Immigrants To The United States

"The day will come when our silence will be more powerful than the voices you strangle today."

"I say, if death is the penalty for proclaiming truth, then I will proudly and defiantly pay the costly price! Truth crucified in Socrates, in Christ, in Giordano Bruno, in Huss, Galileo still lives -- they and others whose number is legion have preceded us on this path. We are ready to follow!"

"Can any one feel any respect for a government that accords rights only to the privileged classes, and none to the workers?"

"Anarchism does not mean bloodshed; it does not mean robbery, arson, etc. These monstrosities are, on the contrary, the characteristic features of capitalism. Anarchism, or Socialism, means the re-organization of society upon scientific principles and the abolition of causes which produce vice and crime."

"We did not want bloodshed, for we are not bandits. We would not be socialists, if we were bandits. /.../ When the preacher of the truth meets the death penalty, well - proud and defiant, I will pay the price."

"Two developments of the past four decades played crucial roles in establishing a research agenda for the study of map symbolization and design. The first was Arthur H. Robinson's dissertation (published as The Look of Maps in 1952), with its call for objective research... Robinson (1952) pointed out some limits to approaching map symbolization and design from a purely artistic viewpoint, as he suggested was the guiding perspective at the time. Maps, like buildings that are designed primarily for artistic impact, are often not functional... Robinson (1952) argued that treating maps as art can lead to "arbitrary and capricious" decisions. He saw only two alternatives: either standardize everything so that no confusion can result about the meaning of symbols, or study and analyze characteristics of perception as they apply to maps so that symbolization and design decisions can be based on "objective" rules... Robinson's dissertation, then, signaled the beginning of a more objective approach to map symbolization and design based on testing the effectiveness of alternatives, an approach that followed the positivist model of physical science. In his dissertation, Robinson cited several aspects of cartographic method for which he felt more objective guidelines were required (e.g., lettering, color, and map design). He also suggested that this objective look at cartographic methods should begin by considering the limitations of human perception. One goal he proposed was identification of the "least practical differences" in map symbols (e.g., the smallest difference in lettering size that would be noticeable to most readers)."

"In a career of teaching, writing and research, Dr. Robinson always found time, as mapmakers have for centuries, to look for the best possible solution to cartography's frustrating "Greenland problem." On maps drawn according to the most familiar projection, devised by Gerardus Mercator in the 16th century, Greenland appears to be about the size of South America, though it is actually no larger than Mexico. The distortion is a result of the compromises inherent in representing a sphere on a flat piece of paper. If the shapes of land masses are correct, the sizes will be distorted, and vice versa. If lower latitudes are close to reality on maps, then the polar regions will be grossly misshaped. In 1963, Dr. Robinson devised his own map projection..."

"In an important sense, all cartography is an art in that it is representational and that operation always involves some degree of abstraction. Geographical reality is infinitely complex and its complete depiction is quite impossible; elements must be left out and intricacies modified as a consequence of the fundamental requirement of information reduction. All maps, therefore, are abstractions and the decisions involved in the process are artistic in the sense that many of them must be made subjectively by the cartographer."

"Today most maps are printed by lithography."

"The design process involves a series of operations. In map design, it is convenient to break this sequence into three stages. In the first stage, you draw heavily on imagination and creativity. You think of various graphic possibilities, consider alternative ways..."

"Good design looks right. It is simple (clear and uncomplicated). Good design is also elegant, and does not look contrived. A map should be aesthetically pleasing, thought provoking, and communicative"

"There is also a considerable tendency to define the subject as a kind of meeting place of science and art. This is exemplified by Eckert. He pleads for artistic imagination and intuition in cartographic portrayal and claims that the inter-action of such talents with scientific geography produces the aesthetic map. There is no question about the importance of imagination and new ideas, but it is equally important that significant processes be objectively investigated, whether it be the visual consumption of a graphic technique or a process in geomorphology. It can perhaps best be approached by a comparison of the aims, techniques involved, and the results accomplished by each activity"

"Most scientific cartography is concerned with the dissemination of spatial knowledge."

"The assumption that effective cartographic technique and its evaluation is based in part on some subjective artistic or aesthetic sense on the part of the cartographer and map reader is somewhat disconcerting. For example, E. Raisz claims that the “effective use of lines or colors requires artistic judgment,” and J.K. Wright explains that the suitability of a symbol “depends on the map maker's taste and sense of harmony.” Throughout the literature there are numerous similar assertions regarding the assumed subjective aesthetic and artistic content of cartography."

"Until such time as logic and objective research concerning the relative efficiency of the various possibilities is undertaken, the cartographer can but rely on the experience and direction of the artist."

"Maps enable man to rise, so to speak, above his immediate range of vision, and contemplate the salient features of larger areas."

"If we then make the obvious assumption that the content of a map is appropriate to its purpose, there yet remains the equally significant evaluation of the visual methods employed to convey that content."

"Take an orange and draw something on it -- say, a human face. Now carefully remove the peel, trying to keep it in one piece, and flatten it against your kitchen table. You'll see that in making a two-dimensional object out of a round one, something has to give. Either the face gets distorted and looks all 'mushed out,' or in flattening the peel, it breaks into segments, dividing the face as well into several parts. A cartographer chooses between a series of those kind of lesser-of-two-evils alternatives."

"Happiest day of my life, was when the Defense Department took down its Mercator... I started learning how to make maps while on an Army payroll. So getting to see mine in the Pentagon, flanked by generals, is a little like being a prophet who is finally honored by his hometown."

"I started with a kind of artistic approach... I visualized the best-looking shapes and sizes. I worked with the variables until it got to the point where, if I changed one of them, it didn't get any better... [only then I] figure out the mathematical formula to produce that effect."

"I decided there ought to be another way of balancing out the various distortions without doing it mathematically."

"There are few results of man's activities that so closely parallel man's interests and intellectual capabilities as the map."

"While doing illustrative work for Roderick Peattie, from him I learned the value of the unorthodox."

"The author took the only course in cartography available to him in 1937; it must have been fairly typical of the few being offered in America: lectures based largely on personal experiences were supplemented by a relatively few assigned readings, and by Deetz and Adam’s Elements of Map Projection. No textbook was used because there was none in English."

"Our experience in the Cartographic Section of the [OSS Map] Division clearly showed that the creation of a special purpose map was frequently as much a problem in design as it was a problem in substantive compilation."

"The development of design principles based on objective visual tests, experience, and logic; the pursuit of research in the physiological and psychological effects of color; and investigations in perceptibility and readability in typography are being carried on in other fields... such a movement in cartography cannot fail to materialize"

"Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before."

"Consider, for example, the mechanical precision with which many of our institutions are expected to operate. Organizational life is often routinized with the precision demanded of clockwork. People are frequently expected to arrive at work at a given time, perform a predetermined set of activities, rest at appointed hours, and then resume their tasks until work is over. In many organizations, one shift of workers replaces another in methodical fashion so that work can continue uninterrupted twenty-four hours a day every day of the year. Often, the work is very mechanical and repetitive. Anyone who has observed work in the mass-production factory or in any of the large “office factories” processing paper forms such as insurance claims, tax returns, or bank checks will have noticed the machine-like way in which such organizations operate. They are designed like machines, and their employees are in essence expected to behave as if they were parts of machines."

"Organization always hinges on the creation of shared meanings and shared understandings, because there have to be common reference points if people are to shape an align their activities in an organized way."

"Bureaucracy can have dehumanizing effect upon employees, making them more like machines, especially those at the lower levels of the organizational hierarchy"

"Many organizations and their managers drive toward the future while looking through the rear-view mirror. They manage in relation to events that have already occurred, rather than anticipate and confront the challenges of the future."

"Gareth Morgan provides a rich and comprehensive resource for exploring the complexity of modern organizations internationally, translating leading-edge theory into leading-edge practice."

"Imaginization is about improving our abilities to see and understand situations in new ways."

"In the most basic sense, imaginization invites a way of thinking. It encourages us to become our own theorists and to feel comfortable about acting on the basis our insights. It invites us to develop a skill that I believe we all have, even though we may not realize that this is the case. By recognizing this, and thinking creatively and intelligently about ourselves and our situations, we can 'push the envelope' on our realities and reshape them positively."

"An organization has no presence beyond that of the people who bring it to life."

"Look for every seed of enthusiasm, and try to build pockets of success."

"In highlighting the role of the unconscious in organization, there is a danger that many will now want to find ways of managing the unconscious as well. This, of course, is impossible, because the unconscious is, by nature, uncontrollable."

"Gareth Morgan is best known as the creator of the concept of 'organisational metaphors' as a management tool. His greatest insight has been to determine that, while there is no one model of organisation that can entirely capture the essence of organisation, it is possible by means of metaphors to look at organisations from different angles and see different facets"

"Dialectical analysis thus shows us that the management of organization, of society, and of personal life ultimately involves the management of contradiction."

"Groups and departments often attempt to incorporate key skills and resources within their boundaries and to control admissions through selective recruitment."

"While they create a way of seeing and suggest a way of acting, they also tend to create ways of not seeing, and eliminate the possibility of actions associated with alternative views of the world."

"Power is the medium through which conflicts of interest are ultimately resolved. Power influences who gets what, when, and how."

"In order to live in harmony with one another, humans must moderate and control their impulses, and that the unconscious and culture were thus really two sides of the same coin."

"Contingency theorists suggest that we can best proceed by appointing 'the right people' to the job we have in mind, and by creating flexible authority, communications, and reward structures that will motivate them to satisfy their own needs through the achievement of organizational goals."

"The organization as a coalition of diverse stakeholders is a coalition with multiple goals."

"Patriarchy operates as a kind of conceptual prison, producing and reproducing organizational structures that give dominance to males and traditional male values."

"Conflict may be personal, interpersonal, or between rival groups or coalitions. It may be built into organizational structures, roles, attitudes, and stereotypes or arise over a scarcity of resources. It may be explicit or covert. Whatever the reason, and whatever the form it takes, its source rests in some perceived or real divergence of interests."

"The metaphor suggests that different environments favor different species of organizations based on different methods of organizing and that congruence with the environment is the key to success."

"As we look around the organizational world we begin to see that it is possible to identify different species of organization in different kinds of environments. Just as we find polar bears in arctic regions, camels in deserts, and alligators in swamps, we notice that certain species of organization are better ‘‘adapted’’ to specific environmental conditions than others. We find that bureaucratic organizations tend to work most effectively in environments that are stable or protected in some way and that very different species are found in more competitive and turbulent regions, such as the environments of high-tech firms in the aerospace and microelectronics industries."

"Any system that insulates itself from diversity in the environment tends to atrophy and lose its complexity and distinctive nature"