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We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information. And he can do little to increase his available time or significantly enhance his power to manage. Furthermore, he is driven to focus on that which is current and tangible in his work, even though the complex problems facing many organizations call for reflection and a far-sighted perspective.
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p. 173

 

Henry Mintzberg

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The complexity that we despise is the complexity that leads to difficulty. It isn't the complexity that raises problems. There is a lot of complexity in the world. The world is complex. That complexity is beautiful. I love trying to understand how things work. But that's because there's something to be learned from mastering that complexity.

 

Ward Cunningham

 

First, most producers are employees of firms, not owners. Viewed from the vantage point of classical [economic] theory, they have no reason to maximize the profits of firms, except to the extent that they can be controlled by owners. Moreover, profit-making firms, nonprofit organizations, and bureaucratic organizations all have exactly the same problem of inducing their employees to work toward organizational goals. There is no reason, a priori, why it should be easier (or harder) to produce this motivation in organizations aimed at maximizing profits than in organizations with different goals. If it is true in an organizational economy that organizations motivated by profits will be more efficient than other organizations, additional postulates will have to be introduced to account for it.

 

Herbert Simon

 

Recently in our country, there has been a steadily increasing number of people who dislike work and pursue leisure and extravagance. Almost everywhere individuals and organizations are fighting with resultant loss of energy that is needed for positive action. In order to save them from this situation, a principle of judo, based on the maximum efficiency concept should be applied as one aspect of modern society and as a natural result of the application of the principle of maximum efficiency, a mutual welfare and prosperity is believed to be the only effective way to ease and neutralize the forces among these individuals and organizations.

 

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Lacking an external focus, the mind turns inward on itself and creates problems to solve, even if the problems are undefined or unimportant. If you find a focus, an ambitious goal that seems impossible and forces you to grow, these doubts disappear.

 

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Erdős knows about more problems than anybody else, and he not only knows about various problems and conjectures, but he also knows the tastes of various mathematicians. So if I get a letter from him giving me three of his conjectures and two of his problems, then it's sure that these are exactly the kind of conjectures and problems I'm interested in, and these are exactly the kind of questions I may be able to answer.
Of course, this applies not only to me, but to everybody else. So Erdős has an amazing ability to match problems with people. Which is why so many mathematicians benefit from his presence. Every letter is likely to inspire you to do some work, or every phone call will give you some problems you are interested in.

 

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