books

  • Open systems have no boundaries. All systems are connected. There are no separate individual systems. This is a difficult concept to wrap our heads around.

    Boundaries are artificially created by people to help them separate and clearly examine one problem at a time. There is no such thing as one correct boundary of a system. The boundaries we decide to draw around systems are based on the questions we are trying to answer and the problems we are trying to solve. The boundaries we draw can lead to problems if we fail to keep in mind that they are of our own making and were artificially created by us.

    Ideally, we would study a problem and choose whatever boundary best helped to meet the system’s needs. But we are creatures of habit. We become comfortable with the boundaries we typically use. To get a more accurate picture, we should create a new boundary for each problem, have an open mind, and judge every situation on its own merits.

    — The Systems Thinker: Essential Thinking Skills For Solving Problems, Managing Chaos, and Creating Lasting Solutions in a Complex World by Albert Rutherford

  • Create a culture that rewards people who show that they care. Seek the input of people who have shown a tendency to take risks and share big ideas. Prove that you value your employees above all else by giving them the freedom to ask for what they want, to experiment, and to be themselves.

    — The Thank You Economy by Gary Vaynerchuk

  • Visionaries take a greater interest in technology than in their industry. Visionaries are defining the future. You meet them at technology conferences and other futurist forums where people gather to forecast trends and seek out new market opportunities. They are easy to strike up a conversation with, and they understand and appreciate what high-tech companies and high-tech products are trying to do.

    They want to talk ideas with bright people. They are bored with the mundane details of their own industries. They like to talk and think high tech.

    — Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers by Geoffrey A. Moore

  • Don’t count on breakthroughs. Move ahead early and find the market for the current attributes of the technology. You will find it outside the current mainstream market. You will also find that the attributes that make disruptive technologies unattractive to mainstream markets are the attributes on which the new markets will be built.

    — The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) by Clayton M. Christensen

  • The “what” of service design may seem like the job of managers, not designers. But the “how” is different. And further, the approaches, methods, and skills required to do it (the “how”) in fact turn the “what” into something different. The work that managers see as analytical and abstracted becomes generative and materialized. The disconnected stuff of organizational life becomes connected and a shared matter of concern.

    Organizations are revealed as dynamically constituted in the multiple interactions between people and things and other people, in many places, over time.

    — Service Design: From Insight to Implementation by Andy Polaine, Lavrans Løvlie, et al.

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