Quotes About Complexity

Gandhi actually said everything and it's opposite. To cherry pickers, he offers such a bewildering variety of cherries that you have to wonder if there was something the matter with the tree.

Sometimes. And sometimes not.

They had always fitted together like pieces of an unsolved (and perhaps unsolvable) puzzle—the smoke of her into the solidness of him, the solitariness of her into the gathering of him, the strangeness of her into the straightforwardness of him, the insouciance of her into the restraint of him. The quietness of her into the quietness of him.

Never again will a single story be told as though it's the only one.

I would like to write one of those sophisticated stories in which even though nothing much happens there's lots to write about. That can't be done in Kashmir. It's not sophisticated, what happens here. There's too much blood for good literature. Q1: Why is it not sophisticated? Q2: What is the acceptable amount of blood for good literature?

At the time I was being celebrated for having made 'India' (whatever that means) proud. It was an odd place to be in, because I wasn't feeling at all proud of India or what was going on here.

the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably.

under conditions of complexity, not only are checklists a help, they are required for success.

We're good at addressing specific, individual problems: colon cancer, high blood pressure, arthritic knees. Give us a disease, and we can do something about it. But give us an elderly woman with high blood pressure, arthritic knees, and various other ailments besides—an elderly woman at risk of losing the life she enjoys—and we hardly know what to do and often only make matters worse.

We are all plagued by failures - by missed subtleties, overlooked knowledge, and outright errors. For the most part, we have imagined that little can be done beyond working harder and harder to catch the problems clean up after them. We are not in the habit of thinking the way the army pilots did as they looked upon their shiny new Model 299 bomber — a machine so complex no one was sure human beings could try it.

And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us.

We want progress in medicine to be clear and unequivocal, but of course it rarely is. Every new treatment has gaping unknowns - for both patients and society - and it can be hard to decide what do do about them.

It is common to misconceive how checklists function in complex lines of work. They are not comprehensive how-to guides, whether for building a skyscraper or getting a plane out of trouble. They are quick and simple tools aimed to buttress the skills of expert professionals. And by remaining swift and usable and resolutely modest, they are saving thousands upon thousands of lives. *

Much of our work today has entered its own B-17 phase. Substantial parts of what software designers, financial managers, firefighters, police officers, lawyers, and most certainly clinicians do are now too complex for them to carry out reliably from memory alone. Multiple fields, in other words, have become too much airplane for one person to fly. Yet it is far from obvious that something as simple as a checklist could be of substantial help.

The power of checklists is limited, Boorman emphasized. They can help experts remember how to manage a complex process or configure a complex machine. They can make priorities clearer and prompt people to function better as a team. By themselves, however, checklists cannot make anyone follow them. I

At times, in medicine, you feel you are inside a colossal and impossibly complex machine whose gears will turn for you only according to their own arbitrary rhythm. The notion that human caring, the effort to do better for people, might make a difference can seem hopelessly naïve.

Tears wet my eyes. I'm a surgeon. I like solving things. But how do I solve this?

He also found he made mistakes in handling complexity. A good decision requires looking at so many different features of companies in so many ways that, even without the cocaine brain, he was missing obvious patterns. His mental checklist wasn't good enough. "I am not Warren," he said. "I don't have a 300 IQ." He needed an approach that could work for someone with an ordinary IQ. So he devised a written checklist.

human beings fail the way all complex systems fail: randomly and gradually.

the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us. That

We've divided the world into us versus them—an ever-shrinking population of good people against bad ones. But it's not a dichotomy. People can be doers of good in many circumstances. And they can be doers of bad in others. It's true of all of us. We are not sufficiently described by the best thing we have ever done, nor are we sufficiently described by the worst thing we have ever done. We are all of it.

Even totally random patterns will often appear non-random to us.

Medicine has become the art of managing extreme complexity—and a test of whether such complexity can, in fact, be humanly mastered. The

Two professors who study the science of complexity—Brenda Zimmerman of York University and Sholom Glouberman of the University of Toronto—have proposed a distinction among three different kinds of problems in the world: the simple, the complicated, and the complex.