Julia Kulgavchuk

“Чтобы человек мог стоять, он должен все время падать. Что это значит, что он должен падать? Он должен отклоняться и приводить себя в равновесное состояние.

Когда впервые появляется управление? Во-первых, когда в систему закладывается жесткая организация, и, во-вторых, когда начинаются постоянные отклонения от нее и нарушения. Вот когда эти условия есть, вы начинаете исходить из двух идей, как бы взаимно исключающих друг друга: первое — есть формальная организация, второе — в реальных ситуациях нормативные документы не могут выполняться как таковые. Вот тогда и появляется необходимость в управлении. Тогда и только тогда. [...] Управление нужно, когда вы строите систему из ненадежных элементов. Должна быть обеспечена надежность целого при ненадежных элементах.”
― Георгий Щедровицкий, Оргуправленческое мышление: идеология, методология, технология

“Things are either devolving toward, or evolving from, nothingness. As dusk approaches in the hinterlands, a traveler ponders shelter for the night. He notices tall rushes growing everywhere, so he bundles an armful together as they stand in the field, and knots them at the top. Presto, a living grass hut. The next morning, before embarking on another day's journey, he unknots the rushes and presto, the hut de-constructs, disappears, and becomes a virtually indistinguishable part of the larger field of rushes once again. The original wilderness seems to be restored, but minute traces of the shelter remain. A slight twist or bend in a reed here and there. There is also the memory of the hut in the mind of the traveler — and in the mind of the reader reading this description. Wabi-sabi, in its purest, most idealized form, is precisely about these delicate traces, this faint evidence, at the borders of nothingness.”
― Leonard Koren, Wabi-Sabi: for Artists, Designers, Poets & Philosophers

“Asking for help with shame says:
You have the power over me.
Asking with condescension says:
I have the power over you.
But asking for help with gratitude says:
We have the power to help each other.”
― Amanda Palmer, The Art of Asking; or, How I Learned to Stop Worrying and Let People Help

“Every time I try to diagram some organizational phenomena or strategy, the resulting pretty picture generally fails to create any lasting understanding. Much like movies, diagrams are more meaningful when you are there to witness the “making-of” experience or any other “live” means of presentation. We love to be there at the very moment of conception of an idea, but when we’re not, we’re less likely to be excited by the idea (because it doesn’t feel like our own). There is something to be said for sitting right there and watching the drawing unfold — it can make the spoken narrative clearer.

At the very end of an intense diagramming session that has revealed every possible magnificent detail, there is always the moment of excitement and reckoning that warrants, “Wait, wait… let me take a photo of this with my mobile phone.” But when you show it to someone else a week or two later, it no longer makes any sense. Watching something being made is a powerful way to understand a concept; trying to decode just the final result, no matter how simple and visually elegant, demands an explanation of how it came to be.”
― John Maeda, Redesigning Leadership