Repertoire Quotes - page 3
Pop managers are fixed in the dramatic stock character repertoire too, ever since the first British pop film musical, Wolf Mankowitz's 'Expresso Bongo' of 1959, with Cliff Richard as Bongo Herbert and Laurence Harvey as his manager. The key components were cast as X parts gay, X parts Jewish and triple X opportunistic.
Peter York
The mazurka provided him with a repertoire of motifs, rhythms, and sonorities outside the main Italian, French, and German traditions of European music: he used it to create a series of works within this tradition which are absolutely personal-marginal works which challenge the center.
They are the most eccentric and original of Chopin's works. We shall never know exactly what and how much Chopin took directly from the popular folk tradition and how much he invented, but it does not matter: his originality is revealed as much in what he selected as in what he imagined. The folk dances gave him the possibility of exploring new harmonies, of exploiting the emotional effect of obsessive repetition, and of developing a new form of rubato.
Charles Rosen
That, as far as she could tell, was the purpose of the religion she had been brought up in: It made people feel better when really horrible things happened, and it offered a repertoire of ceremonies that were used to add a touch of class to such goings-on as shacking up with someone and throwing dirt on a corpse.
Neal Stephenson
A learning strategy is comparable in kind with a performance strategy. Each sort of strategy entails decomposing goals into subgoals and applying mental subroutines to achieve the subgoals concerned. The necessary difference between learning strategies and performance is in the domain upon which they operate. Whereas the performance strategy solves problems posed by states of the (usually symbolic) environment, the learning strategy solves the problems posed by deficiencies in the current repertoire of relevant performance strategies; the solutions produced by a learning strategy are performance strategies.
Gordon Pask
At the level of firms, therefore, only those whose cultural repertoire gives them transactional capacity throughout the I-Space can summon and adequate learning response to any emerging gaps between technology and culture. Those operating from too narrow a cultural base in the space, however, must of necessity lose control of the SLC unless they can complement their limited cultural repertoire through carefully selected interfirm and intercultural collaborations – i. e. through an externalization of transactions that link them with agents located elsewhere in the space. However, they will then confront the same problems of integration that more culturally diverse firms encounter inside their organization when trying to coordinate the activities of different functions or businesses. There is no cheap grace.
Max Boisot
