Book Titles

…most organizations are more concerned with how best to control information than how best to share it.

…at the broader institutional level, it is more difficult to engineer structures that are both coherent and improvisatory.

…one cannot understand a part of a system without having at least a rudimentary understanding of the whole.

…when creating an interactive product, confining specialists to a silo [is] stupid: high-level success depend[s] on low-level inefficiencies.

…in a domain characterized by interdependence and unknowns, contextual understanding is key; whatever efficiency is gained through silos is outweighed by the costs of ‘interface failures.’

purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team.

Education requires fundamental understanding, which can be used to grasp and respond to a nearly infinite variety of threats; training involves singular actions, which are useful only against anticipated challenges.

Education is resilient, training is robust.

The emphasis on group success spurs cooperation, and fosters trust and purpose. But people cooperate only if they can see the interdependent reality of their environment.

How we organize physical space says a lot about how we think people behave; but how people behave is often a byproduct of how we set up physical space.