Est animus tibi / Rerumque prudens, et secundis / Temporibus dubiisque rectus=--You possess a mind both sagacious in the management of affairs, and steady at once in prosperous and perilous times.
Employee ownership and worker participation in management decisions are important trends we should support and encourage. [ Washington Post , March 25, 1982.]
Employee ownership has much to offer in strengthening our railroad system in the areas of labor-management relations, and of giving the employees the opportunity to participate in a more meaningful way in the fruits of the [free enterprise] system. [Letter to the Wall Street Journal , December 28, 1970.]
History has its foreground and its background, and it is principally in the management of its perspective that one artist differs from another. Some events must be represented on a large scale, others diminished; the great majority will be lost in the dimness of the horizon, and a general idea of their joint effect will be given by a few slight touches.--_Macaulay._
The primary cause of disorder and lawlessness today, as throughout history, is the poverty of the many in contrast to the affluence of the few. But a new element of unrest has been added: a growing awareness that mass poverty is caused by defective institutions that prevent our harnessing the physical capabilities of science, engineering, management and labor to create general affluence; in other words, a growing awareness that poverty in any country that is or can be industrialized, is man’s not nature’s fault.
The highest reach of a news-writer is an empty reasoning on policy, and vain conjectures on the public management.
Two hundred years ago the first liberal economist, Adam Smith, warned businessmen that they could absorb only a certain amount of rigidity. In the easy days after World War II…wage rises could be financed out of inflationary price increases. But now that foreign steel, and foreign cars, are moving into the United States in increased quantities at relatively low prices, the United States can no longer keep its business system fluid by inflation. Thus a new way of finding fluidity will inevitably be imposed on management and labor alike. The profit-sharing, or “progress” sharing union contract is the only possible way of satisfying labor and the consumer without saddling industry with fixed costs that in depression periods can kill off marginal companies like flies.
In order to stop inflation, and to promote domestic economic growth, the following three-fold program, I believe, is imperative: 1) Controls on the money supply through continuing fiscal and monetary measures. 2) A massive educational and action program designed to enlist government, labor, and management collaboration to increase productivity at both the micro- and macro-economic levels. 3) Development of “noninflationary flexible reward mechanisms” for sharing the productivity gains and profit gains with all factors of production/distribution. Well designed and communicated profit sharing programs can play a unique role in helping the United States in its present battle against inflation both as an “organizational” incentive capable of motivating everyone in the company to increase productivity and reduce costs: and as a “flexible reward mechanism” to give all factors of production/distribution the opportunity to earn “more” on a non-inflationary, as-earned, basis directly related to the enterprise’s ability-to-pay.
Work is a means; it is not an end. And for any tasks that can be performed or eliminated by a capital instrument, human labor is not the best means…. Furthermore, we have science, engineering and management — the three disciplines — that really plan and control the production of goods and services, trying to eliminate labor. Who the hell is government to come along and try to create labor? The people who are producing wealth are trying to eliminate toil, while the politicians are trying to create it. This to me is absence of logic, absence of plan, absence of system, absence of thought.
See, management is an everyday thing. Strategy and financial reporting and planning are not.
[I]f a man surrenders all power of self-determination in regard to the profits, management or ownership of the place where he works, he not only loses that special prerogative which marks him off from a cow in a pasture, but what is worse, he loses all capacity for determining any work. This is the beginning of a slavery which sometimes goes by the name of security. [ Communism and the Conscience of the West , 1948, p. 130.]
The first myth of management is that it exists. The second myth of
No woman is educated who is not equal to the successful management of a family.
There are three ways in which a man becomes a slave. He may be born into slavery, or forced into it, or he can deliberately accept his servitude. All three forms flourish in the modern world. Men are born and forced into slavery in Russia and her satellites states. Men in the free world invite slavery when they ask the government to provide complete security, when they surrender their freedom to the “Welfare State.” The slave states of Western world are an outgrowth of monopolistic capitalism — an economic system which is opposed to the wide distribution of private property in many hands. Instead, monopolistic capitalism concentrates productive wealth among a few men, allowing the rest to become a vast proletariat. Some representatives of monopolistic capitalism, sensing this evil in their system, have tried to silence criticism by pointing to the diffused ownership in the great corporations. They advertise, “No one owns more than 4 percent of the stock of this great company.” Or they print lists of stockholders, showing that these include farmers, schoolteachers, baseball players, taxi drivers, and even babies. But there is a catch to this argument, and it is this: although it is true that individuals of small means own shares in the company, it is not true that they run the company. Their responsibility for its policies is nil. Possession properly has two faces, two aspects: we all have a right to private property, but this is accompanied by our responsibility for its righteous use. These two things (which should be inseparable) are frequently divided today. Everyone admits that the farmer who own a horse is obligated to feed and care for it, but in the case of stocks and bonds, we often forget that the same principle should prevail. Monopolistic capitalism is to blame for this; it sunders the right to own property from responsibility that owning property involves. Those who own only a few stocks have no practical control of any industry. They vote by postcard proxy, but they have rarely even seen “their” company. The two elements which ought to be inextricably joined in any true conception of private property — ownership and responsibility — are separated. Those who own do not manage; those who manage; those who manage and work do not control or own. The workmen in a factory may have a shadowy, unknown absentee “employer” — the thousands of individual owners of stock — whom “management” represents and tries to please by extra dividends. The workman’s livelihood is at the disposition of strangers who make a single demand of their representatives: higher profits. Faced with such insecurity, labor unions seek a solution in demands for higher wages, shorter hours, pensions, and such things. But this approach takes monopolistic capitalism for granted, and accepts the unnatural division between property and responsibility as permanent. A much more radical solution is apt to come, and this may take either of two forms. One way of remedying the situation would be through a profound alternative of our political and economic life, with the aim of distributing the means of production more widely by giving every workman a share in profits, management, and ownership, all three. The other alternative which is not a constructive solution is confiscation: this may take the violent form of communism, or the less noticeable form of bureaucratic encroachment through taxation, as favored by the welfare state. [and/or outright confiscation likened to General Motors, AIG, and Banks, etc. etc. etc.] Confiscation in any form is an unhealthy solution for a real disease. It amounts to telling men that because they are economically crippled, they must abandon all efforts to get well and allow the state to provide them with free wheelchairs. The denial of the right of ownership to a man is a denial of his basic freedom: freedom without property is always incomplete. To be “secured” — but with no accompanying responsibility – is to be the slave of whatever group provides the security. A democracy flirts with the danger of becoming a slave in direct ratio to the numbers of its citizens who work, but do not own / or who own, but do not work; or who distribute, as politicians do, but do not produce. The danger of the “slave state” disappears in ratio to the numbers of people who own property and admit its attendant responsibilities under God. They can call their souls their own because they own and administer something other than their souls. Thus they are free. [“New Slavery: Freedom without Property is Incomplete,” originally published in On Being Human: Reflections, On Life and Living , New York: Doubleday & Co., 1982.]
An ill argument introduced with deference will procure more credit than the profoundest science with a rough, insolent, and noisy management.--_Locke._
Casar, casar, e que do governo?=--Marry, marry, and what of the management of the house?
Men of great parts are often unfortunate in the management of public business, because they are apt to go out of the common road by the quickness of their imagination.
Concentration is the secret of strength in politics, in war, in trade, in short, in all the management of human affairs.
Mair by luck than gude guiding= (management).
Full employment is a socially hazardous goal. In effect, it aspires to restore through political expedients the pre-industrial state of toil that science, engineering, technology and modern management are pledged to overcome.
Leadership is the art of accomplishing more than the science of management says is possible.
We present a dramatically different approach to time management. This is a principle-centered approach. It transcends the traditional prescriptions of faster, harder, smarter, and more. Rather than offering you another clock, this approach provides you with a compass — because more important than how fast you're going, is where you're headed.
It appears from the evidence that where the property is not held under a voting trust and where the stock has its voting rights a small fraction is able to control a corporation if the holdings are widely scattered, and that this is due mainly to the supineness and absence of initiative of stockholders in protecting their interests. Unlike other countries, this condition is proverbial with us. None of the witnesses called was able to name an instance in the history of the country in which the stockholders had succeeded in overthrowing an existing management in any large corporation, nor does it appear that stockholders have ever even succeeded in so far as to secure the investigation of an existing management of a corporation to ascertain whether it has been well or honestly managed. [ Report of the Committee Appointed Pursuant to House Resolutions 429 and 504 to Investigate the Concentration of Control of Money and Credit, February 28, 1913 , pp. 145-146.]
In the present state of human society, however, We deem it advisable that the wage-contract should, when possible, be modified somewhat by a contract of partnership, as is already being tried in various ways to the no small gain both of the wage-earners and of the employers. In this way wage-earners are made sharers in some sort in the ownership, or the management, or the profits. [ Quadragesimo Anno , Part 4, Par. 3, 1931.
We have followed with interest…the Employee Stock Ownership Plan in the reorganization of the Penn Central and other railroads…The National Maritime Union has been interested in the subject for some time….It may well be that the ESOP principle can provide a much needed stimulus to the free enterprise system. We are studying ways to apply the principle to some phase of the maritime industry to provide benefits for all concerned…maritime workers, management and the nation. [June 7, 1974.]
When a management with a reputation for brilliance tackles a business with a reputation for bad economics, it is usually the reputation of the business that remains intact.
Learning, like money, may be of so base a coin as to be utterly devoid of use; or, if sterling, may require good management to make it serve the purpose of sense and happiness.
[T]he institution of private property…is undergoing, at this time, a strain never put on it before. Not because the corporation, in essence, is retrogressive or unrepublican, but because in fact, it is unrepublican, and for that reason retrogressive also…. The effect of the corporation, under the prevailing policy of the free, go-as-you-please method of organization and management, has been to drive the bulk of our people, other than farmers, out of property ownership; and, if allowed to go on as present, it will keep them out.… The paramount problem is not how to stop the growth of property, and the building up of wealth, but how to manage it so that every species of property, like a healthy growing tree will spread its roots deeply and widely in the soil of a popular proprietorship. The paramount problem…is how to make this new form of property ownership a workable agent toward repeopleizing the proprietorship of the country’s industries…. Open to the wage-earner of the country the road to proprietorship…not as a gratuity, but as their proper allotment out of the combined forces that have made the enterprise successful. [“How to Save the Corporation,” MacClure’s Magazine, February, 1905.]
Now property is part of a household, and the acquisition of property part of household-management; for neither life itself nor the good life is possible without a certain minimum supply of the necessities. [ The Politics , Book I, Chapter iv, §1253b23.]
"Engineering without management is art."
The degree of technical confidence is inversely proportional to the
What have the masses been clamoring for? Jobs and welfare, and they got ‘em. They’ve also got unions and managements like two armies converting the whole economy into a battleground with the customers as victims, except that the victims are also in the army. They think in battle terms by day and like customers at night.
All the controversialists who have become conscious of the real issue are already saying of our ideal exactly what used to be said of the Socialists’ ideal. They are saying that private property is too ideal not to be impossible. They are saying that private enterprise is too good to be true. They are saying that the idea of ordinary men owning ordinary possessions is against the laws of political economy and requires an alteration in human nature. They are saying that all practical business men know that the thing would never work, exactly as the same obliging people always prepared to know that State management would never work. For they hold the simple and touching faith that no management except their own could ever work. They call this the law of nature; and they call anybody who ventures to doubt it a weakling. “On a Sense of Proportion,” [ The Outline of Sanity , G. K. Chesterton: Collected Works, Volume V. San Francisco, California: Ignatius Press, 1987, p. 76.]
The breakdown in collective bargaining in recent years is due to the difficulty of labor and management trying to equate the relative equity of the worker and the stockholder and the consumer in advance of the facts…. If the workers get too much, then the argument is that that triggers inflationary pressures, and the counter argument is that if they don’t get their equity, then we have a recession because of inadequate purchasing power. We believe this approach (progress sharing) is a rational approach because you cooperate in creating the abundance that makes the progress possible, and then you share that progress after the fact, and not before the fact. Profit sharing would resolve the conflict between management apprehensions and worker expectations on the basis of solid economic facts as they materialize rather than on the basis of speculation as to what the future might hold…. If the workers had definite assurance of equitable shares in the profits of the corporations that employ them, they would see less need to seek an equitable balance between their gains and soaring profits through augmented increases in basic wage rates. This would be a desirable result from the standpoint of stabilization policy because profit sharing does not increase costs. Since profits are a residual, after all costs have been met, and since their size is not determinable until after customers have paid the prices charged for the firm’s products, profit sharing as such cannot be said to have any inflationary impact upon costs and prices…. Profit sharing in the form of stock distributions to workers would help to democratize the ownership of America’s vast corporate wealth. [Testimony before the Joint Economic Committee of Congress, February 20, 1967.]
Good management is better than a good income.
Lots of folks confuse bad management with destiny.
On the basis of his work each person is fully entitled to consider himself a part owner of the great workbench at which he is working with everyone else. A way toward that goal could be found by associating labor with the ownership of capital [through[ joint ownership of the means of work, sharing by the workers in the management and/or profits of businesses, so-called shareholding by labor, etc. [ Laborem Exercens . 1981.]
Why are programmers non-productive? Because their time is wasted in meetings. Why are programmers rebellious? Because the management interferes too much. Why are the programmers resigning one by one? Because they are burnt out. Having worked for poor management, they no longer value their jobs. -- Geoffrey James, "The Tao of Programming"
Engineering: "How will this work?" Science: "Why will this work?"
Liberal Arts: "Do you want fries with that?"
The degree of technical confidence is inversely proportional to the level of management.
FORTUNE EXPLAINS WHAT JOB REVIEW CATCH PHRASES MEAN: #9 has management potential: Because of his intimate relationship with inanimate objects, the reviewee has been appointed to the critical position of department pencil monitor. inspirational: A true inspiration to others. ("There, but for the grace of God, go I.") adapts to stress: Passes wind, water, or out depending upon the severity of the situation. goal oriented: Continually sets low goals for himself, and usually fails to meet them.
X windows: It's not how slow you make it. It's how you make it slow. The windowing system preferred by masochists 3 to 1. Built to take on the world... and lose! Don't try it 'til you've knocked it. Power tools for Power Fools. Putting new limits on productivity. The closer you look, the cruftier we look. Design by counterexample. A new level of software disintegration. No hardware is safe. Do your time. Rationalization, not realization. Old-world software cruftsmanship at its finest. Gratuitous incompatibility. Your mother. THE user interference management system. You can't argue with failure. You haven't died 'til you've used it. The environment of today... tomorrow! X windows.
"Engineering without management is art." -- Jeff Johnson
Earl Wiener, 55, a University of Miami professor of management science, telling the Airline Pilots Association (in jest) about 21st century aircraft: "The crew will consist of one pilot and a dog. The pilot will nurture and feed the dog. The dog will be there to bite the pilot if he touches anything. -- Fortune, Sept. 26, 1988 [the *magazine*, silly!]
A manager was about to be fired, but a programmer who worked for him invented a new program that became popular and sold well. As a result, the
The manager tried to give the programmer a bonus, but the programmer
refused it, saying, "I wrote the program because I though it was an interesting
concept, and thus I expect no reward."
The manager, upon hearing this, remarked, "This programmer, though he
holds a position of small esteem, understands well the proper duty of an
employee. Lets promote him to the exalted position of management consultant!"
But when told this, the programmer once more refused, saying, "I exist
so that I can program. If I were promoted, I would do nothing but waste
everyone's time. Can I go now? I have a program that I'm working on."
-- Geoffrey James, "The Tao of Programming"
ACTON'S LAW Power tends to corrupt; absolute power corrupts absolutely. ALBRECHT'S LAW Social innovations tend to the level of minimum tolerable well-being. ALLEN'S (or CANN'S) AXIOM When all else fails, read the instructions. BOREN'S FIRST LAW When in doubt, mumble. BOVE'S THEOREM The remaining work to finish in order to reach your goal increases as the deadline approaches. BOWIE'S THEOREM If an experiment works, you must be using the wrong equipment. BROOK'S LAW Adding manpower to a late software project makes it later. CANADA BILL JONES' MOTTO It's morally wrong to allow naive end users to keep their money. CANN'S (or ALLEN'S) AXIOM When all else fails, read the instructions. CARLSON'S CONSOLATION Nothing is ever a complete failure; it can always serve as a bad example. CLARKE'S THIRD LAW Any sufficiently advanced technology is indistinguishable from magic. COLE'S LAW Thinly sliced cabbage. COHN'S LAW The more time you spend in reporting on what you are doing, the less time you have to do anything. Stability is achieved when you spend all your time reporting on the nothing you are doing. CONWAY'S LAW In any organization there will always be one person who knows what is going on. This person must be fired. LAW OF CONTINUITY Experiments should be reproducible. They should all fail in the same way. CORRESPONDENCE COROLLARY An experiment may be considered a success if no more than half of your data must be discarded to obtain correspondence with your theory. CROPP'S LAW The amount of work done varies inversely with the amount of time spent in the office. CUTLER WEBSTER'S LAW There are two sides to every argument, unless a person is personally involved, in which case there is only one. DEADLINE-DAN'S DEMO DEMONSTRATION The higher the "higher-ups" are who've come to see your demo, the lower your chances are of giving a successful one. DEMIAN'S OBSERVATION There is always one item on the screen menu that is mislabeled and should read "ABANDON HOPE ALL YE WHO ENTER HERE". DENNISTON'S LAW Virtue is its own punishment. DOW'S LAW In a hierarchical organization, the higher the level, the greater the confusion. DR. CALIGARI'S COME-BACK A bad sector disk error occurs only after you've done several hours of work without performing a backup. ESTRIDGE'S LAW No matter how large and standardized the marketplace is, IBM can redefine it. FINAGLE'S LAWS 1) Once a job is fouled up, anything done to improve it makes it worse. 2) No matter what results are expected, someone is always willing to fake it. 3) No matter what the result, someone is always eager to misinterpret it. 4) No matter what occurs, someone believes it happened according to his pet theory. FINAGLE'S RULES 1) To study an application best, understand it thoroughly before you start. 2) Always keep a record of data. It indicates you've been working. 3) Always draw your curves, then plot the reading. 4) In case of doubt, make it sound convincing. 5) Program results should always be reproducible. They should all fail in the same way. 6) Do not believe in miracles. Rely on them. FINSTER'S LAW A closed mouth gathers no feet. FIRST RULE OF HISTORY History doesn't repeat itself --- historians merely repeat each other. FRANKLIN'S PARAPHRASE OF POPE'S LAW Praised be the end user who expects nothing, for he/she will never be disappointed. GILB'S LAWS OF UNRELIABILITY 1) At the source of every error which is blamed on the computer you will find at least two human errors, including the error of blaming it on the computer. 2) Any system which depends on human reliability is unreliable. 3) Undetectable errors are infinite in variety, in contrast to detectable errors, which by definition are limited. 4) Investment in reliability will increase until it exceeds the probable cost of errors, or until someone insists on getting some useful work done. GLYME'S FORMULA FOR SUCCESS The secret of success is sincerity. Once you can fake that, you've got it made. THE GOLDEN RULE Whoever has the gold makes the rules. GOLD'S LAW If the shoe fits, it's ugly. GORDON'S FIRST LAW If a research project is not worth doing at all, it is not worth doing well. GOVERNMENT'S LAW There is an exception to all laws. GREEN'S LAW OF DEBATE Anything is possible if you don't know what you're talking about. GUMMIDGES'S LAW The amount of expertise varies in inverse proportion to the number of statements understood by the general public. GUMPERSON'S LAW The probability of a given event occurring is inversely proportional to its desirability. HANLON'S RAZOR Never attribute to malice that which is adequately explained by stupidity. HARP'S COROLLARY TO ESTRIDGE'S LAW Your "IBM PC-compatible" computer grows more incompatible with every passing moment. HARRISON'S POSTULATE For every action, there is an equal and opposite criticism. HELLER'S LAW The first myth of management is that it exists. HINDS' LAW OF COMPUTER PROGRAMMING 1) Any given program, when running, is obsolete. 2) If a program is useful, it will have to be changed. 3) If a program is useless, it will have to be documented. 4) Any given program will expand to fill all available memory. 5) The value of a program is proportional to the weight of its output. 6) Program complexity grows until it exceeds the capability of the programmer who must maintain it. 7) Make it possible for programmers to write programs in English, andyou will find that programmers cannot write in English. HOARE'S LAW OF LARGE PROGRAMS Inside every large program is a small program struggling to get out. HOPPER'S AXIOM (Admiral Grace Hopper, USN, who discovered the first computer "bug" in the 1940's---an actual insect) It's better to ask forgiveness than to ask permission. HUBBARD'S LAW Don't take life too seriously; you won't get out of it alive. JENKINSON'S LAW It won't work. JOHNSON-LAIRD'S LAW Toothaches tend to start on Saturday night. LARKINSON'S LAW All laws are basically false. THE LAST ONE'S LAW OF PROGRAM GENERATORS A program generator creates programs that are more "buggy" than the program generator. LIEBERMAN'S LAW Everybody lies; but it doesn't matter since nobody listens. LYNCH'S LAW When the going gets tough, everyone leaves. MASON'S FIRST LAW OF SYNERGISM The one day you'd sell your soul for something, souls are a glut. MAY'S LAW The quality of correlation is inversely proportional to the density of control. (The fewer the data points, the smoother the curves.) MENCKEN'S LAW There is always an easy answer to every human problem --- neat, plausible, and wrong. MESKIMEN'S LAW There's never time to do it right, but always time to do it over. MUIR'S LAW When we try to pick out anything by itself, we find it hitched to everything else in the universe. MURPHY'S LAWS 1) If anything can go wrong, it will (and at the worst possible moment). 2) Nothing is as easy as it looks. 3) Everything takes longer than you think it will. MURPHY'S FOURTH LAW If there is a possibility of several things going wrong, the one that will cause the most damage will be the one to go wrong. MURPHY'S LAWS OF THERMODYNAMICS 1) You can't win, 2) You can't break even, 3) And you can't get out of the game. ALSO: Things get worse under pressure. NINETY-NINETY RULE OF PROJECT SCHEDULES The first ninety percent of the task takes ninety percent of the time, and the last ten percent takes the other ninety percent. NIXON'S THEOREM The man who can smile when things go wrong has thought of someone he can blame it on. NOLAN'S PLACEBO An ounce of image is worth a pound of performance. OLIVER'S LAW OF LOCATION No matter where you are, there you are. O'REILLY'S LAW OF THE KITCHEN Cleanliness is next to impossible. OSBORN'S LAW Variables won't, constants aren't. O'TOOLE'S COMMENTARY ON MURPHY'S LAW Murphy was an optimist. PARKINSON'S LAW Work expands to fill the time available for its completion. PARKINSON'S LAW (MODIFIED) The components you have will expand to fill the available space. PEER'S LAW The solution to a problem changes the problem. PETER'S PRINCIPLE In every hierarchy, each employee tends to rise to the level of his incompetence. THE LAW OF THE PERVERSITY OF NATURE You cannot determine beforehand which side of the bread to butter. PUDDER'S LAW Anything that begins well will end badly. [Note: The converse of Pudder's law is not true.] RHODE'S COROLLARY TO HOARE'S LAW Inside every complex and unworkable program is a useful routine struggling to be free. ROBERT E. LEE'S TRUCE Judgment comes from experience; experience comes from poor judgment. RUDIN'S LAW In a crisis that forces a choice to be made among alternative courses of action, people tend to choose the worst possible course. RULE OF ACCURACY When working toward the solution of a problem it always helps you to know the answer. RYAN'S LAW Make three correct guesses consecutively and you will establish yourself as an expert. SATTINGER'S LAW It works better if you plug it in. SAUSAGE PRINCIPLE People who love sausage and respect the law should watch neither being made. SHAW'S PRINCIPLE Build a system that even a fool can use, and only a fool will want to use it. SNAFU EQUATIONS 1) Given any problem containing N equations, there will be N+1 unknowns. 2) The object or bit of information most needed will be the least available. 3) The device requiring service or adjustment will be the least accessible. 4) Interchangeable devices aren't. 5) In any human endeavor, once you have exhausted all possibilities and fail, there will be one solution, simple and obvious, highly visible to everyone else. 6) Badness comes in waves. STEWART'S LAW OF RETROACTION It is easier to get forgiveness than permission. THOREAU'S THEORIES OF ADAPTATION 1) After months of training and you finally understand all of a program's commands, a revised version of the program arrives with an all-new command structure. 2) After designing a useful routine that gets around a familiar "bug" in the system, the system is revised, the "bug" taken away, and you're left with a useless routine. 3) Efforts in improving a program's "user friendliness" invariably lead to work in improving user's "computer literacy". 4) That's not a "bug", that's a feature! THYME'S LAW Everything goes wrong at once. THE LAW OF THE TOO SOLID GOOF In any collection of data, the figures that are obviously correct beyond all need of checking are the figures that contain the errors. Corollary 1: No one you ask for help will see the error either. Corollary 2: Any nagging intruder, who stops by with unsought advice, will spot it immediately. UNNAMED LAW If it happens, it must be possible. WEILER'S LAW Nothing is impossible for the man who doesn't have to do the work. WEINBERG'S COROLLARY An expert is a person who avoids the small errors while sweeping on to the grand fallacy. WEINBERG'S LAW If builders built buildings the way programmers write programs, then the first woodpecker that came along would destroy civilization. WHITEHEAD'S LAW The obvious answer is always overlooked. WILCOX'S LAW A pat on the back is only a few centimeters from a kick in the pants. WOOD'S AXIOM As soon as a still-to-be-finished computer task becomes a life-or-death situation, the power fails. WOODWARD'S LAW A theory is better than its explanation. ZYMURGY'S FIRST LAW OF EVOLVING SYSTEM DYNAMICS Once you open a can of worms, the only way to re-can them is to use a larger can.
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