♟️Strategic Management: Perfection (Just the Quotes)

"Information, that is imperfectly acquired, is generally as imperfectly retained." (William Playfair, "The Commercial and Political Atlas", 1786)

"The man who insists upon seeing with perfect clearness before he decides, never decides." (Henri-Frédéric Amiel, [journal entry] 1856)

"To improve is to change; to be perfect is to change often." (Winston Churchill, [Speech, House of Commons] 1925)

"Planning is essentially the analysis and measurement of materials and processes in advance of the event and the perfection of records so that we may know exactly where we are at any given moment. In short it is attempting to steer each operation and department by chart and compass and chronometer - not by guess and by God." (Lyndall Urwick, "The Pattern of Management", 1956)

"In most management problems there are too many possibilities to expect experience, judgement, or intuition to provide good guesses, even with perfect information." (Russell L Ackoff, "Management Science", 1967)

"In the objectives system, the corporation's aims, or plans, are broken down into a hierarchy of lesser aims or plans; and the grand total of all those objectives adds up to those of the corporation. Then all the executives have to do is meet their planned and agreed objectives and - hey presto - the corporation does the same. Perfection in management, at last, has arrived, except that it hasn't and won't." (Robert Heller, "The Naked Manager: Games Executives Play", 1972)

"You can teach the rudiments of cooking, as of management, but you cannot make a great cook or a great manager. In both activities, you ignore fundamentals at grave risk  - but sometimes succeed. In both, science can be extremely useful but is no substitute for the art itself. In both, inspired amateurs can outdo professionals. In both, perfection is rarely achieved, and failure is more common than the customers realize. In both, practitioners don't need recipes that detail timing down to the last second, ingredients to the last fraction of an ounce, and procedures down to the Just flick of the wrist; they need reliable maxims, instructive anecdotes, and no dogmatism." (Robert Heller, "The Naked Manager: Games Executives Play", 1972)

"There is no absolute knowledge. And those who claim it open the door to tragedy. All information is imperfect. We have to treat it with humility." (Jacob Bronowski, "The Ascent of Man", 1973)

"So we pour in data from the past to fuel the decision-making mechanisms created by our models, be they linear or nonlinear. But therein lies the logician's trap: past data from real life constitute a sequence of events rather than a set of independent observations, which is what the laws of probability demand. [...] It is in those outliers and imperfections that the wildness lurks." (Peter L Bernstein, "Against the Gods: The Remarkable Story of Risk", 1996)

"A belief model is clung to not because it is 'correct'  - there is no way to know this - but rather because it has worked in the past and must cumulate a record of failure before it is worth discarding. In general, there may be a constant slow turnover of hypotheses acted upon. One could speak of this as a system of temporarily fulfilled expectations - beliefs or models or hypotheses that are temporarily fulfilled" (though not perfectly), which give way to different beliefs or hypotheses when they cease to be fulfilled." (W Brian Arthur, "Complexity and the Economy", 2015)

"Sometimes, the best way to broaden your search is to look inside your own organization. Great solutions often come along at the wrong time, and the sprint can be a perfect opportunity to rejuvenate them. Also look for ideas that are in progress but unfinished - and even old ideas that have been abandoned." (Jake Knapp et al, "Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days", 2016)

"Professional organizations had believed that by hiring well qualified, technically capable people, quality control would take care of itself. [...] Managers rationalized that quality control lapses could not be helped and were simply another cost of doing business. Now wasn't the only perfectionist in the university business." (Garth Peterson)

🕸Systems Engineering: Perfection (Just the Quotes)

"The concept of an independent system is a pure creation of the imagination. For no material system is or can ever be perfectly isolated from the rest of the world. Nevertheless it completes the mathematician’s ‘blank form of a universe’ without which his investigations are impossible. It enables him to introduce into his geometrical space, not only masses and configurations, but also physical structure and chemical composition." (Lawrence J Henderson, "The Order of Nature: An Essay", 1917)

"Knowledge is not something which exists and grows in the abstract. It is a function of human organisms and of social organization. Knowledge, that is to say, is always what somebody knows: the most perfect transcript of knowledge in writing is not knowledge if nobody knows it. Knowledge however grows by the receipt of meaningful information - that is, by the intake of messages by a knower which are capable of reorganising his knowledge." (Kenneth E Boulding, "General Systems Theory: The Skeleton of Science", Management Science Vol. 2 (3), 1956)

"The hardest problems we have to face do not come from philosophical questions about whether brains are machines or not. There is not the slightest reason to doubt that brains are anything other than machines with enormous numbers of parts that work in perfect accord with physical laws. As far as anyone can tell, our minds are merely complex processes. The serious problems come from our having had so little experience with machines of such complexity that we are not yet prepared to think effectively about them." (Marvin Minsky, 1986)

"Nature behaves in ways that look mathematical, but nature is not the same as mathematics. Every mathematical model makes simplifying assumptions; its conclusions are only as valid as those assumptions. The assumption of perfect symmetry is excellent as a technique for deducing the conditions under which symmetry-breaking is going to occur, the general form of the result, and the range of possible behaviour. To deduce exactly which effect is selected from this range in a practical situation, we have to know which imperfections are present" (Ian Stewart & Martin Golubitsky, "Fearful Symmetry: Is God a Geometer?", 1992)

"Skewness is a measure of symmetry. For example, it's zero for the bell-shaped normal curve, which is perfectly symmetric about its mean. Kurtosis is a measure of the peakedness, or fat-tailedness, of a distribution. Thus, it measures the likelihood of extreme values." (John L Casti, "Reality Rules: Picturing the world in mathematics", 1992)

"Swarm systems generate novelty for three reasons: (1) They are 'sensitive to initial conditions' - a scientific shorthand for saying that the size of the effect is not proportional to the size of the cause - so they can make a surprising mountain out of a molehill. (2) They hide countless novel possibilities in the exponential combinations of many interlinked individuals. (3) They don’t reckon individuals, so therefore individual variation and imperfection can be allowed. In swarm systems with heritability, individual variation and imperfection will lead to perpetual novelty, or what we call evolution." (Kevin Kelly, "Out of Control: The New Biology of Machines, Social Systems and the Economic World", 1995)

"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)

"Yet, with the discovery of the butterfly effect in chaos theory, it is now understood that there is some emergent order over time even in weather occurrence, so that weather prediction is not next to being impossible as was once thought, although the science of meteorology is far from the state of perfection." (Peter Baofu, "The Future of Complexity: Conceiving a Better Way to Understand Order and Chaos", 2007)

"The word ‘symmetry’ conjures to mind objects which are well balanced, with perfect proportions. Such objects capture a sense of beauty and form. The human mind is constantly drawn to anything that embodies some aspect of symmetry. Our brain seems programmed to notice and search for order and structure. Artwork, architecture and music from ancient times to the present day play on the idea of things which mirror each other in interesting ways. Symmetry is about connections between different parts of the same object. It sets up a natural internal dialogue in the shape." (Marcus du Sautoy, "Symmetry: A Journey into the Patterns of Nature", 2008)

"[...] a high degree of unpredictability is associated with erratic trajectories. This not only because they look random but mostly because infinitesimally small uncertainties on the initial state of the system grow very quickly - actually exponentially fast. In real world, this error amplification translates into our inability to predict the system behavior from the unavoidable imperfect knowledge of its initial state." (Massimo Cencini et al, "Chaos: From Simple Models to Complex Systems", 2010)

"Because the perfect system cannot be designed, there will always be weak spots that human ingenuity and resourcefulness can exploit." (Paul Gibbons, "The Science of Successful Organizational Change",  2015)

See also: Failure, Good, Bad, Ugly

📉Graphical Representation: Perfection (Just the Quotes)

"Information that is imperfectly acquired, is generally as imperfectly retained; and a man who has carefully investigated a printed table, finds, when done, that he has only a very faint and partial idea of what he has read; and that like a figure imprinted on sand, is soon totally erased and defaced." (William Playfair, "The Commercial and Political Atlas", 1786)

"[…] it must be noticed that these diagrams do not naturally harmonize with the propositions of ordinary life or ordinary logic. […] The great bulk of the propositions which we commonly meet with are founded, and rightly founded, on an imperfect knowledge of the actual mutual relations of the implied classes to one another. […] one very marked characteristic about these circular diagrams is that they forbid the natural expression of such uncertainty, and are therefore only directly applicable to a very small number of such propositions as we commonly meet with." (John Venn, "On the Diagrammatic and Mechanical Representation of Propositions and Reasonings", 1880)

"Planning is essentially the analysis and measurement of materials and processes in advance of the event and the perfection of records so that we may know exactly where we are at any given moment. In short it is attempting to steer each operation and department by chart and compass and chronometer - not by guess and by God." (Lyndall Urwick, "The Pattern of Management", 1956)

"Skewness is a measure of symmetry. For example, it's zero for the bell-shaped normal curve, which is perfectly symmetric about its mean. Kurtosis is a measure of the peakedness, or fat-tailedness, of a distribution. Thus, it measures the likelihood of extreme values." (John L Casti, "Reality Rules: Picturing the world in mathematics", 1992)

"Clearly principles and guidelines for good presentation graphics have a role to play in exploratory graphics, but personal taste and individual working style also play important roles. The same data may be presented in many alternative ways, and taste and customs differ as to what is regarded as a good presentation graphic. Nevertheless, there are principles that should be respected and guidelines that are generally worth following. No one should expect a perfect consensus where graphics are concerned." (Antony Unwin, Good Graphics?"[in "Handbook of Data Visualization"], 2008)

"Once these different measures of performance are consolidated into a single number, that statistic can be used to make comparisons […] The advantage of any index is that it consolidates lots of complex information into a single number. We can then rank things that otherwise defy simple comparison […] Any index is highly sensitive to the descriptive statistics that are cobbled together to build it, and to the weight given to each of those components. As a result, indices range from useful but imperfect tools to complete charades." (Charles Wheelan, "Naked Statistics: Stripping the Dread from the Data", 2012)

"The correlation coefficient has two fabulously attractive characteristics. First, for math reasons that have been relegated to the appendix, it is a single number ranging from –1 to 1. A correlation of 1, often described as perfect correlation, means that every change in one variable is associated with an equivalent change in the other variable in the same direction. A correlation of –1, or perfect negative correlation, means that every change in one variable is associated with an equivalent change in the other variable in the opposite direction. The closer the correlation is to 1 or –1, the stronger the association. […] The second attractive feature of the correlation coefficient is that it has no units attached to it. […] The correlation coefficient does a seemingly miraculous thing: It collapses a complex mess of data measured in different units" (like our scatter plots of height and weight) into a single, elegant descriptive statistic." (Charles Wheelan, "Naked Statistics: Stripping the Dread from the Data", 2012)

"The idiom of scatterplots encodes two quantitative value variables using both the vertical and horizontal spatial position channels, and the mark type is necessarily a point. Scatterplots are effective for the abstract tasks of providing overviews and characterizing distributions, and specifically for finding outliers and extreme values. Scatterplots are also highly effective for the abstract task of judging the correlation between two attributes. With this visual encoding, that task corresponds the easy perceptual judgement of noticing whether the points form a line along the diagonal. The stronger the correlation, the closer the points fall along a perfect diagonal line; positive correlation is an upward slope, and negative is downward." (Tamara Munzner, "Visualization Analysis and Design", 2014)

"A perfectly relevant visualization that breaks a few presentation rules is far more valuable - it’s better - than a perfectly executed, beautiful chart that contains the wrong data, communicates the wrong message, or fails to engage its audience." (Scott Berinato, "Good Charts : the HBR guide to making smarter, more persuasive data visualizations", 2023)

🏗️Software Engineering: Perfection (Just the Quotes)

"[...] no program is ever perfect; there is always room for improvement. Of course, it is foolish to polish a program beyond the point of diminishing returns, but most programmers do too little revision; they are satisfied too early. Don't stop with your first draft." (Brian W Kernighan & Phillip J Plauger, "The Elements of Programming Style", 1974)

"Software never was perfect and won't get perfect. But is that a license to create garbage? The missing ingredient is our reluctance to quantify quality." (Boris Beizer, "Software Testing Techniques", 1990)

"Do build perfectly for today. Do the simple thing that solves today's problem, but do it well. Keep the code of high quality, just perfect for today's needs." (Ron Jeffries, "Extreme Programming Installed", 2001)

"Users may be annoyed by bugs, and software developers may be disappointed by their inability to perfect their work, and managers may be frustrated by the unreliability of their plans. But in the end, none of that matters as much as the simple fact that software does not work the way we think, and until it does, it is not worth trying to perfect." (Scott Rosenberg, "Dreaming in Code", 2007)

"Prototyping is always inspirational - not in the sense of a perfected artwork but just the opposite: because it inspires new ideas. Prototyping should start early in the life of a project, and we expect them to be numerous, quickly executed, and pretty ugly." (Tim Brown, "Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation", 2009)

"The fact that bugs will certainly occur in your code does not mean you aren’t responsible for them. The fact that the task to write perfect software is virtually impossible does not mean you aren’t responsible for the imperfection." (Robert C Martin,"The Clean Coder: A code of conduct for professional programmers", 2011)

"Areas of low complexity or that are unlikely to be invested in can be built without the need for perfect code quality; working software is good enough. Sometimes feedback and first-to-market are core to the success of a product; in this instance, it can make business sense to get working software up as soon as possible, whatever the architecture." (Scott Millett, "Patterns Principles and Practices of Domain Driven Design", 2015)

"Not all of a large software product needs be perfectly designed - in fact trying to do so would be a waste of effort." (Scott Millett, "Patterns Principles and Practices of Domain Driven Design", 2015)

"People are inherently imperfect - we like to say that humans are mostly a collection of intermittent bugs. But before you can understand the bugs in your coworkers, you need to understand the bugs in yourself. We’re going to ask you to think about your own reactions, behaviors, and attitudes - and in return, we hope you gain some real insight into how to become a more efficient and successful software engineer who spends less energy dealing with people-related problems and more time writing great code." (Titus Winters, "Software Engineering at Google: Lessons Learned from Programming Over Time", 2020)