Jefferson Girao

“When cognitive load isn’t considered, teams are spread thin trying to cover an excessive amount of responsibilities and domains. Such a team lacks bandwidth to pursue mastery of their trade and struggles with the costs of switching contexts.”
― Matthew Skelton, Team Topologies: Organizing Business and Technology Teams for Fast Flow

“The fact is that the preference for ignorance over even marginal reductions in ignorance is never the moral high ground. If decisions are made under a self-imposed state of higher uncertainty, policy makers (or even businesses like, say, airplane manufacturers) are betting on our lives with a higher chance of erroneous allocation of limited resources. In measurement, as in many other human endeavors, ignorance is not only wasteful but can also be dangerous.”
― Douglas W. Hubbard, How to Measure Anything: Finding the Value of "Intangibles" in Business

“In his revolutionary work Pedagogy of the Oppressed, published in 1970, Paulo Freire describes what is still the dominant model of teaching today. In this model, students are viewed as empty “bank accounts” to be filled with knowledge by teachers — not as participants who have a say in what and how they learn. This model is not designed to enable students to learn — especially not to learn to think for themselves — but rather to control the learning process, students’ access to information, and their ability to critically analyze it. In this way, the education system perpetuates existing social structures and power hierarchies.”
― Jez Humble, Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean

“The purpose is to make you aware of the myriad ways that mankind can screw up a fine idea while trying to implement it. Don’t be alarmed. This is the raw, sometimes disturbing side of engineering, about which much of humanity has been kept unaware.”
― James Mahaffey, Atomic Accidents: A History of Nuclear Meltdowns and Disasters: From the Ozark Mountains to Fukushima