Quotes About System

I am not altogether pessimistic about neurosis. In many cases we have to say, "Thank heaven he could make up his mind to be neurotic." Neurosis is really an attempt at self-cure…It is an attempt of the self-regulating psychic system to restore the balance, in no way different from the function of dreams – only rather more forceful and drastic.

As the international economist Ronald Findlay argues, "slavery was an integral part of a complex intercontinental system of trade in goods and factors within which the Industrial Revolution, as we know it, emerged. Within this system of interdependence, it would make as much or as little sense to draw a

It was an interesting question as to whether the BBC had a future in the digital world, and what form of market failure could justify the licence fee system.

Most learning problems exist not within the child but in the inadequacy of the system to find a way to teach them.

until code is in production, no value is actually being generated, because it's merely WIP stuck in the system.

Resilience engineering tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.

Goldratt taught us that in most plants, there are a very small number of resources, whether it's men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either

They also knew that until code is in production, no value is actually being generated, because it's merely WIP stuck in the system.

everyone needs idle time, or slack time. If no one has slack time, wip gets stuck in the system. Or more specifically, stuck in queues, just waiting.

In any system of work, the theoretical ideal is single-piece flow, which maximizes throughput and minimizes variance. You get there by continually reducing batch sizes.

The flow of work goes in one direction only: forward. Create a system of work in it that does that. Remember, the goal is single-piece flow.

When people are trapped in this downward spiral for years, especially those who are downstream of Development, they often feel stuck in a system that pre-ordains failure and leaves them powerless to change the outcomes. This powerlessness is often followed by burnout, with the associated feelings of fatigue, cynicism, and even hopelessness and despair.

the architecture that our services operate within dictates how we test and deploy our code. This

She looks around at the entire floor. Over a hundred developers are typing away, working on their little piece of the system on their laptops. Without constant feedback from a centralized build, integration, and test system, they really have no idea what will happen when all their work is merged with everyone else's.

Maybe not," I say. "I'll tell you what I do know, though. Every time that we let Brent fix something that none of us can replicate, Brent gets a little smarter, and the entire system gets dumber.

As Sensei W. Edwards Deming once observed, 'a bad system will beat a good person every time.

When we have a tightly-coupled architecture, small changes can result in large scale failures. As

Improving daily work is even more important than doing daily work.' The Third Way is all about ensuring that we're continually putting tension into the system, so that we're continually reinforcing habits and improving something. Resilience engineering tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.

What that graph says is that everyone needs idle time, or slack time. If no one has slack time, wip gets stuck in the system. Or more specifically, stuck in queues, just waiting.

want each group to write down every change they're planning, one change per index card. I want three pieces of information: who is planning the change, the system being changed, and a one-sentence summary.

Theory of Constraints, Lean production or the Toyota Production System, and Total Quality Management.

As part of the First Way, you must gain a true understanding of the business system that it operates in.

In tightly coupled and complected systems, it's nearly impossible to change anything, because you can't just change one area of the code, you must change one hundred, or even a thousand, areas of the code. And even the smallest changes can cause wildly unpredictable effects in distant parts of the system, maybe in something you've never even heard of.

You must figure out how to control the release of work into IT Operations and, more importantly, ensure that your most constrained resources are doing only the work that serves the goal of the entire system, not just one silo.