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Studies have found that information workers have so much coming at them, they switch tasks every three minutes, making the workday fragmented and incoherent.
|
63 |
 |
…the very traits that make teams great can often work to prevent their coherence into a broader whole
|
126 |
 |
…at the broader institutional level, it is more difficult to engineer structures that are both coherent and improvisatory.
|
143 |
 |
We are pattern seekers, believers in a coherent world, in which regularities appear not by accident but as a result of mechanical causality or of someone’s intention.
|
115 |
