Feedback Quotes - page 4
The possibility for compassionate concern for others, which is present in all humans, is usually mixed with the sense of ego and so becomes confused with the need to satisfy one's own cravings for recognition and self-evaluation. The spontaneous compassion that arises when one is not caught in the habitual patterns - when one is not perfoming volitional actions out of karmic cause and effect - is not done with a sense of need for feedback from its recipient. It is the anxiety about feedback - the response of the other - that causes us tension and inhibition in our action. When action is done withouth the business-deal mentality, there can be relaxation. This is called supreme (or transcendental) generosity.
Francisco Varela
I think the comic that's gotten me the most feedback is actually the one about the stoplights. Noticing when the stoplights are in sync, or calculating the length of your strides between floor tiles - normal people notice that kind of stuff, but a certain kind of person will do some calculations.
Randall Munroe
In complex systems cause and effect are often not closely related in either time or space. The structure of a complex system is not a simple feedback loop where one system state dominates the behavior. The complex system has a multiplicity of interacting feedback loops. Its internal rates of flow are controlled by nonlinear relationships. The complex system is of high order, meaning that there are many system states (or levels). It usually contains positive-feedback loops describing growth processes as well as negative, goal-seeking loops. In the complex system the cause of a difficulty may lie far back in time from the symptoms, or in a completely different and remote part of the system. In fact, causes are usually found, not in prior events, but in the structure and policies of the system.
Jay Wright Forrester
Back in the mid-1990s I was researching strategy in the global electronics industry. I interviewed 20 to 30 executives, CEOs, and division managers and asked fairly simple questions. Which company was the leader in their market? How did that company become the leader? What's their own company's strategy?
I saw an interesting pattern. Most executives easily explained how companies became market leaders: Some sort of window of opportunity opened, and the leader was the company that was the first to successfully jump through that window. Not exactly the first mover but the first to get it right.
But when I asked these same executives about their own strategies, I heard a lot about doorknob polishing. They were doing 360-degree feedback, forming alliances, outsourcing, cutting costs, and so on. None of them even mentioned taking a good position quickly when the industry changes.
Richard Rumelt
Will you encourage your workers to be innovative, or will you promote an environment where the status quo is good enough? Do you have mechanisms to allow all employees to voice opinions and provide feedback without fear of retaliation? Are you accessible, or are you insulated from your people? Good leaders motivate by being seen, by communicating, by engaging, and by taking care of their employees.
Ann E. Dunwoody
