Quotes About Structure

In order to be as effective as possible, we need to consciously design our teams rather than merely allow them to form accidentally or haphazardly.

If the architecture of the system and the architecture of the organization are at odds, the architecture of the organization wins.

We like to think that Team Topologies is another piece of this puzzle—in particular, having clear and fluid team structures, responsibilities, and interaction modes.

Many large corporations are actually modeled on hell,' Brother Frank added. 'The policies and organization are almost idential. Hell, of course, is much worse.

The innate propensity to look for and impose structure is revealed as a prominent feature of our species both by archaeology and in extant hunter-gatherer societies.

Yes how the mind arranges itself, tries to sort things into orders, is perturbed if things are not sorted, are not in the right order, nags away.

Setiap strategi untuk mengurangi kemiskinan antargenerasi harus dipusatkan pada pekerjaan, bukan pada kesejahteraan--bukan hanya karena pekerjaan itu memberikan kebebasan dan pendapatan, melainkan juga karena pekerjaan itu mendatangkan kedisiplinan, struktur, harga diri, dan kesempatan untuk berkembang dalam kehidupan masyarakat.

arrebataba a la gente su iniciativa y erosionaba su amor propio. Cualquier estrategia para reducir la pobreza intergeneracional debe centrarse en el trabajo, no en la asistencia social, no sólo porque el trabajo da independencia e ingresos sino también porque el trabajo aporta orden, estructura, dignidad y oportunidades de crecimiento a la vida de las personas.

work provides independence and income but also because work provides order, structure, dignity, and opportunities for growth in people's lives.

This advice comes as a surprise: job searching is not joblessness; it is a job in itself and should be structured to resemble one, right down to the more regrettable features of employment, like having to follow orders--orders which are in this case self-generated.

Of the two hundred bones in the human body, more than a quarter are in the foot. It is a more complicated instrument than an automobile transmission, and it is treated with far less consideration.

The facility occupied the ground floor of a gray commercial building hemmed in by rusting fire escapes and choked with high-tension wires that clung to the structure's façade like rotting vegetation.

Our Bibles today have chapter and verse divisions. These are extremely helpful, of course, since without them it is very hard indeed to tell someone where to find a passage. But the authors did not write in chapters and verses. One problem with our having them is that they make us think that the next chapter (or even verse) is changing the subject.

The group that emerged as victorious and declared itself orthodox determined the shape of Christianity for posterity—determining its internal structure, writing its creeds, and compiling its revered texts into a sacred canon of Scripture.

So often the problem is in the system, not in the people. If you put good people in bad systems, you get bad results. You have to water the flowers you want to grow.

Roles and goals give structure and organized direction to your personal mission. If you don't yet have a personal mission statement, it's a good place to begin.

Management works in the system; Leadership works on the system;

If people have not agreed to a common set of principles that guide them and a common purpose, then they get their security from the outside and they tend to freeze the structure, systems, and processes inside and they cease becoming adaptable. They don't change with the changing realities of the new marketplace out there and gradually they become obsolete.

Principle-centered leadership is practiced from the inside out on four levels: 1) personal (my relationship with myself); 2) interpersonal (my relationships and interactions with others); 3) managerial (my responsibility to get a job done with others); and 4) organizational (my need to organize people—to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy, and systems).

we have inadvertently become so focused on our own building that we have forgotten the foundation that holds it up;

The dictionary is a perfect example of overalphabetization, with its harsh rules and every little word neatly in place. It almost makes me want to go on a diet of grapes and waste away to nothing.

Chaos in the midst of chaos isn't funny, but chaos in the midst of order is.

Keep Your Design Modular Modularity's goal is to make each routine or class like a black box: You know what goes in, and you know what comes out, but you don't know what happens inside.

One indication that a routine needs to be broken out of another routine is deep nesting of an inner loop or a conditional. Reduce the containing routine's complexity by pulling the nested part out and putting it into its own routine.