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“We find ourselves in a “collageâ€� in which nothing has moved into the past and no wounds have healed with time, in which everything is present, open and bitter, in which everything coexists contiguouslyâ€�.”
― Michael Ondaatje, Warlight

“Animals, including people, fight harder to prevent losses than to achieve gains. In the world of territorial animals, this principle explains the success of defenders. A biologist observed that “when a territory holder is challenged by a rival, the owner almost always wins the contest—usually within a matter of seconds.â€� In human affairs, the same simple rule explains much of what happens when institutions attempt to reform themselves, in “reorganizationsâ€� and “restructuringâ€� of companies, and in efforts to rationalize a bureaucracy, simplify the tax code, or reduce medical costs. As initially conceived, plans for reform almost always produce many winners and some losers while achieving an overall improvement. If the affected parties have any political influence, however, potential losers will be more active and determined than potential winners; the outcome will be biased in their favor and inevitably more expensive and less effective than initially planned. Reforms commonly include grandfather clauses that protect current stake-holders—for example, when the existing workforce is reduced by attrition rather than by dismissals, or when cuts in salaries and benefits apply only to future workers. Loss aversion is a powerful conservative force that favors minimal changes from the status quo in the lives of both institutions and individuals.”
― Daniel Kahneman, Thinking, Fast and Slow

“functional design, where it applies, makes the least psychological demands on the people. They are highly secure both in their work and in their relationships. When it, however, is being used beyond fairly narrow limits of size and complexity it creates emotional tensions, hostilities, and insecurities. People will then tend to see themselves and their functions belittled, besieged, attacked. They will come to see it as their first job to defend their function, to protect it against marauders in other functions, to make sure “it doesn’t get pushed around.”
― Peter F. Drucker, Management: Tasks, Responsibilities, Practices

“We should pick our battles carefully, while simultaneously attempting to empathize a bit with the so-called enemy. We should approach the news and media with a healthy dose of skepticism and avoid painting those who disagree with us with a broad brush. We should prioritize values of being honest, fostering transparency, and welcoming doubt over the values of being right, feeling good, and getting revenge. These “democraticâ€� values are harder to maintain amidst the constant noise of a networked world. But we must accept the responsibility and nurture them regardless. The future stability of our political systems may depend on it.”
― Mark Manson, The Subtle Art of Not Giving a F*ck: A Counterintuitive Approach to Living a Good Life