Quotes About Adaptation

You can't expect a coach to come in and just change everything overnight.

I meet people overseas that know five languages - that the only language I'm comfortable in is English.

I moved to Milan when I was 15. I was always looking for something; I never really felt like I belonged where I was, so I went to live overseas.

My father was in the service. His job was to integrate the Armed Forces overseas. So that meant we showed up at military bases in Okinawa or Germany, racially unannounced. That made me, in that particular society if you will, the outsider.

When I made the UFC, everyone said, 'You need to go overseas.' I thought I had to go as well, and I went to Tristar Gym, and I was there for one or two years. But changes were needed. I'd come off back-to-back losses - Court McGee and Stephen Thompson - and I needed to look at my roots and go back to the drawing board.

I didn't really know how people would take to me, especially at Hobart - it can be difficult having an overseas player who hasn't played any international cricket.

I learned how to play the game without using my athletic abilities while playing overseas. When I got my NBA opportunity, it enhanced my fundamentals.

They really allow you to play overseas. They let you play through everything - holding, grabbing, illegal screens, tough hand-checking and tough defense. Playing overseas for five years, that's all I knew. When I got to the Rockets, I brought that same mindset.

I don't feel overwhelmed with information. I really like it.

Ability to change has to be an organic part of the organization. Change has to be going on all the time, everywhere. It needs to be everybody's business.

If nothing is declared unchangeable, then the organization will resist all change. When there is defining vision, the only way the organization can define itself is its stasis.

Growth is the rising tide that floats all boats. The period of growth is one in which people are naturally less change-resistant. It is therefore the optimal time to introduce any change. Specifically, changes that are not growth-related should be timed to occur during growth periods. This is not because they are strictly necessary then, but because they are more likely to be possible then. You need that advantage going up against Goliath.

As defense against failure, standard process is a kind of armor. The more worried you are about failure, the heavier the armor you put on. But armor always has a side effect of reduced mobility.

If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self.

Fisher's fundamental theorem: "The more highly adapted an organism becomes, the less adaptable it is to any new change." Fisher's example was the giraffe. It is highly adapted to food found up among the tree branches, but so unadaptable to a new situation that it can not even pick up a peanut from the ground at the zoo. The more optimized an organism (organization) is, the more likely that the slack necessary to help it become more effective has been eliminated.

The fundamental response to change is not logical, but emotional.

Learning is limited by an organization's ability to keep its people.

When stress is the problem, slack is the solution.

You see another side of Draco when he's with his dad. When Draco is with his dad, he doesn't say anything. He keeps his mouth shut. He's sort of bullied by his dad, so he acts very different.

Chris Hemsworth is like Christopher Reeve in that he can do two things: he can wear a big red cape without a shred of self-consciousness. But he's also funny as hell, and he's so sweet. So with all the fish-out-of-water stuff, he's so funny. So he does almost two jobs in a way.

Time erodes both steel and stone.' So Ovid had written in the months before his death.

New technology is useful, but it's inefficient and ugly it knows it'll be obsolete by lunchtime tomorrow, so it has no incentive to be anything else.

Human beings can get used to virtually anything, given plenty of time and no choice in the matter whatsoever.

In learning to Juggle, the angst comes from failure - from having the ball fall to the floor. So with step one, numb aspiring jugglers to that. Having the ball fall to the floor becomes more normal than the ball not falling to the floor.