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The young are always coming up with the good ideas it's because they waste time. They follow their passion and do something, not looking for a payoff, just doing what's interesting.

Kevin Kelly

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Kevin Kelly
Age: 72
Born: 1952
Born: April 28
Contributing Editor
Editor
Journalist
Photographer
Writer
Pennsylvania
United States
Kevin kelly
Looking
Interesting
Young
Payoff
Ideas
Stress
Something
Waste
Good
Follow
Always
Coming
Time
Passion

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The only organization capable of unprejudiced growth, or unguided learning, is a network. All othertopologies limit what can happen
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Each system is trying to anticipate change in the environment.
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The organization and the environment are in concert.
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Extrapolated, technology wants what life wants: Increasing efficiency Increasing opportunity Increasing emergence Increasing complexity Increasing diversity Increasing specialization Increasing ubiquity Increasing freedom Increasing mutualism Increasing beauty Increasing sentience Increasing structure Increasing evolvability
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Organizations get invested into a particular product. And sometimes the best thing is to stop making that product, even though it's profitable, because it has optimized at a local peak.
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Evolution doesn't care about what makes sense it cares about what works
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This is the culmination of a lot of people's vision. I think this is just another step towards making Central Michigan football among the elite programs in the Mid-American Conference.
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Willingness to learn is important, but willingness to act on what you learn is critical.
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Softball isn't just a game it's away of life.
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Nobody is as smart as everybody.
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A brain is a society of very small, simple modules that cannot be said to be thinking, that are not smart in themselves. But when you have a network of them together, out of that arises a kind of smartness.
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The way to build a complex system that works is to build it from very simple systems that work.
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Why fear feedback? Why stigmatize failure in the workplace when it's bringing you closer to achieving your organizational goals.
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Any believable prediction will be wrong. Any correct prediction will be unbelievable.
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In a broad systems sense, an organism's environment is indistinguishable from the organism itself.
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But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.
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It's more along the lines of raising a child: we train the system to a certain range of behaviors that we find most useful. But then we let it go, because we don't want to have to be babysitting it the whole time.
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We're just at the beginning of the beginning of all these kind of changes. There's a sense that all the big things have happened, but relatively speaking, nothing big has happened yet. In 20 years from now we'll look back and say, 'Well, nothing really happened in the last 20 years.'
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I work in a you scratch my back, and I'll stab yours kind of a place.
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How do entrepreneurs survive their early failures? They don't view their failures as failures - they view these experiences as feedback, and a prelude to future success.
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