“We struggle to manage complexity every day. We follow intricate diets to lose weight, juggle multiple remotes to operate our home entertainment systems, face proliferating data at the office, and hack through thickets of regulation at tax time. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way: By developing a few simple yet effective rules, you can tackle even the most complex problems.
Simple rules are a hands-on tool to achieve some of our most pressing personal and professional objectives, from overcoming insomnia to becoming a better manager or a smarter investor. Simple rules can help solve some of our most urgent social challenges from setting interest rates at the Federal Reserve to protecting endangered marine wildlife along California’s coast.”

Book abstract
Simple Rules, 2015

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "We struggle to manage complexity every day. We follow intricate diets to lose weight, juggle multiple remotes to operat…" by Kathleen M. Eisenhardt?
Kathleen M. Eisenhardt photo
Kathleen M. Eisenhardt 4
American economist

Related quotes

Herbert A. Simon photo

“Human beings, viewed as behaving systems, are quite simple. The apparent complexity of our behavior over time is largely a reflection of the complexity of the environment in which we find ourselves.”

Herbert A. Simon (1916–2001) American political scientist, economist, sociologist, and psychologist

Source: 1960s-1970s, The Sciences of the Artificial, 1969, p. 53.

Ronald Reagan photo

“They say we offer simple answers to complex problems. Well, perhaps there is a simple answer — not an easy answer — but simple.”

Ronald Reagan (1911–2004) American politician, 40th president of the United States (in office from 1981 to 1989)

In some published transcripts or quotations of this speech a variant of this statement appears immediately before the quote by Churchill below, but was not said during Reagan's televised address on (27 October 1964). Though he did make variations of the speech elsewhere it is unclear exactly when and where he may have said used these precise words:
: They say the world has become too complex for simple answers. They are wrong. There are no easy answers, but there are simple answers. We must have the courage to do what we know is morally right.
Later variant: For many years now, you and I have been shushed like children and told there are no simple answers to the complex problems which are beyond our comprehension. Well, the truth is, there are simple answers, they just are not easy ones.
:* California Gubernatorial Inauguration Speech (5 January 1967) http://www.reagan.utexas.edu/archives/speeches/govspeech/01051967a.htm
1960s, A Time for Choosing (1964)

Umberto Eco photo
Doug McIlroy photo

“The notion of "intricate and beautiful complexities" is almost an oxymoron. Unix programmers vie with each other for "simple and beautiful" honors — a point that's implicit in these rules, but is well worth making overt.”

Doug McIlroy (1932) American computer scientist, mathematician, engineer, and programmer

Doug McIlroy (2003). The Art of Unix Programming: Basics of the Unix Philosophy http://www.catb.org/esr/writings/taoup/html/ch01s06.html

Terry Eagleton photo

“Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.”

Tom Burns (1913–2001) British sociologist

Source: The Management of Innovation, 1961, p. 5; as cited in: David Dugdale, Stephen Lyne. Budgeting Practice and Organisational Structure. Elsevier, 18 jan. 2010. p. 68-69
Context: In mechanistic systems the problems and tasks facing the concern as a whole are broken down into specialisms. Each individual pursues his task as something distinct from the real tasks of the concern as a whole, as if it were the subject of a subcontract. "Somebody at the top" is responsible for seeing to its relevance. The technical methods, duties, and powers attached to each functional role are precisely defined. Interaction within management tends to be vertical, i. e., between superior and subordinate... Management, often visualized as the complex hierarchy which is familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing downwards through a succession of amplifiers.

Related topics