Assen

“As an aside, Sheldon Rovin in his first draft of a guide to Systems Thinking, repeated this old chestnut: The often-quoted tribal wisdom of the Dakota Indians, passed on from generation to generation, says that, ‘When you discover that you are riding a dead horse, the best strategy is to dismount.’ However, in government more advanced strategies are often employed, such as: 1. Buying a stronger whip. 2. Changing riders. 29 3. Appointing a committee to study the horse. 4.    Arranging to visit other countries to see how other cultures ride horses. 5. Lowering the standards so that dead horses can be included. 6. Reclassifying the dead horse as living impaired. 7. Hiring outside contractors to ride the dead horse. 82 8. Harnessing several dead horses together to increase speed. 9. Providing extra funding/training to increase the dead horse’s performance. 10.  Doing a productivity study to see if lighter riders would improve the dead horse’s performance. 3 11.  Declaring that as the dead horse does not have to be fed, it is less costly, carries lower overhead and therefore contributes substantially more to the bottom line of the economy than live horses. 12.  Rewriting the expected performance requirements for all horses. And, of course… 13.  Promoting the dead horse to a supervisory position.”
― Russell L. Ackoff, Systems Thinking for Curious Managers: With 40 New Management f-Laws

“A similar discrepancy between objective proclaimed and objective practised can be observed in most organisations. For example, one could mistakenly believe that the principal objective of universities is to educate students. But for Ackoff, the principal objective of a university is to provide job security and increase the standard of living and quality of life of those members of the faculty and administration who make the critical decisions. Teaching is the price that faculty members must pay to share in the benefits provided. Like any price, they try to minimise it. Note that the more senior and politically powerful teaching members of the faculty are, the less teaching they do.”
― Russell L. Ackoff, Systems Thinking for Curious Managers: With 40 New Management f-Laws

“While believers in the unconstrained vision seek the special causes of war, poverty, and crime, believers in the constrained vision seek the special causes of peace, wealth, or a law-abiding society.”
― Thomas Sowell, A Conflict of Visions: Ideological Origins of Political Struggles

“Sam Harris argues convincingly that it’s impossible to successfully think of what you’re going to think next. The takeaway from chapters 2 and 3 is that it’s impossible to successfully wish what you’re going to wish for. This chapter’s punchline is that it’s impossible to successfully will yourself to have more willpower. And that it isn’t a great idea to run the world on the belief that people can and should.”
― Robert M. Sapolsky, Determined: A Science of Life without Free Will