Simplify Process Quotes

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You come by your style by learning what to leave out. At first you tend to overwrite—embellishment instead of insight. You either continue to write puerile bilge, or you change. In the process of simplifying oneself, one often discovers the thing called voice.
Billy Collins
A true vocation calls us out beyond ourselves; breaks our heart in the process and then humbles, simplifies and enlightens us about the hidden, core nature of the work that enticed us in the first place.
David Whyte
Yes, what we are doing is probably mad, and probably it is good and necessary all the same. It is not a good thing when man overstrains his reason and tries to reduce to rational order matters that are susceptible of rational treatment. Then there arise ideals such as those of the Americans or of the Bolsheviks. Both are extraordinarily rational, and both lead to a frightful oppression and impoverishment of life, because they simplify it so crudely. The likeness of man, once a high ideal, is in process of becoming a machine-made article. It is for madmen like us, perhaps, to ennoble it again.
Hermann Hesse (Steppenwolf)
Ambition left to itself, like a Rupert Murdoch, always becomes tedious, its only object the creation of larger and larger empires of control; but a true vocation calls us out beyond ourselves; breaks our heart in the process and then humbles, simplifies and enlightens us about the hidden, core nature of the work that enticed us in the first place. We find that all along, we had what we needed from the beginning and that in the end we have returned to its essence, an essence we could not understand until we had undertaken the journey.
David Whyte (Consolations - Revised edition: The Solace, Nourishment and Underlying Meaning of Everyday Words)
Do simple better The process is fearless The process lacks emotion The process is the moment The process is the mental anchor The process simplifies the task
Joe Maddon
Golden Rule Living is the great simplifier. It places us in another soul’s shoes, taking what can appear to be a com- plex decision that involves another and streamlining it to a one-step process of deciding, “If I wouldn’t like this done to me, then I shall not do it to another.
Molly Friedenfeld (The Book of Simple Human Truths)
Most importantly, by not buying, we redefine ourselves: by what we do, what we think, and who we love, rather than what we have. And in the process, we rediscover the meaning in our lives.
Francine Jay (Miss Minimalist: Inspiration to Downsize, Declutter, and Simplify)
I once came upon a definition of history as ‘the process by which complex truths are transformed into simplified falsehoods’. That is particularly true in the case of Richard III, where the normal medieval proclivity for moralizing and partisanship was further complicated by deliberate distortion to serve Tudor political needs.
Sharon Kay Penman (The Sunne In Splendour)
1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.
Walter Isaacson (Elon Musk)
Perhaps the most basic thing that can be said about human memory, after a century of intensive research, is that unless a detail is placed into a structured pattern, it is rapidly forgotten. Detailed material is conserved in memory by the use of simplified ways of representing it.
Jerome Bruner (The Process of Education)
Designed or planned social order is necessarily schematic; it always ignores essential features of any real, functioning social order. This truth is best illustrated in a work-to-rule strike, which turns on the fact that any production process depends on a host of informal practices and improvisations that could never be codified. By merely following the rules meticiously, the workforce can virtually halt production. In the same fashion, the simplified rules animating plans for, say, a city, a village or a collective farm were inadequate as a set of instructions for creating a functional social order, The formal scheme was parasitic on informal processes that, alone, it could not create or maintain.
James C. Scott (Seeing Like a State: How Certain Schemes to Improve the Human Condition Have Failed)
In the process of decluttering things in my life, I was peeling off the layers of my past that no longer mattered to my present life. But as I did that shedding, memories and emotions arose. I sometimes felt sadness as I removed reminders of a failed marriage or the loss of a loved one. I grieved lost dreams and deceased people and pets. If I looked for it, I also experienced gratitude for the good times and the love that once was. Eventually, I felt lighter after I worked my way through a particular emotional zone that exposed remnants of unhealed parts of my life.
Lisa J. Shultz (Lighter Living: Declutter. Organize. Simplify.)
We know that the first step towards attaining intellectual mastery of our environment is to discover generalizations, rules and laws which bring order into chaos. In doing this we simplify the world of phenomena; but we cannot avoid falsifying it, especially if we are dealing with the process of development and change. What we are concerned with is discerning a qualitative alteration, and as a rule in doing so we neglect, at any rate to begin with, a quantitative factor.
Sigmund Freud (Análisis terminable e interminable)
Value capture is a process by which we begin with rich and subtle values, encounter simplified versions of them in the social wile, and revise our values in the direction of simplicity--thus rendering them inadequate. This kind of process is always a possible result of social interaction, but the distortions to our values are sharpest in social systems and environments where this simplicity is built into the structures of reward and punishment. Capitalism is such a system: it rewards the relentless and single-minded pursuit of profit and growth--extremely narrow value systems that exclude much of what makes life worth living.
Olúfẹ́mi O. Táíwò (Elite Capture: How the Powerful Took Over Identity Politics (And Everything Else))
The Industrial Revolution was based on two grand concepts that were profound in their simplicity. Innovators came up with ways to simplify endeavors by breaking them into easy, small tasks that could be accomplished on assembly lines. Then, beginning in the textile industry, inventors found ways to mechanize steps so that they could be performed by machines, many of them powered by steam engines. Babbage, building on ideas from Pascal and Leibniz, tried to apply these two processes to the production of computations, creating a mechanical precursor to the modern computer. His most significant conceptual leap was that such machines did not have to be set to do only one process, but instead could be programmed and reprogrammed through the use of punch cards. Ada saw the beauty and significance of that enchanting notion, and she also described an even more exciting idea that derived from it: such machines could process not only numbers but anything that could be notated in symbols.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses and Geeks Created the Digital Revolution)
It is important to note that the design of an entire brain region is simpler than the design of a single neuron. As discussed earlier, models often get simpler at a higher level—consider an analogy with a computer. We do need to understand the detailed physics ofsemiconductors to model a transistor, and the equations underlying a single real transistor are complex. A digital circuit that multiples two numbers requires hundreds of them. Yet we can model this multiplication circuit very simply with one or two formulas. An entire computer with billions of transistors can be modeled through its instruction set and register description, which can be described on a handful of written pages of text and formulas. The software programs for an operating system, language compilers, and assemblers are reasonably complex, but modeling a particular program—for example, a speech recognition programbased on hierarchical hidden Markov modeling—may likewise be described in only a few pages of equations. Nowhere in such a description would be found the details ofsemiconductor physics or even of computer architecture. A similar observation holds true for the brain. A particular neocortical pattern recognizer that detects a particular invariant visualfeature (such as a face) or that performs a bandpass filtering (restricting input to a specific frequency range) on sound or that evaluates the temporal proximity of two events can be described with far fewer specific details than the actual physics and chemicalrelations controlling the neurotransmitters, ion channels, and other synaptic and dendritic variables involved in the neural processes. Although all of this complexity needs to be carefully considered before advancing to the next higher conceptual level, much of it can be simplified as the operating principles of the brain are revealed.
Ray Kurzweil (How to Create a Mind: The Secret of Human Thought Revealed)
1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation
Walter Isaacson (Elon Musk)
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