“The more details we can see, the less we have a sense of control. This is why layers of management in an organization tend to separate from the hands-on workers. It is not a class distinction, but a skill separation.” — Mark Burgess Copy Share Image
“Dynamics Concerning forces and changes in the world. Semantics Concerning meaning, interpretation and intent.” — Mark Burgess Copy Share Image
“Using a microscope we can see a little of what happens on a small scale, and using satellites and other remote tools we can… — Mark Burgess Copy Share Image
“Physics is thus a creative work of abstraction, far from the theory of everything that is sometimes claimed. For about a century, then, determinism… — Mark Burgess Copy Share Image
“We suffer sometimes from the hubris of believing that control is a matter of applying sufficient force, or a sufficiently detailed set of instructions.” — Mark Burgess Copy Share Image
“We shall have to stop thinking of technology as something invulnerable that is merely used by humans, and view it as part of a… — Mark Burgess Copy Share Image
“We sometimes think we are in control because we either don’t have or choose not to see the full picture.” — Mark Burgess Copy Share Image
“We also use that limitation purposely as a tool to understand things, to form the illusion of mastery and control over a limited scale… — Mark Burgess Copy Share Image
“Autonomous and voluntary behaviour.” These words, hewn from the discussion about avoiding conflicting interests, strike fear in the hearts of technologists. “Control and determinism”… — Mark Burgess Copy Share Image
“The more details we can see, the less we have a sense of control. This is why layers of management in an organization tend… — Mark Burgess Copy Share Image
“our perceptions of being ‘in control’ always have a lot to do with scale at we focus our attention – and, by implication, the… — Mark Burgess Copy Share Image
