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Changing things from the top down works when things are stable.

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
Works
Literature
Things
Stable
Changing

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The organization and the environment are in concert.
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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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Willingness to learn is important, but willingness to act on what you learn is critical.
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Nobody is as smart as everybody.
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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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We are infected by our own misunderstandin g of how our own minds work.
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Each organism's environment, for the most part, consists of other organisms.
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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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Softball isn't just a game it's away of life.
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In a broad systems sense, an organism's environment is indistinguishable from the organism itself.
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What technology is really about is better ways to evolve. That is what we call an 'infinite game.' ... A finite game is played to win, and an infinite game is played to keep playing.
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Humans are the reproductive organs of technology. We multiply manufactured artifacts and spread ideas and memes.
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The way that organizations and organisms anticipate the future is by taking signals from the past, most the 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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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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I work in a you scratch my back, and I'll stab yours kind of a place.
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In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.
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Clearly, we are self-made. We are the first technology. We are part inventor and part the invented
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Technology is anything that doesn't work yet.
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Everything that we are making, we are making more and more complex.
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