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Complexity Quotes

Browse 1197 quotes about Complexity.

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Complexity Quotes

“Two examples illustrate the redundancy principle. First, when a virtual machine fails in a cloud-based system, an identical instance is started automatically. Second, a critically important system should have at least one secondary backup system that runs in parallel with the primary system to ensure a safe fallback. Leading up to the next principle, we note that the secondary system should differ from the primary system to avoid both failing for the same reasons.”

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Book:Anti-fragile ICT Systems
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“Note that there is not a focus on eliminating failures. Systems without failures, although robust, become brittle and fragile. When failures occur, it is more likely that the teams responding will be unprepared, and this could dramatically increase the impact of the incident.”

ArchitectureOperationsComplexitySystems ThinkingAntifragileIctDatabase
Book:Database Reliability Engineering: Designing and Operating Resilient Database Systems
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“To make things even more challenging, cells must also be able to make all of their component molecular machines using only the resources that are available in the local environment. Think of the magnitude of this accomplishment. Many bacteria are able to build all of their own molecules from the a few simple raw materials like carbon dioxide, oxygen, and ammonia. A single bacterial cell knows how to build several thousand types of proteins, including motors, girders, toxins, catalysts, and construction machinery. This cell also builds hundreds of RNA molecules with different orderings of nucleotides, as well as a diverse collection of lipids, sugar polymers, and a bewildering collection of exotic small molecules. All of these different molecules must be created from scratch, using only the molecules that the cell eats, drinks, and breathes.”

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Book:The Machinery of Life
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“The living cell is the most complex system of its size known to mankind. Its host of specialized molecules, many found nowhere else but within living material, are themselves already enormously complex. They execute a dance of exquisite fidelity, orchestrated with breathtaking precision. Vastly more elaborate than the most complicated ballet, the dance of life encompasses countless molecular performers in synergetic coordination. Yet this is a dance with no sign of a choreographer. No intelligent supervisor, no mystic force, no conscious controlling agency swings the molecules into place at the right time, chooses the appropriate players, closes the links, uncouples the partners, moves them on. The dance of life is spontaneous, self-sustaining, and self-creating.”

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Book:The Fifth Miracle: The Search for the Origin and Meaning of Life
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“The End of Education as We Know It is both fierce and practical —a toolkit for creating regenerative schools from the ground up. Whether you’re a classroom teacher or an education policymaker, this book will equip you with methods and strategies to disrupt outdated assumptions, foster humanity in learning, and embrace the complexity of both children and the world they inhabit. This book is not about tepid tweaks and timid reforms. More boldly, Florez calls for an entirely new way of doing school, one that aligns with the demands of the world our kids will own.”

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Book:When Kids Rule the School: The Power and Promise of Democratic Education
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“She did not know yet how sometimes people keep parts of themselves hidden and secret, sometimes wicked and unkind parts, but often brave or wild or colorful parts, cunning or powerful or even marvelous, beautiful parts, just locked up away at the bottom of their hearts. They do this because they are afraid of the world and of being stared at, or relied upon to do feats of bravery or boldness. And all of those brave and wild and cunning and marvelous and beautiful parts they hid away and left in the dark to grow strange mushrooms—and yes, sometimes those wicked and unkind parts, too—end up in their shadow.”

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Book:The Girl Who Fell Beneath Fairyland and Led the Revels There
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“It is critical to recognize that we live in an increasingly complex world - biologically, socially, politically, technologically, you name it - that holds many inherent contradictions. In the middle of this complex world are we humans, who have a natural tendency to seek coherence in what we see, feel, think, and do. When we experience conflict, this tendency intensifies. Conflict is essentially a contradiction, an incompatibility, oppositely directed forces, and a difference that triggers tension. When we encounter conflict, within the field of forces that constitute it, the natural human tendency is to reduce that tension by seeking coherence through simplification. Research shows that this tendency toward simplification becomes even more intensified when we are under stress, threat, time constraints, fatigue, and various other conditions all absolutely typical of conflict. So what is the big idea? It is NOT that coherence is bad and complexity is good. Coherence seeking is simply a necessary and functional process that helps us interpret and respond to our world efficiently and (hopefully) effectively. And complexity in extremes is a nightmare - think of Mogadishu, Somalia, in the 1990s or the financial crisis of 2009 or Times Square during rush hour on a Friday afternoon. On the other hand, too much coherence can be just as pathological: for example, the collapse of the nuances and contradictions inherent in any conflict situation into simple 'us versus them' terms, or a deep commitment to a rigid understanding of conflicts based on past sentiments and obsolete information. Either extreme - overwhelming complexity or oversimplified coherence - is problematic. But in difficult, long-term conflicts, the tide pulls fiercely toward simplification of complex realities. This is what we must content with.”

ComplexityCoherenceCognitive DissonanceOversimplificationUs Vs ThemIntractable ConflictSocial Conflicts
Book:The Five Percent: Finding Solutions to Seemingly Impossible Conflicts
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“Human beings are driven toward consistency and coherence in their perception, thinking, feeling, behavior, and social relationships. This is natural and functional. Conflict intensifies this drive, which can become dysfunctional during prolonged conflicts. However, developing more complex patterns of thinking, feeling, acting, and social organizing can mitigate this, resulting in more constructive responses to conflict.”

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Book:The Five Percent: Finding Solutions to Seemingly Impossible Conflicts
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“In a systemic world, there is no such thing as discrete or isolated events - impacts cascade and spill over. Drivers of disruption collide, intersect, and amplify.”

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Book:The Definitive Guide to Thriving on Disruption: Volume IV - Disruption as a Springboard to Value Creation
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“Systemic disruption requires us to accept that there may be no measurable data to fully substantiate our understanding of those disruptions. Imaging and exploring the multiplicity of potential futures which may arise from disruptions is a creative exercise, not a number-crunching one.”

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Book:The Definitive Guide to Thriving on Disruption: Volume II - Essential Frameworks for Disruption and Uncertainty
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“Maintaining sustainability (in its broadest sense) may be contingent on humanity’s ability to manage and problem-solve ourselves out of the most complex, systemic, and existential risks.”

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Book:The Definitive Guide to Thriving on Disruption: Volume IV - Disruption as a Springboard to Value Creation
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“Climate-aligned interventions at the levels of education & mindsets, foresight & visions, and structures offer the most leverage for systemic change.”

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Book:The Definitive Guide to Thriving on Disruption: Volume IV - Disruption as a Springboard to Value Creation
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“If we want to solve problems effectively...we must keep in mind not only many features but also the influences among them. Complexity is the label we will give to the existence of many interdependent variables in a given system. The more variables and the greater their interdependence, the greater the system's complexity. Great complexity places high demands on a planner's capacity to gather information, integrate findings, and design effective actions. The links between the variables oblige us to attend to a great many features simultaneously, and that, concomitantly, makes it impossible for us to undertake only one action in a complex system. A system of variables is "interrelated" if an action that affects or meant to affect one part of the system will also affect other parts of it. Interrelatedness guarantees that an action aimed at one variable will have side effects and long-term repercussions. A large number of variables will make it easy to overlook them. We might think of complexity could be regarded as an objective attribute of systems. We might even think we could assign a numerical value to it, making it, for instance, the product of the number of features times the number of interrelationships. If a system had ten variables and five links between them, then its "complexity quotient", measured in this way would be fifty. If there are no links, its complexity quotient would be zero. Such attempts to measure the complexity of a system have in fact been made. Complexity is not an objective factor but a subjective one. Supersignals reduce complexity, collapsing a number of features into one. Consequently, complexity must be understood in terms of a specific individual and his or her supply of supersignals. We learn supersignals from experience, and our supply can differ greatly from another individual's. Therefore there can be no objective measure of complexity.”

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Book:The Logic of Failure: Recognizing and Avoiding Error in Complex Situations
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“In the Adaptive Markets framework, complexity means we don't have a good narrative for the system. The solution is obvious: we need to get smarter. Complexity can sometimes be reduced by developing a deeper understanding of the underlying structure of the system. For example, now that we understand the potential for liquidity spirals in statarb portfolios, thanks to August 2007, we can better prepare for them. But the Adaptive Markets framework points to a second problem with complexity, which is the potential divisiveness of special knowledge and the potential for conflict. If the financial system becomes so complex that only a small number of elites truly understand its function and proper maintenance, this knowledge divides the population into those who know and those who don't. Of course, this situation arises with any piece of unique information - I know how to make scallion pancakes in a particular way so they're crispy on the outside but soft and chewy on the inside, and you probably don't. But that piece of knowledge is hardly worth keeping a secret, and the fact that you don't have that knowledge isn't going to get you too upset. But suppose I know how to cure diabetes and you don't. Or I know how to prevent cancer by avoiding certain common foods and you don't. Or I know how to price mortgage-backed securities and credit default swaps and you don't. In these cases, the knowledge I possess confers a certain power and status to me. Complexity creates the need for better narratives and those who have those narratives will become the high priests of complex systems, the gatekeepers of critical, life-altering knowledge. And the difficulty in joining the priesthood - earning an MD/Ph.D. in molecular biology and having twenty year of work experience at biotech and pharmaceutical companies, in the case of curing diabetes - coupled with the societal values of the special knowledge will determine the divisiveness of this elitism.”

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Book:Adaptive Markets: Financial Evolution at the Speed of Thought
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“The Amazon, in all its enigmatic grandeur, embodies the paradoxes of existence. It is a place of untamed beauty and unfathomable complexity, where the fragility and resilience of life intertwine. It is a testament to the boundless wonders of the natural world, a reminder of our interconnectedness with all living beings. Here in the heart of the Amazon, secrets whisper through the rustling leaves, beckoning the curious and the intrepid.”

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Book:Peruvian Days
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“In academic circles influences by Said, any reference to acts of 'terrorism' was soon regarded as off-limits, a reflection of Zionist efforts to discredit the legitimate aspirations of a subject population by casting aspersions on their so-called freedom fighters. In this way, 'blaming the victim' was deployed as an ideological weapon that might constrain debate.”

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Book:The Tyranny of Virtue: Identity, the Academy, and the Hunt for Political Heresies
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