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Why fear feedback? Why stigmatize failure in the workplace when it's bringing you closer to achieving your organizational goals.

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
Feedback
Bringing
Closer
Goals
Failure
Stigmatize
Achieve
Organizational
Goal
Workplace
Fear
Achieving

More quotes by Kevin Kelly

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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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The current understanding was that it was impossible to predict how something would evolve because it was a very turbulent environment full of things interacting with each other.
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We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
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Since a relationship involves two members investing in it, its value increases twice as fast as one's investment.
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A single thread of self generation ties the cosmos, the bios, and the technos together into one creation. Humans are not the culmination of this trajectory but an intermediary, smack in the middle between the born and the made... The arc of complexity and open-ended creation in the last four billion years is nothing compared to what lies ahead.
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We are infected by our own misunderstandin g of how our own minds work.
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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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Each organism's environment, for the most part, consists of other organisms.
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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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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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Everything that we are making, we are making more and more complex.
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This is actually a very important principle that science is learning about large systems like evolution and that futurists are learning about anticipating human society: just because a future scenario is plausible doesn't mean we can get there from here.
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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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Technology is all the accumulated usefulness that our minds invent.
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Well, here's what you can do, and that's about it.
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In the context of your dreams,knowledge will always gives you enough reasons not to act. Act regardless and execute xceptionally
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When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at.
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Evolution doesn't care about what makes sense it cares about what works
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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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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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