Antonios Hadjigeorgalis

“Have you clarified the primary purpose of the project and communicated it to everyone who ought to know it? And have you agreed on the standards and behaviors you’ll need to adhere to to make it successful? Have you envisioned wild success lately? Have you envisioned success and considered all the innovative things that might result if you achieved it? Have you gotten all possible ideas out on the table—everything you need to take into consideration that might affect the outcome? Have you identified the mission-critical components”
― David Allen, Getting Things Done: The Art of Stress-Free Productivity

“Clouds stand for the beginnings and ends of flows. They are stocks—sources and sinks—that are being ignored at the moment for the purposes of simplifying the present discussion. They mark the boundary of the system diagram. They rarely mark a real boundary, because systems rarely have real boundaries. Everything, as they say, is connected to everything else, and not neatly. There is no clearly determinable boundary between the sea and the land, between sociology and anthropology, between an automobile’s exhaust and your nose. There are only boundaries of word, thought, perception, and social agreement—artificial, mental-model boundaries.”
― Donella H. Meadows, Thinking in Systems: A Primer

“Sergey Brin”
― Seth Godin, The Dip: A Little Book That Teaches You When to Quit

“People rarely feel as though they’re in caves. They don’t notice until they’ve gotten out and can look back. (The simplest way to illustrate this for yourself is to think about what a fool your younger self was.) So it helps to have provocations that suggest how much we don’t understand but might. To put it more plainly, nobody walks through life feeling like an idiot, though you can no doubt think of plenty of people who fit that description, and it fits all of us from a certain point of view. Idiocy is a relative state and an invisible one to its occupant. People vary widely in how much wisdom they have, but not in their sense of how much they have; anyone’s felt sense of wisdom at any given time tends to be high and stable. It’s tempting to describe that feeling as a constant in the workings of the mind, because that is how it usually seems—but Socrates himself shows that it can vary between people. So let’s just call that sensation of one’s own wisdom a deceptive, insidious, and stubborn feature of human nature. This is the root of the problem that Socrates means to address; it is the master mistake that makes all other mistakes more likely, over a lifetime and by the hour. The Socratic method is a way to correct for it.”
― Ward Farnsworth, The Socratic Method: A Practitioner's Handbook