Women Scientists From The United States

"Hubble tackled two of the most fundamental questions of the universe: how old is it, and how big? To answer both it is necessary to know two things—how far away certain galaxies are and how fast they are flying away from us. The red shift gives the speed at which galaxies are retiring, but doesn't tell us how far away they are to begin with. For that you need what are known as "standard candles"—stars whose brightness can be reliably calculated and used as benchmarks... Hubble's luck was to come along soon after an ingenious woman named Henrietta Swan Leavitt had figured out a way to do so."

"Apart from her few and very important scientific papers, Leavitt left behind almost no traces of her life. She was born on the Fourth of July 1868 in Lancaster, Mass., and died of cancer on Dec. 12, 1921. Her will tells nearly all. She left an estate worth $314.91, mostly in Liberty Bonds, with a few items such as a desk valued at $5. She never married and had few living relatives. She also left behind a legacy of a great astronomical discovery."

"Miss Leavitt was of an especially quiet and retiring nature, and absorbed in her work to an unusual degree. She had the highest esteem of all her associates at the Harvard Observatory, where her loss is keenly felt."

"In addition to these larger labors, Miss Leavitt took part in various minor investigations. She gave considerable time to the discovery of new celestial objects. Altogether, she found 4 new stars, 2400 variable stars, or about one half of the known variables, and various asteroids and other objects."

"One of the most striking accomplishments of Miss Leavitt was the discovery of 1,777 variable stars in the Magellanic Clouds. These results were [made] possible by photographs of long exposure made at Arequipa with the 24-inch Bruce refractor and forwarded to Cambridge. Some of these plates had exposures of from two to four hours and showed very faint stars, among which nearly all the variables are found. ...from a study of 25 of them, the important law was derived, that the length of period bears a definite relation to the absolute magnitude."

"About 1906 a Durchmustering of variable stars was proposed at the Harvard Observatory. Somewhat later this was undertaken on plates included in the Map of the Sky... A comparison of the photographs of a number of these regions by Miss Leavitt led to the discovery of several hundred variables and other special objects. Among them were a number of stars of the Algol type."

"A determination of the visual magnitudes of the stars had a very large place in the work of the Observatory during the first half of Professor Pickering's directorate. As soon as the need of photographic magnitudes became urgent, the importance of a standard sequence, from which the photographic magnitudes could be derived for stars anywhere in the sky, became evident. A sequence of stars of varying magnitudes had been early selected near the North Pole, and the determination of the magnitudes of the stars involved was assigned to Miss Leavitt. This work was carried out with unusual originality, skill, and patience."

"It is hoped that systematic study of the light changes of all the variables, nearly two thousand in number, in the two Magellanic Clouds may soon be undertaken at this Observatory."

"It is to be hoped, also, that the parallaxes of some variables of this type may be measured."

"Since the Cepheid] variables are probably at nearly the same distance from the Earth, their periods are apparently associated with their actual emission of light, as determined by their mass, density, and surface brightness."

"A remarkable relation between the brightness of these Cepheid] variables and the length of their periods will be noticed. In H.A. 60, No.4, attention was called to the fact that the brighter variables have the longer periods, but at that time it was felt that the number was too small the drawing of general conclusions. The periods of 8 additional variables which have been determined since that time, however, conform to the same law. The relation is shown graphically in Figure 1... The two resulting curves, one for the maxima and one for the minima, are surprisingly smooth, and of remarkable form. In Figure 2, the abscissas are equal to the logarithms of the periods, and the ordinates to the corresponding magnitudes, as in Figure 1. A straight line can readily be drawn among each of the two series of points corresponding to the maxima and minima, thus showing that there is a simple relation between the brightness of the variables and their periods. The logarithm of the period increases by about 0.48 for each increase of one magnitude in brightness."

"The range of H 1255 is only four tenths of a magnitude, and on account of its brightness it is difficult to observe on all plates except those taken with the 1-inch Cooke lens. It seemed necessary, therefore, to take unusual precautions in order to secure accurate observations, and to give each one its full weight. Accordingly, one hundred and thirty six photographs were selected, including nearly all of those taken with the Cooke lens, and also those taken with the 8 inch Bache Telescope on which the variable was certainly faint. Four independent estimates of brightness were made on each plate, and means were taken, thus reducing the probable error one half. The phase was computed for each observation, thus covering all parts of the light curve. ...H 1255 and H 1303 differ from the other variables in a marked degree as in each case the duration of the phase of minimum is very long in proportion to the length of the period. This fact led to considerable difficulty in determining their periods as they were apparently at their minimum brightness for some time before and after the actual minima occurred. In H 1255, the change in brightness is obviously continuous throughout the period, although it is much more rapid near minimum than near maximum. This is clearly seen in Plate IV, Figs. 5 and 6."

"Apparently no sharp dividing line can be drawn between true Algol stars and those whose variations are continuous. Periods of nine variables in this region, which are of the Algol type or closely resemble it, have been determined and are here discussed."

"It is worthy of notice that in Table VI the brighter variables have the longer periods. It is also noticeable that those having the longest periods appear to be as regular in their variations as those which pass through their changes in a day or two."

"Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual IT investments. This was true when most investments were focused on the support of a single business process or functional area. It is even more true as business executives ponder implementations of shared technologies like data warehouses and networks, replacement of large legacy systems, and reskilling of the IT staff. Although firms introduce some systems to reduce costs and can evaluate them in terms of their success in doing so, they want many IT initiatives to support a firm's objectives. The value of these initiatives rest in their contributions to a firm's competitiveness, which is often non quantifiable and uncertain."

"Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of a company's operation model... The key to effective enterprise architecture is to identify the processes, data, technology, and customer interfaces that take the operating model from vision to reality."

"The insights in the book come from a series of research projects exploring enterprise architecture in more than 200 companies where our focus was on IT government from 1995 to 2005."

"In a business world that is changing faster than ever before, the top performing firms create a stable base – they digitize their core processes and embed those processes into a foundation for execution. This stable foundation makes a company both more efficient and more agile than its competitors. With global supply chains, pressure for ever faster time to market, more complex regulation, and huge shifts in customer demographics and desires, companies cannot predict the future. But they can decide what makes them great. And then they can create a low cost, high quality core of stability and constancy in a turbulent world. With a strong digitized core great companies slide smoothly into the next opportunity while their competitors stumble."

"In 1995 we started our study of enterprise architecture – we just did not know it. At the time we thought we were studying information technology infrastructure transformations. In 1998 we thought we were studying enterprise system implementations. In 2000 it was e-business. But sometime in 2000, we recognized that each of these studies examined basically the same thing: Enterprise Architecture."

"Senior executive teams create mechanisms to govern the management and use of each of these assets both independently and together.... Governance of the key assets occurs via a large number of organizational mechanisms, for example structures, processes, procedures and audits."

"Seventy percent of all IT projects fail—and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around."

"(ERP) software packages have become popular means for both large and medium-sized organizations to overcome the limitations of fragmented and incompatible legacy systems. ERP systems are designed as integrated sets of software modules linked to a common database, handling basic corporate functions such as finance, human resources, materials management, sales, and distribution. Most ERP packages also provide multiple language and currency capabilities, enabling integration of global operations. The popularity of ERP is documented in a study that showed that nearly 19 percent of organizations across all industry sectors have installed ERP software, with the manufacturing sector leading the trend. The study also showed that ERP's popularity continues to rise, with 34 percent of the surveyed organizations investigating, piloting, or implementing ERP packages. Davenport characterized ERP as "the most important development in the corporate use of information technology in the 1990s""

"This paper reports on a comparative case study of 13 industrial firms that implemented an (ERP) system. It compares firms based on their dialectic leaming process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We found that both strong core teams and carefully managed consulting relationships addressed configuration knowledge barriers. User training that included both technical and business processes, along with a phased implementation approach, helped firms to overcome assimilation knowledge barriers. However, all firms in this study experienced ongoing concerns with assimilation knowledge barriers, and we observed two different approaches to address them. In a piecemeal approach, firms concentrated on the technology first and deferred consideration of process changes. In a concerted approach, both the technology and process changes were undertaken together. Although most respondents clearly stated a preference for either piecemeal or concerted change, all firms engaged in practices that reflected a combination of these approaches."

"Many companies are not driving significant business value from the digitized platforms they build as part of their enterprise architecture initiatives. Our 2011 survey of 146 senior IT leaders found that the companies that benefit from their platforms' efforts are consistently relying on four architecture-related practices that encourage organizational learning about the value of enterprise architecture: 1) making IT costs transparent, 2) debating architectural exceptions, 3) performing post-implementation reviews, and 4) making IT investments with enterprise architecture in mind."

"Organizations that operate under an IT monarchy place key business unit and technical decisions in the hands of the CIO. Under the duopoly method, decision-making for IT budgets, applications and technologies is shared among the CIO and business unit leaders."

"IT architecture is often assumed to follow business strategy, to align IT with the business's strategic objectives. Increasingly, though, many business strategies depend on specific underlying IT capabilities. To develop a synergy between business strategy and IT architecture, firms must develop organizational competencies in IT architecture. My research has identified four IT architectural stages, each with its own requisite competencies. The "application silo architecture stage" consists of IT architectures of individual applications. The "standardized technology architecture stage" has an enterprise-wide IT architecture that provides efficiencies through technology standardization. The "rationalized data architecture stage" extends the enterprise-wide IT standards to data and processes. And the "modular architecture stage" builds onto enterprise-wide global standards with loosely coupled IT components to preserve the global standards while enabling local differences. Each stage demands different organizational competencies to implement the architecture and prepare the firm to move to the next stage."

"To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet it is not clear whether vendors can provide production"

"Meg Wheatley was thrown into the public spotlight in 1992 with the publication of Leadership and the New Science, a groundbreaking look at how new discoveries in quantum physics, chaos theory, and biology challenge our standard ways of thinking in organizations. It showed how our reliance on old, mechanistic models stand in the way of innovation and effective leadership."

"In the past, it was easier to believe in my own effectiveness. If I worked hard, with good colleagues and good ideas, we could make a difference. But now, I sincerely doubt that."

"When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans."

"Without reflection, we go blindly on our way, creating more unintended consequences, and failing to achieve anything useful. It's amazing to me how much we do, but how little time we spend reflecting on what we just did."

"Over many years of work all over the world, I've learned that if we organize in the same way that the rest of life does, we develop the skills we need: we become resilient, adaptive, aware, and creative. We enjoy working together. And life's processes work everywhere, no matter the culture, group, or person, because these are basic dynamics shared by all living beings."

"There is a simpler, finer way to organize human endeavor. I have declared this for many years and seen it to be true in many places. This simpler way is demonstrated to us in daily life, not the life we see on the news with its unending stories of human grief and horror, but what we feel when we experience a sense of life's deep harmony, beauty, and power, of how we feel when we see people helping each other, when we feel creative, when we know we're making a difference, when life feels purposeful."

"Whatever life we have experienced, if we can tell our story to someone who listens, we find it easier to deal with our circumstances."

"In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together."

"There is no power for change greater than a community discovering what it cares about."

"Relationships are all there is. Everything in the universe only exists because it is in relationship to everything else. Nothing exists in isolation. We have to stop pretending we are individuals that can go it alone."

"Here are a few principles I've learned. Start something, and see who notices it. It's only after we initiate something in a system that we see the threads that connect. Usually, someone we don't even know suddenly appears, either outraged or helpful."

"I believe that our very survival depends upon us becoming better systems thinkers. How can we learn to see the systems we're participating in? How can we act intelligently when things remain fuzzy?"

"The dense and tangled web of life-the interconnected nature of reality--now reveals itself on a daily basis. Since September 11th, think about how much you've learned about people, nations, and ways of life that previously you'd known nothing about. We've been learning how the lives of those far away affect our own. We're beginning to realize that in order to live peacefully together on this planet, we need to be in new relationships, especially with those far-distant from us."

"Leadership is always dependent upon the context, but the context is established by the relationships."

"If vision is a field, think about what we could do differently to create one. We would do our best to get it permeating through the entire organization so that we could take advantage of its formative properties. All employees, in any part of the company, who bumped up against the field, would be influenced by it. Their behavior could be shaped as a result of “field meetings”, where their energy would link with the fields form to create behavior congruent with the organizations goals. In the absence of that field, in areas of the organization that hadn’t been reached, we could hold no expectation of desired behaviors. If the field hadn’t extended into that space, there would be nothing there to help behaviors materialize, no invisible geometry working on our behalf"

"We will need to become savvy about how to build relationships, how to nurture growing, evolving things. All of us will need better skills in listening, communicating, and facilitating groups, because these are the talents that build strong relationships."

"The things we fear most in organizations - fluctuations, disturbances, imbalances - need not be signs ofan impending disorder that will destroy us. Instead, fluctuations are the primary source of creativity."

"We have created trouble for ourselves in organizations by confusing control with order. This is no surprise, given that for most of its written history, leadership has been defined in terms of its control functions."

"I was reading of chaos that contained order; of information as the primal, creative force; of systems that, by design, fell apart so they could renew themselves; and of invisible forces that structured space and held complex things together. These were compelling, evocative ideas, and they gave me hope, even if they did not reveal immediate solutions."

"Scott London: How did you begin to explore the connection between management and science? Meg Wheatley: I didn't have an interest in the new science. I had a realization that in my profession — which was vaguely labeled "organizational change," "organizational development," or "management consulting" in general — none of us knew how organizations change. When I talked to other consultants, I noticed that if we had an organizational change effort that was successful, it felt like a miracle to us. I realized with a great start one day that we weren't even geared up for success. It didn't matter that we didn't know how to change organizations. We were all professionals who didn't hope to achieve what we were selling or suggesting to clients. The field was really moribund. At the same time — and this is the serendipity of life — I had a friend and educator whom I had worked with for many years who said casually one day "Meg, if you're interested in systems thinking, you should be reading quantum physics." He didn't know where I was in my despair over my professional failings. But I said, "Okay, give me a book list." He gave me ten titles. I read eight of those and I was off. I always credit him with that casual, helpful comment that changed my life."

"To name is to make visible."

"Change always involves a dark night when everything falls apart. Yet if this period of dissolution is used to create new meaning, then chaos ends and new order emerges."

"In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions."