Manager Quotes (6 quotes)
[There is no shortage of scientific talent.] But [I am] much less optimistic about the managerial vision [of the pharmaceutical industry] to catalyse these talents to deliver the results we all want.
Quoted in Andrew Jack, "An Acute Talent for Innovation", Financial Times (1 Feb 2009).
A man is flying in a hot air balloon and realizes he is lost. He reduces height, spots a man down below and asks,“Excuse me, can you help me? I promised to return the balloon to its owner, but I don’t know where I am.”
The man below says: “You are in a hot air balloon, hovering approximately 350 feet above mean sea level and 30 feet above this field. You are between 40 and 42 degrees north latitude, and between 58 and 60 degrees west longitude.”
“You must be an engineer,” says the balloonist.
“I am,” replies the man.“How did you know?”
“Well,” says the balloonist, “everything you have told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost.”
The man below says, “You must be a manager.”
“I am,” replies the balloonist,“but how did you know?”
“Well,” says the engineer,“you don’t know where you are, or where you are going. You have made a promise which you have no idea how to keep, and you expect me to solve your problem.The fact is you are in the exact same position you were in before we met, but now it is somehow my fault.”
The man below says: “You are in a hot air balloon, hovering approximately 350 feet above mean sea level and 30 feet above this field. You are between 40 and 42 degrees north latitude, and between 58 and 60 degrees west longitude.”
“You must be an engineer,” says the balloonist.
“I am,” replies the man.“How did you know?”
“Well,” says the balloonist, “everything you have told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost.”
The man below says, “You must be a manager.”
“I am,” replies the balloonist,“but how did you know?”
“Well,” says the engineer,“you don’t know where you are, or where you are going. You have made a promise which you have no idea how to keep, and you expect me to solve your problem.The fact is you are in the exact same position you were in before we met, but now it is somehow my fault.”
In Jon Fripp, Michael Fripp and Deborah Fripp, Speaking of Science (2000), 199.
I’ve met a lot of people in important positions, and he [Wernher von Braun] was one that I never had any reluctance to give him whatever kind of credit they deserve. He owned his spot, he knew what he was doing, and he was very impressive when you met with him. He understood the problems. He could come back and straighten things out. He moved with sureness whenever he came up with a decision. Of all the people, as I think back on it now, all of the top management that I met at NASA, many of them are very, very good. But Wernher, relative to the position he had and what he had to do, I think was the best of the bunch.
From interview with Ron Stone (24 May 1999) for NASA Johnson Space Center Oral History Project on NASA website.
The part of the soul which desires meats and drinks and the other things of which it has need by reason of the bodily nature, they (the gods) placed between the midriff and the boundary of the navel, contriving in all this region a sort of manager for the food of the body, and that there they bound it down like a wild animal which was chained up with man, and must be nourished if man is to exist.
— Plato
In Plato and B. Jowett (trans.), The Dialogues of Plato: Republic (3rd ed., 1892), Vol. 3, 492.
The rigid career path of a professor at a modern university is that One Must Build the Big Research Group, recruit doctoral students more vigorously than the head football coach, bombard the federal agencies with grant applications more numerous than the pollen falling from the heavens in spring, and leave the paper writing and the research to the postdocs, research associates, and students who do all the bench work and all the computer programming. A professor is chained to his previous topics by his Big Group, his network of contacts built up laboriously over decades, and the impossibility of large funding except in areas where the grantee has grown the group from a corner of the building to an entire floor. The senior tenure-track faculty at a research university–the “silverbacks” in anthropological jargon–are bound by invisible chains stronger than the strongest steel to a narrow range of what the Prevailing Consensus agrees are Very Important Problems. The aspiring scientist is confronted with the reality that his mentors are all business managers.
In his Foreword to Cornelius Lanczos, Discourse on Fourier Series, ix-x.
Two managers decided they would go moose hunting. They shot a moose, and as they were about to drag the animal by the hind legs, a biologist and an engineer came along.
The Biologist said, “You know, the hair follicles on a moose have a grain to them that causes the hair to lie toward the back.”
The Engineer said, “So dragging the moose that way increases your coefficient of friction by a tremendous amount. Pull from the other end, and you will find the work required to be quite minimal.”
The managers thanked the two and started dragging the moose by the antlers.
After about an hour, one manager said, “I can’t believe how easy it is to move this moose this way. I sure am glad we ran across those two.”
“Yeah,” said the other.“But we’re getting further and further away from our truck.”
The Biologist said, “You know, the hair follicles on a moose have a grain to them that causes the hair to lie toward the back.”
The Engineer said, “So dragging the moose that way increases your coefficient of friction by a tremendous amount. Pull from the other end, and you will find the work required to be quite minimal.”
The managers thanked the two and started dragging the moose by the antlers.
After about an hour, one manager said, “I can’t believe how easy it is to move this moose this way. I sure am glad we ran across those two.”
“Yeah,” said the other.“But we’re getting further and further away from our truck.”
In Jon Fripp, Michael Fripp and Deborah Fripp, Speaking of Science (2000), 193.
In science it often happens that scientists say, 'You know that's a really good argument; my position is mistaken,' and then they would actually change their minds and you never hear that old view from them again. They really do it. It doesn't happen as often as it should, because scientists are human and change is sometimes painful. But it happens every day. I cannot recall the last time something like that happened in politics or religion.
(1987) -- 
