely too heavily on planning and forecasting and underestimate the importance of random factors in the environment. That reliance can also lead to delusions of control." (Hillel J Einhorn & Robin M. Hogarth, Harvard Business Review, 1987)

"Managers exist to plan, direct and control the project. Part of the way they control is to listen to and weigh advice. Once a decision is made, that's the way things should proceed until a new decision is reached. Erosion of management decisions by [support] people who always 'know better' undermines managers' credibility and can bring a project to grief." (Philip W Metzger, "Managing Programming People", 1987)

"To be effective, a manager must accept a decreasing degree of direct control." (Eric G Flamholtz & Yvonne Randal, "The Inner Game of Management", 1987)

"[Well-managed modern organizations] treat everyone as a source of creative input. What's most interesting is that they cannot be described as either democratically or autocratically managed. Their managers define the boundaries, and their people figure out the best way to do the job within those boundaries. The management style is an astonishing combination of direction and empowerment. They give up tight control in order to gain control over what counts: results." (Robert H Waterman, "The Renewal Factor", 1987)

"We have created trouble for ourselves in organizations by confusing control with order. This is no surprise, given that for most of its written history, leadership has been defined in terms of its control functions." (Margaret J Wheatley, "Leadership and the New Science: Discovering Order in a Chaotic World", 1992)

"Management is not founded on observation and experiment, but on a drive towards a set of outcomes. These aims are not altogether explicit; at one extreme they may amount to no more than an intention to preserve the status quo, at the other extreme they may embody an obsessional demand for power, profit or prestige. But the scientist's quest for insight, for understanding, for wanting to know what makes the system tick, rarely figures in the manager's motivation. Secondly, and therefore, management is not, even in intention, separable from its own intentions and desires: its policies express them. Thirdly, management is not normally aware of the conventional nature of its intellectual processes and control procedures. It is accustomed to confuse its conventions for recording information with truths-about-the-business, its subjective institutional languages for discussing the business with an objective language of fact and its models of reality with reality itself." (Stanford Beer, "Decision and Control", 1994)

"Without some element of governance from the top, bottom-up control will freeze when options are many. Without some element of leadership, the many at the bottom will be paralysed with choices." (Kevin Kelly, "Out of Control: The New Biology of Machines, Social Systems and the Economic World", 1995)

"Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving." (John P Kotter, "Leading Change", 1996) 

"The manager [...] is understood as one who observes the causal structure of an organization in order to be able to control it [...] This is taken to mean that the manager can choose the goals of the organization and design the systems or actions to realize those goals [...]. The possibility of so choosing goals and strategies relies on the predictability provided by the efficient and formative causal structure of the organization, as does the possibility of managers staying 'in control' of their organization's development. According to this perspective, organizations become what they are because of the choices made by their managers." (Ralph D Stacey et al, "Complexity and Management: Fad or Radical Challenge to Systems Thinking?", 2000)

"Success or failure of a project depends upon the ability of key personnel to have sufficient data for decision-making. Project management is often considered to be both an art and a science. It is an art because of the strong need for interpersonal skills, and the project planning and control forms attempt to convert part of the 'art' into a science." (Harold Kerzner, "Strategic Planning for Project Management using a Project Management Maturity Model", 2001)

"The premise here is that the hierarchy lines on the chart are also the only communication conduit. Information can flow only along the lines. [...] The hierarchy lines are paths of authority. When communication happens only over the hierarchy lines, that's a priori evidence that the managers are trying to hold on to all control. This is not only inefficient but an insult to the people underneath." (Tom DeMarco, "Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency", 2001)

"Management can be defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)

"In a complex society, individuals, organizations, and states require a high degree of confidence - even if it is misplaced - in the short-term future and a reasonable degree of confidence about the longer term. In its absence they could not commit themselves to decisions, investments, and policies. Like nudging the frame of a pinball machine to influence the path of the ball, we cope with the dilemma of uncertainty by doing what we can to make our expectations of the future self-fulfilling. We seek to control the social and physical worlds not only to make them more predictable but to reduce the likelihood of disruptive and damaging shocks (e.g., floods, epidemics, stock market crashes, foreign attacks). Our fallback strategy is denial." (Richard N Lebow, "Forbidden Fruit: Counterfactuals and International Relations", 2010)

"Almost by definition, one is rarely privileged to 'control' a disaster. Yet the activity somewhat loosely referred to by this term is a substantial portion of Management, perhaps the most important part. […] It is the business of a good Manager to ensure, by taking timely action in the real world, that scenarios of disaster remain securely in the realm of Fantasy." (John Gall, "The Systems Bible: The Beginner's Guide to Systems Large and Small"[Systematics 3rd Ed.], 2011)

"Without precise predictability, control is impotent and almost meaningless. In other words, the lesser the predictability, the harder the entity or system is to control, and vice versa. If our universe actually operated on linear causality, with no surprises, uncertainty, or abrupt changes, all future events would be absolutely predictable in a sort of waveless orderliness." (Lawrence K Samuels, "Defense of Chaos", 2013)

"The problem of complexity is at the heart of mankind’s inability to predict future events with any accuracy. Complexity science has demonstrated that the more factors found within a complex system, the more chances of unpredictable behavior. And without predictability, any meaningful control is nearly impossible. Obviously, this means that you cannot control what you cannot predict. The ability ever to predict long-term events is a pipedream. Mankind has little to do with changing climate; complexity does." (Lawrence K Samuels, "The Real Science Behind Changing Climate", LewRockwell.com, August 1, 2014) 

12 August 2019

🛡️Information Security: Access Control (Definitions)

"The ability to selectively control who can get at or manipulate information in, for example, a Web server." (Tim Berners-Lee, "Weaving the Web", 1999)

"The methods by which interactions with resources are limited to collections of users or programs for the purpose of enforcing integrity, confidentiality, or availability constraints." (Kim Haase et al, "The J2EE™ Tutorial", 2002)

"Limiting access to resources according to rights granted by the system administrator, application, or policy." (Tom Petrocelli, "Data Protection and Information Lifecycle Management", 2005)

"Determining who or what can go where, when, and how." (Judith Hurwitz et al, "Service Oriented Architecture For Dummies" 2nd Ed., 2009)

"Management of who is allowed access and who is not allowed access to networks, data files, applications, or other digital resources." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed, 2011)

"Any mechanism to regulate access to something, but for parallel programs this term generally applies to shared memory. The term is sometimes extended to I/O devices as well. For parallel programming, the objective is generally to provide deterministic results by preventing an object from being modified by multiple tasks simultaneously. Most often this is referred to as mutual exclusion, which includes locks, mutexes, atomic operations, and transactional memory models. This may also require some control on reading access to prevent viewing of an object in a partially modified state." (Michael McCool et al, "Structured Parallel Programming", 2012)

"Secures content and identifies who can read, create, modify, and delete content." (Charles Cooper & Ann Rockley, "Managing Enterprise Content: A Unified Content Strategy" 2nd Ed., 2012)

"A technique used to permit or deny use of data or information system resources to specific users, programs, processes, or other systems based on previously granted authorization to those resources." (Mark Rhodes-Ousley, "Information Security: The Complete Reference, Second Edition" 2nd Ed., 2013)

"The act of limiting access to information system resources only to authorized users, programs, processes, or other systems." (Manish Agrawal, "Information Security and IT Risk Management", 2014)

"The means to ensure that access to assets is authorised and restricted on business and security requirements." (David Sutton, "Information Risk Management: A practitioner’s guide", 2014)

"Are security features that control how users and systems communicate and interact with other systems and resources." (Adam Gordon, "Official (ISC)2 Guide to the CISSP CBK" 4th Ed., 2015)

"Mechanisms, controls, and methods of limiting access to resources to authorized subjects only." (Shon Harris & Fernando Maymi, "CISSP All-in-One Exam Guide" 8th Ed, 2018)

"The process of granting or denying specific requests (1) for accessing and using information and related information processing services and (2) to enter specific physical facilities. Access control ensures that access to assets is authorized and restricted based on business and security requirements." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

05 August 2019

🛡️Information Security: Security Policy (Definitions)

"The active policy on the client's computer that programmatically generates a granted set of permissions from a set of requested permissions. A security policy consists of several levels that interact; by default only permissions granted by all layers are allowed to be granted." (Damien Watkins et al, "Programming in the .NET Environment", 2002)

"A collection of standards, policies, and procedures created to guarantee the security of a system and ensure auditing and compliance." (Carlos Coronel et al, "Database Systems: Design, Implementation, and Management" 9th Ed, 2011)

"The set of decisions that govern security controls." (Mark Rhodes-Ousley, "Information Security: The Complete Reference" 2nd Ed., 2013)

"In label-based access control, a database object that is associated with one or more tables and that defines how LBAC can be used to protect those tables. The security policy defines what security labels can be used, how the security labels are compared to each other, and whether optional behaviors are used. See also label-based access control, security label." (IBM, "Informix Servers 12.1", 2014)

"A written statement describing the constraints or behavior an organization embraces regarding the information provided by its users" (Nell Dale & John Lewis, "Computer Science Illuminated" 6th Ed., 2015)

"Strategic tool used to dictate how sensitive information and resources are to be managed and protected." (Adam Gordon, "Official (ISC)2 Guide to the CISSP CBK" 4th Ed., 2015)

"Set of rules, guidelines and procedures represented in official security documents that define way in which state will protect its own national security interests." (Olivera Injac & Ramo Šendelj, "National Security Policy and Strategy and Cyber Security Risks", 2016)

"A set of rules and practices that specify or regulate how a system or an organization provides security services to protect sensitive and critical system resources." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"A statement of the rules governing the access to a system’s protected resources." (O Sami Saydjari, "Engineering Trustworthy Systems: Get Cybersecurity Design Right the First Time", 2018)

"In label-based access control, a database object that is associated with one or more tables and that defines how LBAC can be used to protect those tables. The security policy defines what security labels can be used, how the security labels are compared to each other, and whether optional behaviors are used. See also label-based access control, security label." (Sybase, "Open Server Server-Library/C Reference Manual", 2019)

"A set of criteria for the provision of security services." (CNSSI 4009-2015 NIST)

 "A set of methods for protecting a database from accidental or malicious destruction of data or damage to the database infrastructure." (Oracle)

"Security policies define the objectives and constraints for the security program. Policies are created at several levels, ranging from organization or corporate policy to specific operational constraints (e.g., remote access). In general, policies provide answers to the questions 'what' and 'why' without dealing with 'how'. Policies are normally stated in terms that are technology-independent." (NIST SP 800-82 Rev. 2)

03 August 2019

🛡️Information Security: Countermeasure (Definitions)

"A control, method, technique, or procedure that is put into place to prevent a threat agent from exploiting a vulnerability. A countermeasure is put into place to mitigate risk. Also called a safeguard or control." (Shon Harris & Fernando Maymi, "CISSP All-in-One Exam Guide" 8th Ed., 2018)

"A defensive mechanism intended to address a class of attack." (O Sami Saydjari, "Engineering Trustworthy Systems: Get Cybersecurity Design Right the First Time", 2018)

"An action, a device, a procedure, or a technique that reduces a threat, a vulnerability, or an attack by eliminating or preventing it, by minimizing the harm it can cause, or by discovering and reporting it so that corrective action can be taken." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"Countermeasures are steps that can be taken, and systems that can be implemented, to prevent internal and external threats from accessing your data and causing issues." (Michael Coles & Rodney Landrum, , "Expert SQL Server 2008 Encryption", 2008)

"Used to refer to any type of control" (ITIL)

17 July 2019

🧱IT: Configuration Management [CM] (Definitions)

 "A discipline applying technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. (IEEE 610, 1990)

"The process of identifying and defining the configuration items in a system, controlling the release and change of these items throughout the system life cycle, recording and reporting the status of configuration items and change requests, and verifying the completeness and correctness of configuration items." (Richard D Stutzke, "Estimating Software-Intensive Systems: Projects, Products, and Processes", 2005)

"Process for the definition and management of configurations, allowing change control and change monitoring over a defined period. Configuration management allows access to individual configurations or configuration items (i.e., work products). Differences between individual configurations are readily identifiable. A configuration can be used to form a baseline; see also Baseline." (Lars Dittmann et al, "Automotive SPICE in Practice", 2008)

"A generic term that is often used to describe the whole of the activities concerned with the creation, maintenance, and control of databases and their environments." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"The management of configurations, normally involving holding configuration data in a database so that the data can be managed and changed where necessary." (Marcia Kaufman et al, "Big Data For Dummies", 2013)

"Managing the items produced by the project such as requirements documents, designs, and, of course, source code. This may include controlling changes to those items so that changes don’t happen willy-nilly." (Rod Stephens, "Beginning Software Engineering", 2015)

"The detailed recording, management, and updating of the details of an information system." (Weiss, "Auditing IT Infrastructures for Compliance, 2nd Ed", 2015)

"An operational process aimed at ensuring that systems and controls are configured correctly and are responsive to the current threat and operational environments." (Shon Harris & Fernando Maymi, "CISSP All-in-One Exam Guide" 8th Ed, 2018)

"The process of controlling modifications to a system’s hardware, software, and documentation, which provides sufficient assurance that the system is protected against the introduction of improper modification before, doing, and after system implementation." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"The process of managing versions of configuration items and their coherent consistent sets, in order to control their modification and release, and to ensure their consistency, completeness, and accuracy." (Bruce P Douglass, "Real-Time Agility: The Harmony/ESW Method for Real-Time and Embedded Systems Development", 2009)

"Process responsible for maintaining information about CIs required to deliver an IT service, including their relationships" (ITIL)

12 July 2019

🧱IT: IT Governance (Definitions)

"Framework for the leadership, organizational structures and business processes, standards and compliance to these standards, which ensure that the organization’s IT supports and enables the achievement of its strategies and objectives." (Alan Calder, "IT Governance: Guidelines for Directors", 2005)

"The processes, policies, relationships, and mechanisms that ensure that information technology delivers business value while balancing risk and investment decisions. IT governance ensures accountability and provides rigor for managing IT capabilities in the context of a larger corporate governance framework." (Evan Levy & Jill Dyché, "Customer Data Integration", 2006)

"Addresses the application of governance to an IT organization and its people, processes, and information to guide the way those assets support the needs of the business. It may be characterized by assigning decision rights and measures to processes." (Tilak Mitra et al, "SOA Governance", 2008)

"IT governance is the system and structure for defining policy and monitoring and controlling the policy implementation, and managing and coordinating the procedures and resources aimed at ensuring the efficient and effective execution of services." (Anton Joha & Marijn Janssen, "The Strategic Determinants of Shared Services", 2008)

"The discipline of managing IT as a service to the business, aligning IT objectives with business goals." (Allen Dreibelbis et al, "Enterprise Master Data Management", 2008)

"An integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure the enterprise’s IT sustains and extends the organization’s strategies and objectives." (Edephonce N Nfuka & Lazar Rusu, IT Governance in the Public Sector in a Developing Country, 2009)

"(1) Locus of IT decision-making authority (narrow definition). (2) The distribution of IT decision-making rights and responsibilities among different stakeholders in the organization, and the rules and procedures for making and monitoring decisions on strategic IT concerns (comprehensive definition)." (Ryan R Peterson, "Trends in Information Technology Governance", 2009)

"Structure of relationships and processes to direct and control the IT enterprise to achieve IT’s goals by adding value while balancing risk versus return over IT and its processes." (IT Governance Institute, "IT Governance Implementation Guide, Using COBIT and Val IT", 2010)

"The discipline of tracking, managing, and steering an IS/IT landscape. Architectural governance is concerned with change processes (design governance). Operational governance looks at the operational performance of systems against contracted performance levels, the definition of operational performance levels, and the implementation of systems that ensure the effective operation of systems." (David Lyle & John G Schmidt, "Lean Integration", 2010)

"Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources." (Linda Volonino & Efraim Turban, "Information Technology for Management 8th Ed", 2011)

"Supervision monitoring and control of an organization's IT assets." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed, 2011)

"The processes and relationships that lead to reasoned decision making in IT." (Steven Romero, "Eliminating ‘Us and Them’", 2011)

"The function of ensuring that the enterprise's IT activities match and support the organization's strategies and objectives. Governance is very often associated with budgeting, project management, and compliance activities." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook" 3rd Ed, 2012)

"Controls and process to improve the effectiveness of information technology; also, the primary way that stakeholders can ensure that investments in IT create business value and contribute toward meeting business objectives." (Robert F Smallwood, "Information Governance: Concepts, Strategies, and Best Practices", 2014)

"Processes used to ensure that IT resources are aligned with the goals of the organization. Organizations often use frameworks to help them with IT governance." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"The framework of rules and practices by which an organization structures its technology decision-making process in order to ensure alignment of the organization's business strategy with its operations." (David K Pham, "From Business Strategy to Information Technology Roadmap", 2016)

"Set of methods and techniques for reaching full alignment between business strategy and IT strategy." (Dalia S Vugec, "IT Strategic Grid: A Longitudinal Multiple Case Study", 2019)

"The processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals." (Lili Aunimo et al, "Big Data Governance in Agile and Data-Driven Software Development: A Market Entry Case in the Educational Game Industry", 2019)

"The structures, processes, and mechanisms by which the current and future use of ICT is directed and controlled." (Konstantinos Tsilionis & Yves Wautelet, "Aligning Strategic-Driven Governance of Business IT Services With Their Agile Development: A Conceptual Modeling-Based Approach", 2021)

"IT governance (ITG) is defined as the processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals." (Gartner)

"The system by which the current and future use of IT is directed and controlled, Corporate Governance of IT involves evaluating and directing the use of IT to support the organisation and monitoring this use to achieve plans." (ISO/IEC 38500)

24 April 2019

💼Project Management: Project Execution (Part V: The Butterflies of Project Management)

Mismanagement

Expressed metaphorically as "the flap of a butterfly’s wings in Brazil set off a tornado in Texas”, in Chaos Theory the “butterfly effect” is a hypothesis rooted in Edward N Lorenz’s work on weather forecasting and used to depict the sensitive dependence on initial conditions in nonlinear processes, systems in which the change in input is not proportional to the change in output.  

Even if overstated, the flapping of wings advances the idea that a small change (the flap of wings) in the initial conditions of a system cascades to a large-scale chain of events leading to large-scale phenomena (the tornado) . The chain of events is known as the domino effect and represents the cumulative effect produced when one event sets off a chain of similar events. If the butterfly metaphor doesn’t catch up maybe it’s easier to visualize the impact as a big surfing wave – it starts small and increases in size to the degree that it can bring a boat to the shore or make an armada drown under its force. 

Projects start as narrow activities however the longer they take and the broader they become tend to accumulate force and behave like a wave, having the force to push or drawn an organization in the flood that comes with it. A project is not only a system but a complex ecosystem - aggregations of living organisms and nonliving components with complex interactions forming a unified whole with emergent behavior deriving from the structure rather than its components - groups of people tend to  self-organize, to swarm in one direction or another, much like birds do, while knowledge seems to converge from unrelated sources (aka consilience). 

 Quite often ignored, the context in which a project starts is very important, especially because these initial factors or conditions can have a considerable impact reflected in people’s perception regarding the state or outcomes of the project, perception reflected eventually also in the decisions made during the later phases of the project. The positive or negative auspices can be easily reinforced by similar events. Given the complex correlations and implications, aspects not always correct perceived and understood can have a domino effect. 

The preparations for the project start – the Business Case, setting up the project structure, communicating project’s expectation and addressing stakeholders’ expectations, the kick-off meeting, the approval of the needed resources, the knowledge available in the team, all these have a certain influence on the project. A bad start can haunt a project long time after its start, even if the project is on the right track and makes a positive impact. In reverse, a good start can shade away some mishaps on the way, however there’s also the danger that the mishaps are ignored and have greater negative impact on the project. It may look as common sense however the first image often counts and is kept in people’s memory for a long time. 

As people are higher perceptive to negative as to positive events, there are higher the chances that a multitude of negative aspects will have bigger impact on the project. It’s again something that one can address as the project progresses. It’s not necessarily about control but about being receptive to the messages around and of allowing people to give (constructive) feedback early in the project. It’s about using the positive force of a wave and turning negative flow into a positive one. 

Being aware of the importance of the initial context is just a first step toward harnessing waves or winds’ power, it takes action and leadership to pull the project in the right direction.

08 January 2019

🤝Governance: Authority (Just the Quotes)

"When the general is weak and without authority; when his orders are not clear and distinct; when there are no fixed duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization." (Sun Tzu, "The Art of War", cca. 5th century)

"Authority is never without hate." (Euripides, "Ion", cca. 422 BC)

"In questions of science, the authority of a thousand is not worth the humble reasoning of a single individual" (Galileo Galilei, 1632)

"Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish." (Anne Bradstreet, "Meditations Divine and Moral", 1664)

"Lawful and settled authority is very seldom resisted when it is well employed." (Samuel Johnson, "The Rambler", 1750)

"The most absolute authority is that which penetrates into a man's innermost being and concerns itself no less with his will than with his actions." (Jean-Jacques Rousseau, "On the origin of inequality", 1755)

"The wise executive never looks upon organizational lines as being settled once and for all. He knows that a vital organization must keep growing and changing with the result that its structure must remain malleable. Get the best organization structure you can devise, but do not be afraid to change it for good reason: This seems to be the sound rule. On the other hand, beware of needless change, which will only result in upsetting and frustrating your employees until they become uncertain as to what their lines of authority actually are." (Marshall E Dimock, "The Executive in Action", 1915)

"No amount of learning from books or of listening to the words of authority can be substituted for the spade-work of investigation." (Richard Gregory, "Discovery; or, The Spirit and Service of Science", 1916)

"In organization it means the graduation of duties, not according to differentiated functions, for this involves another and distinct principle of organization, but simply according to degrees of authority and corresponding responsibility." (James D Mooney, "Onward Industry!", 1931)

"It is sufficient here to observe that the supreme coordinating authority must be anterior to leadership in logical order, for it is this coordinating force which makes the organization. Leadership, on the other hand, always presupposes the organization. There can be no leader without something to lead." (James D Mooney, "Onward Industry!", 1931)

"Leadership is the form that authority assumes when it enters into process. As such it constitutes the determining principle of the entire scalar process, existing not only at the source, but projecting itself through its own action throughout the entire chain, until, through functional definition, it effectuates the formal coordination of the entire structure." (James D Mooney, "Onward Industry!", 1931)

"The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases are the informative, the advisory, and the supervisory." (James D Mooney, "Onward Industry!", 1931)

"Human beings are compounded of cognition and emotion and do not function well when treated as though they were merely cogs in motion.... The task of the administrator must be accomplished less by coercion and discipline, and more and more by persuasion.... Management of the future must look more to leadership and less to authority as the primary means of coordination." (Luther H Gulick, "Papers on the Science of Administration", 1937)

"A person can and will accept a communication as authoritative only when four conditions simultaneously obtain: (a) he can and does understand the communication; (b) at the time of his decision he believes that it is not inconsistent with the purpose of the organization; (c) at the time of his decision, he believes it to be compatible with his personal interest as a whole; and (d) he is able mentally and physically to comply with it." (Chester I Barnard, "The Functions of the Executive", 1938)

"The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make. Not to decide questions that are not pertinent at the time is uncommon good sense, though to raise them may be uncommon perspicacity. Not to decide questions prematurely is to refuse commitment of attitude or the development of prejudice. Not to make decisions that cannot be made effective is to refrain from destroying authority. Not to make decisions that others should make is to preserve morale, to develop competence, to fix responsibility, and to preserve authority.
From this it may be seen that decisions fall into two major classes, positive decisions - to do something, to direct action, to cease action, to prevent action; and negative decisions, which are decisions not to decide. Both are inescapable; but the negative decisions are often largely unconscious, relatively nonlogical, "instinctive," "good sense." It is because of the rejections that the selection is good." (Chester I Barnard, "The Functions of the Executive", 1938)

"To hold a group or individual accountable for activities of any kind without assigning to him or them the necessary authority to discharge that responsibility is manifestly both unsatisfactory and inequitable. It is of great Importance to smooth working that at all levels authority and responsibility should be coterminous and coequal." (Lyndall Urwick, "Dynamic Administration", 1942)

"All behavior involves conscious or unconscious selection of particular actions out of all those which are physically possible to the actor and to those persons over whom he exercises influence and authority." (Herbert A Simon, "Administrative Behavior: A Study of Decision-making Processes in Administrative Organization", 1947)

"Coordination, therefore, is the orderly arrangement of group efforts, to provide unity of action in the pursuit of a common purpose. As coordination is the all inclusive principle of organization it must have its own principle and foundation in authority, or the supreme coordination power. Always, in every form of organization, this supreme authority must rest somewhere, else there would be no directive for any coordinated effort." (James D Mooney, "The Principles of Organization", 1947)

"Delegation means the conferring of a specified authority by a higher authority. In its essence it involves a dual responsibility. The one to whom responsibility is delegated becomes responsible to the superior for doing the job. but the superior remains responsible for getting the Job done. This principle of delegation is the center of all processes in formal organization. Delegation is inherent in the very nature of the relation between superior and subordinate. The moment the objective calls for the organized effort of more than one person, there is always leadership with its delegation of duties." (James D Mooney, "The Principles of Organization", 1947)

"Power on the one side, fear on the other, are always the buttresses on which irrational authority is built." (Erich Fromm, "Man for Himself: An Inquiry Into the Psychology of Ethics", 1947)

"Authority is not a quality one person 'has', in the sense that he has property or physical qualities. Authority refers to an interpersonal relation in which one person looks upon another as somebody superior to him." (Erich Fromm, "The Fear of Freedom", 1950)

"The only way for a large organization to function is to decentralize, to delegate real authority and responsibility to the man on the job. But be certain you have the right man on the job." (Robert E Wood, 1951)

"[...] authority - the right by which superiors are able to require conformity of subordinates to decisions - is the basis for responsibility and the force that binds organization together. The process of organizing encompasses grouping of activities for purposes of management and specification of authority relationships between superiors and subordinates and horizontally between managers. Consequently, authority and responsibility relationships come into being in all associative undertakings where the superior-subordinate link exists. It is these relationships that create the basic character of the managerial job." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"Although organization charts are useful, necessary, and often revealing tools, they are subject to many important limitations. In the first place, a chart shows only formal authority relationships and omits the many significant informal and informational relationships that exist in a living organization. Moreover, it does not picture how much authority exists at any point in the organization." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"[...] authority for given tasks is limited to that for which an individual may properly held responsible." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"Authority delegations from a superior to a subordinate may be made in large or small degree. The tendency to delegate much authority through the echelons of an organization structure is referred tojas decentralization of authority. On the other hand, authority is said to be centralized wherever a manager tends not to delegate authority to his subordinates." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"Authority is, of course, completely centralized when a manager delegates none, and it is possible to think of the reverse situation - an infinite delegation of authority in which no manager retains any authority other than the implicit power to recover delegated authority. But this kind of delegation is obviously impracticable, since, at some point in the organization structure, delegations must stop." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"If charts do not reflect actual organization and if the organization is intended to be as charted, it is the job of effective management to see that actual organization conforms with that desired. Organization charts cannot supplant good organizing, nor can a chart take the place of spelling out authority relationships clearly and completely, of outlining duties of managers and their subordinates, and of defining responsibilities." (Harold Koontz & Cyril O Donnell, "Principles of Management", 1955)

"It is highly important for managers to be honest and clear in describing what authority they are keeping and what role they are asking their subordinates to assume." (Robert Tannenbaum & Warren H Schmidt, Harvard Business Review, 1958)

"Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. - comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior." (Douglas McGregor, 'The Human Side of Enterprise", 1960)

"If there is a single assumption which pervades conventional organizational theory, it is that authority is the central, indispensable means of managerial control." (Douglas McGregor, "The Human Side of Enterprise", 1960)

"The ingenuity of the average worker is sufficient to outwit any system of controls devised by management." (Douglas McGregor, "The Human Side of Enterprise", 1960)

"You can delegate authority, but you can never delegate responsibility by delegating a task to someone else. If you picked the right man, fine, but if you picked the wrong man, the responsibility is yours - not his." (Richard E Krafve, The Boston Sunday Globe, 1960)

"Centralized controls are designed to ensure that the chief executive can find out how well the delegated authority and responsibility are being exercised." (Ernest Dale, "Management: Theory and practice", 1965)

"In large-scale organizations, the factual approach must be constantly nurtured by high-level executives. The more layers of authority through which facts must pass before they reach the decision maker, the greater the danger that they will be suppressed, modified, or softened, so as not to displease the 'brass"' For this reason, high-level executives must keep reaching for facts or soon they won't know what is going on. Unless they make visible efforts to seek and act on facts, major problems will not be brought to their attention, the quality of their decisions will decline, and the business will gradually get out of touch with its environment." (Marvin Bower, "The Will to Manage", 1966)

"The concept of organizational goals, like the concepts of power, authority, or leadership, has been unusually resistant to precise, unambiguous definition. Yet a definition of goals is necessary and unavoidable in organizational analysis. Organizations are established to do something; they perform work directed toward some end." (Charles Perrow, "Organizational Analysis: A Sociological View", 1970)

"[Management] has authority only as long as it performs." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)

"'Management' means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for authority of rank. (Peter F Drucker, "People and Performance", 1977)

"The key to successful leadership today is influence, not authority." (Kenneth H Blanchard, "Managing By Influence", 1986)

"Strange as it sounds, great leaders gain authority by giving it away." (James B Stockdale, "Military Ethics" 1987)

"Perhaps nothing in our society is more needed for those in positions of authority than accountability." (Larry Burkett, "Business By The Book: Complete Guide of Biblical Principles for the Workplace", 1990)

"When everything is connected to everything in a distributed network, everything happens at once. When everything happens at once, wide and fast moving problems simply route around any central authority. Therefore overall governance must arise from the most humble interdependent acts done locally in parallel, and not from a central command. " (Kevin Kelly, "Out of Control: The New Biology of Machines, Social Systems and the Economic World", 1995)

"Authority alone is like pushing from behind. What automatic reaction do you have when pushed from behind? Resistance - unless you are travelling in that direction anyway and you experience the push as helpful. When you do not know what lies ahead and you are not sure whether you want to move forward, resistance is completely understandable. [...] Authority alone pushes. Leadership pulls, because it draws people towards a vision of the future that attracts them." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)

"Authority works best where you have an accepted hierarchy [...]. Then people move together because of the strong implicit accepted values that everyone shares. If you are trying to lead people who do not share similar goals and values, then authority is not enough." (Joseph O’Connor, "Leading With NLP: Essential Leadership Skills for Influencing and Managing People", 1998)

"The ultimate authority must always rest with the individual's own reason and critical analysis." (Tenzin Gyatso, "Path To Tranquility", 1998)

"The premise here is that the hierarchy lines on the chart are also the only communication conduit. Information can flow only along the lines. [...] The hierarchy lines are paths of authority. When communication happens only over the hierarchy lines, that's a priori evidence that the managers are trying to hold on to all control. This is not only inefficient but an insult to the people underneath." (Tom DeMarco, "Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency", 2001)

"A system is a framework that orders and sequences activity within the organisation to achieve a purpose within a band of variance that is acceptable to the owner of the system.  Systems are the organisational equivalent of behaviour in human interaction. Systems are the means by which organisations put policies into action.  It is the owner of a system who has the authority to change it, hence his or her clear acceptance of the degree of variation generated by the existing system." (Catherine Burke et al, "Systems Leadership" 2nd Ed., 2018)

"Responsibility means an inevitable punishment for mistakes; authority means full power to make them." (Yegor Bugayenko, "Code Ahead", 2018)

"Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself–your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers." (Dee Hock)

"Delegation of authority is one of the most important functions of a leader, and he should delegate authority to the maximum degree possible with regard to the capabilities of his people. Once he has established policy, goals, and priorities, the leader accomplishes his objectives by pushing authority right down to the bottom. Doing so trains people to use their initiative; not doing so stifles creativity and lowers morale." (Thornas H Moorer)

"Leadership means that a group, large or small, is willing to entrust authority to a person who has shown judgement, wisdom, personal appeal, and proven competence." (Walt Disney)

"The teams and staffs through which the modern commander absorbs information and exercises his authority must be a beautifully interlocked, smooth-working mechanism. Ideally, the whole should be practically a single mind." (Dwight D Eisenhower)

"While basic laws underlie command authority, the real foundation of successful leadership is the moral authority derived from professional competence and integrity. Competence and integrity are not separable." (William C Westmoreland)

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Koeln, NRW, Germany
IT Professional with more than 25 years experience in IT in the area of full life-cycle of Web/Desktop/Database Applications Development, Software Engineering, Consultancy, Data Management, Data Quality, Data Migrations, Reporting, ERP implementations & support, Team/Project/IT Management, etc.