Quotes By Kevin Kelly

The organization and the environment are in concert.

An organization's intelligence is distributed to the point of being ubiquitous.

Complexity that works is built up out of modules that work perfectly, layered one over the other.

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.

It has become evident that the primary lesson of the study of evolution is that all evolution is coevolution: every organism is evolving in tandem with the organisms around it.

One of the functions of an organization, of any organism, is to anticipate the future, so that those relationships can persist over time.

We are infected by our own misunderstanding of how our own minds work.

Species go extinct because there are historical contraints built into a given body or a given design.

But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down.

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.

Much of outcomes research is a systematic attempt to exploit what is known and make it better.

Each organism's environment, for the most part, consists of other organisms.

The nature of an innovation is that it will arise at a fringe where it can afford to become prevalent enough to establish its usefulness without being overwhelmed by the inertia of the orthodox system.

The way to build a complex system that works is to build it from very simple systems that work.

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.

Technological advances could allow us to see more clearly into our own lives.

An organization is a set of relationships that are persistent over time.

Managing bottom-up change is its own art.

All imaginable futures are not equally possible.

Basins of attraction, of self organization, show up as well in our complex social environment, in human organizations. Here again, while we cannot predict the result of any given input, we can say that it will likely fall within one of several areas.

Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.

But in fact, when you try to model that on a computer you find that because of the very structure of matter and of the chemical bonds that are the basis of every organism, evolution is not random at all. It will tend to follow certain paths.

In a broad systems sense, an organism's environment is indistinguishable from the organism itself.

The most interesting thing about change in the environment is that for the most part the environment isn't changing.

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.

The great advance of personal computers was not the computing power per se but the fact that it brought it right to your face, that you had control over it, that were confronted with it and could steer it.

And they discovered something very interesting: when it comes to walking, most of the ant's thinking and decision-making is not in its brain at all. It's distributed. It's in its legs.

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.

It's generally much easier to kill an organization than to change it substantially.

Everything that we are making, we are making more and more complex.