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

“Visions are the foundations on which theories are built. The final structure depends not only on the foundation, but also on how carefully and consistently the framework of theory is constructed and how well buttressed it is with hard facts.”
― Thomas Sowell, A Conflict of Visions

“His was the unconstrained vision of human nature, in which man was capable of directly feeling other people’s needs as more important than his own, and therefore of consistently acting impartially, even when his own interests or those of his family were involved.”
― Thomas Sowell, A Conflict of Visions

“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