The idea began to dominate my thinking and for the next two evenings I went out after dinner and walked the streets in the dark thinking about it
-Jay Forrester, on the idea of magnetic memory
Trying to avoid every conceivable error is a recipe for paralysis, having the freedom to make mistakes is necessary for achieving any progress at all
-Waldrop (author) on Herbert Simon & the idea of satisficing in the context of behavioral econonmics (he was awarded the Nobel in 1978)
. . . a way of life in an integrated domain where hunches, cut-and-try, and the human 'feel for a situation' usefully coexist with powerful concepts, streamlined technology and notation, sophisticated methods, and high powered electronic aids
-Englebart, prophesying
You couldn't develop and improve the system without seeing how a large and diverse community used it in practice.
-Robert Fano, on the development of time sharing
The spirit at that meeting was as good as it gets - the most civilized, ecumenical, incredibly supportive atmosphere you could want. People would cheer you on even if they didn't agree with you, just because they loved the fact that you were good
-Alan Kay on the early ARPA community
We felt strongly that only a very small group could do the project on that timescale . . . I don't remember such a thing as a weekly progress meeting. We were more in tune with progress than that.
-Dave Walden on the development of the IMP, the first packet switching node
To Lick, the obvious solution to the software crisis was to apply better and more interactive computing . . . when the systems are truly complex, programming has to be a process of exploration and discovery
[H]ire the smartest people you can find and give them their head - but let them know who's paying the bills . . . it wasn't enough to hire a bunch of super smart individuals, you had to build a community, a culture, and an environment of innovation. You had to give your people the kind of challenge that would light a fire in their eyes, that would generate an atmosphere of non-stop intellectual excitement, that would let them feel in their gut that this is where the action is. You had to provide them with lavish resources - everything they needed to do the job. And through it all, you had to keep your bottom line guys at bay so your guys could have the freedom to make mistakes
The idea began to dominate my thinking and for the next two evenings I went out after dinner and walked the streets in the dark thinking about it
-Jay Forrester, on the idea of magnetic memory
Trying to avoid every conceivable error is a recipe for paralysis, having the freedom to make mistakes is necessary for achieving any progress at all
-Waldrop (author) on Herbert Simon & the idea of satisficing in the context of behavioral econonmics (he was awarded the Nobel in 1978)
. . . a way of life in an integrated domain where hunches, cut-and-try, and the human 'feel for a situation' usefully coexist with powerful concepts, streamlined technology and notation, sophisticated methods, and high powered electronic aids
-Englebart, prophesying
You couldn't develop and improve the system without seeing how a large and diverse community used it in practice.
-Robert Fano, on the development of time sharing
The spirit at that meeting was as good as it gets - the most civilized, ecumenical, incredibly supportive atmosphere you could want. People would cheer you on even if they didn't agree with you, just because they loved the fact that you were good
-Alan Kay on the early ARPA community
We felt strongly that only a very small group could do the project on that timescale . . . I don't remember such a thing as a weekly progress meeting. We were more in tune with progress than that.
-Dave Walden on the development of the IMP, the first packet switching node
To Lick, the obvious solution to the software crisis was to apply better and more interactive computing . . . when the systems are truly complex, programming has to be a process of exploration and discovery
[H]ire the smartest people you can find and give them their head - but let them know who's paying the bills . . . it wasn't enough to hire a bunch of super smart individuals, you had to build a community, a culture, and an environment of innovation. You had to give your people the kind of challenge that would light a fire in their eyes, that would generate an atmosphere of non-stop intellectual excitement, that would let them feel in their gut that this is where the action is. You had to provide them with lavish resources - everything they needed to do the job. And through it all, you had to keep your bottom line guys at bay so your guys could have the freedom to make mistakes
-Jack Goldman, founder of PARC