People From Detroit

"You have to focus on your dreams, even if they go beyond common sense. How could this young girl from the suburbs of Detroit become a success in New York? It was always that dream."

"... I am a New York designer and the things are made in New York..."

"I grew up in Middle America and in the suburbs..."

"R. A. Fisher, J. Neyman, R. von Mises, W. Feller, and L. J. Savage denied vehemently that probability theory is an extension of logic, and accused Laplace and Jeffreys of committing metaphysical nonsense for thinking that it is."

"It was only when L. J. Savage arrived on the scene, and championed the work of Ramsey and de Finetti that the work of these two pioneers in subjective probability first received serious philosophical attention."

"My dissertation for the Ph.D. degree at the University of Michigan was on applications of vectorial methods to metric geometry (in the sense of the Menger school), especially with a view to the merging of metric geometry in that sense with differential geometry. Professor S B Myers at the University of Michigan sponsored my dissertation, but I was particularly close to R L Wilder there."

"For a person who wants to do original, realistic, and critical work in statistics there is no atmosphere anywhere in the world today to compare with this Department."

"[The George E. P. Box paper Fitting empirical data (1960) is] a mature exposition of an important branch of statistics, to which the author has made great contributions. One feature of particular interest is practical discussion of genuinely nonlinear fitting problems and their solution with the help of tact and a special, publicly available, IBM-704 program. Another is insightful comments on the role of prior distributions in statistics."

"[Leonard Jimmie Savage is] one of the few people I have met whom I would unhesitatingly call a genius."

"[Douglas McGregor] coined the two terms and used them to label two sets of beliefs a manager might hold about the origins of human behaviour. He pointed out that the manager's own behaviour would be largely determined by the particular beliefs that he subscribed to....McGregor hoped that his book would lead managers to investigate. "But that isn't what happened. Instead McGregor was interpreted as advocating Theory Y as a new and superior ethic - a set of moral values that ought to replace the values managers usually accept."

"The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further."

"It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual "reporting" relationships."

"The essential task of management is to arrange organizational conditions and methods of operations so that people can achieve their own goals best by directing their own efforts toward organizational objectives."

"Above all, it is necessary to recognize that knowledge cannot be pumped into human beings the way grease is forced into a machine. The individual may learn; he is not taught."

"The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population."

"The effectiveness of authority as a means of control depends first of all upon the ability to enforce it through the use of punishment. In the two organizations which have been the models for classical organization theory, the situation with respect to enforcement is clear. In the military, authority is enforceable through the court-martial, with the death penalty as the extreme form of punishment. In the Church, excommunication represents the psychological equivalent of the death penalty."

"Behind every managerial decision or action are assumptions about human nature and human behavior."

"Delegation means that he will concern himself with the results of their activities and not with the details of their day-to-day performance. This requires a degree of confidence in them which enables him to accept certain risks. Unless he takes these risks there will be no delegation."

"The average human being has an inherent dislike of work and will avoid it if he can."

"Classical organization theory suffers from "ethnocentrism": It ignores the significance of the political, social, and economic milieu in shaping organizations and influencing managerial practice."

"We live today in a world which only faintly resembles that of a half century ago. The standard of living, the level of education, and the political complexion of the United States today profoundly affect both the possibilities and limitations of organizational behavior. In addition, technological changes are bringing about changes in all types of organization. In the military, for example, it is becoming increasingly difficult to manage a weapons team in the field as a typical infantry unit was managed a couple of decades ago. Such a team requires a high degree of autonomy. Instead of following explicit orders from superiors, it must be able to adjust its behavior to fit local circumstances within the context of relatively broad objectives. (It is interesting to note the attempts that are made — by "programming" for example — to retain central control over the operations of such units. Established theories of control are not abandoned easily, even in the face of clear evidence of their inappropriateness.) Underlying the principles of classical organization theory are a number of assumptions about human behavior which are at best only partially true."

"Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior."

"Knowledge accumulated during recent decades challenges and contradicts assumptions which are still axiomatic in conventional organizational theory. Unfortunately, those classical principles of organization — derived from inappropriate models, unrelated to the political, social, economic, and technological milieu, and based on erroneous assumptions about behavior — continue to influence our thinking about the management of the human resources of industry. Management's attempts to solve the problems arising from the inadequacy of these assumptions have often involved the search for new formulas, new techniques, new procedures. These generally yield disappointing results because they are adjustments to symptoms rather than causes. The real need is for new theory, changed assumptions, more understanding of the nature of human behavior in organizational settings."

"Human behavior is predictable, but, as in physical science, accurate prediction hinges on the correctness of underlying theoretical assumptions. There is, in fact, no prediction without theory; all managerial decisions and actions rest on assumptions about behavior. If we adopt the posture of the ostrich with respect to our assumptions under the mistaken idea that we are thus “being ‘practical,” or that “management is an art,” our progress with respect to the human side of enterprise will indeed be slow. Only as we examine and test our theoretical assumptions can we hope to make them more adequate, to remove inconsistencies, and thus to improve our ability to predict."

"It is one of the favorite pastimes of headquarters groups to decide from within their professional ivory tower what help the field organization needs and to design and develop programs for meeting these "needs." Then it becomes necessary to get field management to accept the help provided, and a different role is taken by the staff: that of persuading middle and lower management to utilize the programs."

"The ingenuity of the average worker is sufficient to outwit any system of controls devised by management."

"If there is a single assumption which pervades conventional organizational theory, it is that authority is the central, indispensable means of managerial control."

"Management cannot provide a man with self-respect or with the respect of his fellows or with the satisfaction of needs for self-fulfillment. It can create conditions such that he is encouraged and enabled to seek such satisfactions for himself, or it can thwart him by failing to create those conditions."

"The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?"

"Every managerial act rests on assumptions, generalizations, and hypotheses — that is to say, on theory. Our assumptions are frequently implicit, sometimes quite unconscious, often conflicting; nevertheless, they determine our predictions that if we do a, b will occur. Theory and practice are inseparable."

"Man will exercise self-direction and self-control in the service of objectives to which he is committed."

"Our call to people of goodwill and justice, and especially to all gay, lesbian, bisexual, transgender people, and those who support and love us —our allies in the fight for liberty and justice for all— is to take action."

"As new generations of activists come forward with new ideas and sensibilities; as the political landscape evolves and changes; as new technologies are born and developed; and as the mercurial focus of issues present new concerns and dangers… Our strength, creativity, harnessed rage and effective activism will remain constant and be the root source of our salvation in the future."

"America… You Kill Me! America kills all of us."

"Is it any wonder that those who attack us feel they have a license to do so? A license to kill? Police won't investigate. Juries won't convict. The public still thinks our lives are a political issue, defined by the mythic "Gay Agenda.""

"We want to be able to move freely and safely in our daily lives, free from the threat of random hate violence.themselves by turning the Constitution on its head and claim protection and permission to demonize and denigrate us. Hiding behind the perversion of the concepts of religious freedom and political speech, those people have carved out a special right to impose their bigotry and hatred for us."

"While it is all too true that there is no single monolithic voice or unified agreement about what it means to be GLBT-identified, this “GLBT community” has been able to unite behind some basic consensus of what we need to achieve in order to claim the right of full citizenship."

"Matthew Shepard should be a symbol. But it misses the point if it ends only with legislation. It misses the point if it’s about mere tolerance."

"GLBT people across this country only want equality and to be left alone, left to pursue our dreams and aspirations and our part of the American promise, which should be our birthright."

"We can not live as disposable people. The broader community, which has firmly established compulsory heterosexuality as the law of the universe, has to get over its problem with us."

"“Gay panic” is insidious. It appeals to juries, who are allegedly made up of random members of the community. What defense lawyers know is that most people are repulsed by the idea of gay —especially gay male— sex. Those lawyers know that a claim of defense against an alleged gay sexual advance will win points with the jury of peers."

"Matt’s murder is a parable for our times. It tells of what happens to the conscience of the country when it fails to be free for all and accord every person dignity. How we consume and destroy our children…our future."

"John Ashcroft is not a friend of liberty and justice. George Bush, the appointed president, is not someone who ---prior to a month ago--- ever demonstrated any insight or acuity about the world around him. Have these men been born again, again?"

"And let's not make any mistake, or gloss over that fact: Gay, lesbian, bisexual and transgender people are at risk every day of their lives. Not only are we the group most at risk of violence, we are most at risk of job discrimination, losing our families; homophobia retains its title as the last socially acceptable form of bigotry."

"Anti-GLBT sentiment is a primary tool for organizing the far-right and it is stronger then ever as a means to split communities and reinforce constituencies."

"I always return the bible to the front desk when I stay in a hotel. I’m not welcome in their house of worship and they’re certainly not welcome in mine."

"In a debate on “gay” marriage, the opponent said “Next thing you’ll be marrying horses!” Jeff responded, “Well, at least I’d be in a stable relationship!”"

"Never repeat the words of your enemy. When you do, their words are heard twice and yours only once."

"It's going to be a heartbreaking moment for these couples, to come face to face with this discrimination against them."

"When dealing with the press the most important thing to remember is that you have the right to remain silent, because everything you say can and will be used against you."