quick watch 9:19
How and Why We Age with Stuart Kim
https://www.youtube.com/watch?v=Ir9gngv8BvY
https://www.youtube.com/watch?v=Ir9gngv8BvY
Stanford Alumni
Published on Apr 2, 2014
elt-3 transcription factor
transcription factor
elt
accumulated damage model (rusted car)
two models for aging
rusted car (damage accumulation)
brake and accelerator (genetic pathway)
regulation change
allowed for the possibility of rejuvination
human skin and human kidney
([ a longer version of the same talk ])
Stuart Kim - The Genetics of Aging
https://www.youtube.com/watch?v=lj9BXEyFryE
https://www.youtube.com/watch?v=lj9BXEyFryE
ideacity
Published on May 22, 2018
4:09
mice and fruitfly (science main research organism)
worm (live 2 weeks)
three regulatory proteins
ELT-5
ELT-6
ELT-3
regulatory protein is a transcription factor
transcription factor regulates the expression of a whole bunch of downstream genes
([ what are transcription factors? ])
([ which genes are activated (expressed) ])
the green - activating transcription factor
([ turn on activating transcription factor ])
([ tamp down repressive regulatory proteins ])
delaying aging for a long long time
activator was no longer pressed down
the repressor was pressed down too hard
22:24 thank you very much
i am a geneticist - geneticist go in and modulate the DNA
we inhibited the gene for the brake
we gave extra copy of the activator gene
we clone the gene - we used recombinant DNA
we probably made them (the gene) in bacteria, took the DNA from the bacteria and put the DNA into the worm
is it socially desire able to extend your lifespan
scientifically we could this (delay aging), within our lifetime
Transcription Factors [HD Animation]
https://www.youtube.com/watch?v=OxJp1YQqqNo
https://www.youtube.com/watch?v=OxJp1YQqqNo
McGraw-Hill Animations
Published on Jun 2, 2017
How Genes are Regulated: Transcription Factors
https://www.youtube.com/watch?v=MkUgkDLp2iE
https://www.youtube.com/watch?v=MkUgkDLp2iE
Blair Lyons
Published on Sep 30, 2011
there are 1500 different types of transcription factors in human cells; they interact to create a complex language of gene expression
DNA Transcription (Advanced)
https://www.youtube.com/watch?v=SMtWvDbfHLo
https://www.youtube.com/watch?v=SMtWvDbfHLo
DNA Learning Center
Published on Mar 22, 2010
transcription initiation complex
activator proteins
Regulated Transcription
https://www.youtube.com/watch?v=vi-zWoobt_Q
https://www.youtube.com/watch?v=vi-zWoobt_Q
ndsuvirtualcell
Published on Jul 19, 2010
this signal - often a protein
the most common activation event for a protein in a signal pathway is the addition of a phosphate group.
mRNA production
the transcription factor then binds to the DNA and moves to interact with the rest of the transcription protein complex, located at the transcription start site.
when the formation of this complex is complete, transcription of the gene will begin.
it is this sequence of events that ensures genes required for a specific tissue or only at a specific time are expressed appropriately.
https://fareastgizmos.com/other_stuff/japanese-health-ministry-approves-world-first-trial-using-ips-cells-to-treat-spinal-cord-injuries.php
https://en.wikipedia.org/wiki/Induced_pluripotent_stem_cell
Tuesday, February 26, 2019
Thursday, February 21, 2019
Erik Brynjolfsson, David Autor
Erik Brynjolfsson, David Autor
MIT Professor Destroys Entire DAVOS Panel, Silences Confused Panel Host
https://www.youtube.com/watch?v=8akySjXuOAs
https://www.youtube.com/watch?v=8akySjXuOAs
The Majority Report w/ Sam Seder
Published on Jan 26, 2019
MIT Professor Erik Brynjolfsson
https://en.wikipedia.org/wiki/Erik_Brynjolfsson
http://www.economicsofinformation.com/
http://ccs.mit.edu/papers/CCSWP130/ccswp130.html
Why Are There Still So Many Jobs? The History and Future of Workplace Automation†
David H. Autor
https://economics.mit.edu/files/11563
p.4
But those concerned about automation and employment are quick to point out that past interactions between automation and employment cannot settle arguments about how these elements might interact in the future: in particular, the emergence of greatly improved computing power, artificial intelligence, and robotics raises the
possibility of replacing labor on a scale not previously observed. There is no fundamental economic law that guarantees every adult will be able to earn a living solely on the basis of sound mind and good character. Whatever the future holds, the present clearly offers a resurgence of automation anxiety (Akst 2013).
p.6
An iconic representation of this idea is found in the O-ring production function studied by Kremer (1993).1 In the O-ring model, failure of any one step in the chain of production leads the entire production process to fail. Conversely, improvements in the reliability of any given link increase the value of improvements in all of the others.
p.6
Analogously, when automation or computerization makes some steps in a work process more reliable, cheaper, or faster, this increases the value of the remaining human links in the production chain.
p.8
In these models, the fundamental threat is not technology per se but misgovernance; an appropriate capital tax will render the technological advance broadly welfare-improving, as these papers stress. Thus, a key takeaway is that rapid automation may create distributional challenges that invite a broad policy response,
a point to which I will return.
p.23
Specifically, I see two distinct paths that engineering and computer science can seek to traverse to automate tasks for which we “do not know the rules”: environmental control and machine learning. The first path circumvents Polanyi’s paradox by regularizing the environment, so that comparatively inflexible machines can function semi-autonomously. The second approach inverts Polanyi’s paradox: rather than teach machines rules that we do not understand, engineers develop machines that attempt to infer tacit rules from context, abundant data, and applied statistics.
p.23
Most automated systems lack flexibility—they are brittle.
p.23
The distinction between assembly line production and the in-situ repair highlights the role of environmental control in enabling automation. Engineers can in some cases radically simplify the environment in which machines work to enable autonomous operation, as in the familiar example of a factory assembly line. Numerous examples of this approach to environmental regularization are so ingrained in daily technology that they escape notice, however. To enable the operation of present-day automobiles, for example, humanity has adapted the naturally occurring environment by leveling, re-grading, and covering with asphalt a nontrivial percentage of the earth’s land surface.9
p.24
Perhaps the least recognized—and most mythologized—is the self-driving Google Car. Computer scientists sometimes remark that the Google car does not drive on roads, but rather on maps. A Google car navigates through the road network primarily by comparing its real-time audio-visual sensor data against painstakingly hand-curated maps that specify the exact locations of all roads, signals, signage, and obstacles. The Google car adapts in real time to obstacles, such as cars, pedestrians, and road hazards, by braking, turning, and stopping. But if the car’s software determines that the environment in which it is operating differs from the environment that has been pre-processed by its human engineers—when it encounters an unexpected detour or a crossing guard instead of a traffic signal—the car requires its human operator to take control. Thus, while the Google car appears outwardly to be adaptive and flexible, it is somewhat akin to a train running on invisible tracks.
These examples highlight both the limitations of current technology to accomplish nonroutine tasks, and the capacity of human ingenuity to surmount some of these obstacles by re-engineering the environment in which work tasks are performed.
https://swarajyamag.com/insta/why-are-there-still-so-many-jobs-david-autor-explains-the-history-and-future-of-workplace-automation
Why Are There Still So Many Jobs? | David Autor | TEDxCambridge
https://www.youtube.com/watch?v=LCxcnUrokJo
https://www.youtube.com/watch?v=LCxcnUrokJo
TEDx Talks
Published on Nov 28, 2016
2:37
the O-ring principle
https://www.constructionspecifier.com/for-the-want-of-a-horseshoe-nail-identifying-causes-of-tile-failure/
A folk rhyme often attributed to Benjamin Franklin describes the unintended outcome of simply omitting a horseshoe nail—namely, the loss of a kingdom:
For the want of a nail the shoe was lost,
For the want of a shoe the horse was lost,
For the want of a horse the rider was lost,
For the want of a rider the kingdom was lost,
And all for the want of a horseshoe-nail.
https://en.wikipedia.org/wiki/For_Want_of_a_Nail
For want of a naile the shoe is lost, for want of a shoe the horse is lost, for want of a horse the rider is lost. (1640 George Herbert Outlandish Proverbs no. 499)[6]
https://en.wikipedia.org/wiki/Cascading_failure
https://en.wiktionary.org/wiki/a_chain_is_only_as_strong_as_its_weakest_link
https://en.wikipedia.org/wiki/Decay_chain
idea of “reverse salients”
Thomas P. Hughes introduced the phrase “reverse salients”, in the context of technological innovation,
http://www.roughtype.com/?p=603
Progress is held up when a reverse salient forms in some component or subsystem, but then begins again when the problem is solved – until the next reverse salient forms.
https://en.wikipedia.org/wiki/Reverse_salient
https://en.wiktionary.org/wiki/bottleneck
https://getpocket.com/explore/item/the-sugar-conspiracy
The Weakest Link
A product’s vulnerabilities can point the way to lucrative new business opportunities.
by Nicholas G. Carr
November 30, 2006 / Winter 2006 / Issue 45 (originally published by Booz & Company)
https://www.strategy-business.com/article/06403?_ref=http://www.roughtype.com/%3fp=603&gko=8b829-1876-20606092
Tuning in to Technology's Past
Yesterday’s masters have much to teach
by Tom Standage January 1, 2005
https://www.technologyreview.com/s/403541/tuning-in-to-technologys-past/
Thomas Hughes suggests that as well as providing ideas and insights into why technologies succeed and fail, familiarity with the history of technology can also help innovators spot opportunities, in the form of “reverse salients,” which he defines as “components in the system that have fallen behind or are out of phase with the others.” As Edison’s electricity system expanded, for example, it became apparent that it could only supply electricity efficiently within a couple of kilometers of a generator. This reverse salient, identified by other inventors, led to the development of alternating-current distribution. Charting the development of technological systems, and spotting which parts are falling behind, can help innovators decide where to focus their efforts. Handheld devices, for example, are being held back because battery technology has not kept pace with energy demands, so several firms are now developing tiny fuel cells to power them.
"The Mess We're In" by Joe Armstrong
https://www.youtube.com/watch?v=lKXe3HUG2l4
https://www.youtube.com/watch?v=lKXe3HUG2l4
Strange Loop
Published on Sep 19, 2014
24:16
causality
a cause must always precede its effect
information travels at or less than the speed of light
we do not know that something has happened until we get a message saying that the event has happened
we do not know how things are now at a remote location, only how they were the last time we got a message from them
MIT Professor Destroys Entire DAVOS Panel, Silences Confused Panel Host
https://www.youtube.com/watch?v=8akySjXuOAs
https://www.youtube.com/watch?v=8akySjXuOAs
The Majority Report w/ Sam Seder
Published on Jan 26, 2019
MIT Professor Erik Brynjolfsson
https://en.wikipedia.org/wiki/Erik_Brynjolfsson
http://www.economicsofinformation.com/
http://ccs.mit.edu/papers/CCSWP130/ccswp130.html
Why Are There Still So Many Jobs? The History and Future of Workplace Automation†
David H. Autor
https://economics.mit.edu/files/11563
p.4
But those concerned about automation and employment are quick to point out that past interactions between automation and employment cannot settle arguments about how these elements might interact in the future: in particular, the emergence of greatly improved computing power, artificial intelligence, and robotics raises the
possibility of replacing labor on a scale not previously observed. There is no fundamental economic law that guarantees every adult will be able to earn a living solely on the basis of sound mind and good character. Whatever the future holds, the present clearly offers a resurgence of automation anxiety (Akst 2013).
p.6
An iconic representation of this idea is found in the O-ring production function studied by Kremer (1993).1 In the O-ring model, failure of any one step in the chain of production leads the entire production process to fail. Conversely, improvements in the reliability of any given link increase the value of improvements in all of the others.
p.6
Analogously, when automation or computerization makes some steps in a work process more reliable, cheaper, or faster, this increases the value of the remaining human links in the production chain.
p.8
In these models, the fundamental threat is not technology per se but misgovernance; an appropriate capital tax will render the technological advance broadly welfare-improving, as these papers stress. Thus, a key takeaway is that rapid automation may create distributional challenges that invite a broad policy response,
a point to which I will return.
p.23
Specifically, I see two distinct paths that engineering and computer science can seek to traverse to automate tasks for which we “do not know the rules”: environmental control and machine learning. The first path circumvents Polanyi’s paradox by regularizing the environment, so that comparatively inflexible machines can function semi-autonomously. The second approach inverts Polanyi’s paradox: rather than teach machines rules that we do not understand, engineers develop machines that attempt to infer tacit rules from context, abundant data, and applied statistics.
p.23
Most automated systems lack flexibility—they are brittle.
p.23
The distinction between assembly line production and the in-situ repair highlights the role of environmental control in enabling automation. Engineers can in some cases radically simplify the environment in which machines work to enable autonomous operation, as in the familiar example of a factory assembly line. Numerous examples of this approach to environmental regularization are so ingrained in daily technology that they escape notice, however. To enable the operation of present-day automobiles, for example, humanity has adapted the naturally occurring environment by leveling, re-grading, and covering with asphalt a nontrivial percentage of the earth’s land surface.9
p.24
Perhaps the least recognized—and most mythologized—is the self-driving Google Car. Computer scientists sometimes remark that the Google car does not drive on roads, but rather on maps. A Google car navigates through the road network primarily by comparing its real-time audio-visual sensor data against painstakingly hand-curated maps that specify the exact locations of all roads, signals, signage, and obstacles. The Google car adapts in real time to obstacles, such as cars, pedestrians, and road hazards, by braking, turning, and stopping. But if the car’s software determines that the environment in which it is operating differs from the environment that has been pre-processed by its human engineers—when it encounters an unexpected detour or a crossing guard instead of a traffic signal—the car requires its human operator to take control. Thus, while the Google car appears outwardly to be adaptive and flexible, it is somewhat akin to a train running on invisible tracks.
These examples highlight both the limitations of current technology to accomplish nonroutine tasks, and the capacity of human ingenuity to surmount some of these obstacles by re-engineering the environment in which work tasks are performed.
https://swarajyamag.com/insta/why-are-there-still-so-many-jobs-david-autor-explains-the-history-and-future-of-workplace-automation
Why Are There Still So Many Jobs? | David Autor | TEDxCambridge
https://www.youtube.com/watch?v=LCxcnUrokJo
https://www.youtube.com/watch?v=LCxcnUrokJo
TEDx Talks
Published on Nov 28, 2016
2:37
the O-ring principle
https://www.constructionspecifier.com/for-the-want-of-a-horseshoe-nail-identifying-causes-of-tile-failure/
A folk rhyme often attributed to Benjamin Franklin describes the unintended outcome of simply omitting a horseshoe nail—namely, the loss of a kingdom:
For the want of a nail the shoe was lost,
For the want of a shoe the horse was lost,
For the want of a horse the rider was lost,
For the want of a rider the kingdom was lost,
And all for the want of a horseshoe-nail.
https://en.wikipedia.org/wiki/For_Want_of_a_Nail
For want of a naile the shoe is lost, for want of a shoe the horse is lost, for want of a horse the rider is lost. (1640 George Herbert Outlandish Proverbs no. 499)[6]
https://en.wikipedia.org/wiki/Cascading_failure
https://en.wiktionary.org/wiki/a_chain_is_only_as_strong_as_its_weakest_link
https://en.wikipedia.org/wiki/Decay_chain
idea of “reverse salients”
Thomas P. Hughes introduced the phrase “reverse salients”, in the context of technological innovation,
http://www.roughtype.com/?p=603
Progress is held up when a reverse salient forms in some component or subsystem, but then begins again when the problem is solved – until the next reverse salient forms.
https://en.wikipedia.org/wiki/Reverse_salient
https://en.wiktionary.org/wiki/bottleneck
https://getpocket.com/explore/item/the-sugar-conspiracy
The Weakest Link
A product’s vulnerabilities can point the way to lucrative new business opportunities.
by Nicholas G. Carr
November 30, 2006 / Winter 2006 / Issue 45 (originally published by Booz & Company)
https://www.strategy-business.com/article/06403?_ref=http://www.roughtype.com/%3fp=603&gko=8b829-1876-20606092
Tuning in to Technology's Past
Yesterday’s masters have much to teach
by Tom Standage January 1, 2005
https://www.technologyreview.com/s/403541/tuning-in-to-technologys-past/
Thomas Hughes suggests that as well as providing ideas and insights into why technologies succeed and fail, familiarity with the history of technology can also help innovators spot opportunities, in the form of “reverse salients,” which he defines as “components in the system that have fallen behind or are out of phase with the others.” As Edison’s electricity system expanded, for example, it became apparent that it could only supply electricity efficiently within a couple of kilometers of a generator. This reverse salient, identified by other inventors, led to the development of alternating-current distribution. Charting the development of technological systems, and spotting which parts are falling behind, can help innovators decide where to focus their efforts. Handheld devices, for example, are being held back because battery technology has not kept pace with energy demands, so several firms are now developing tiny fuel cells to power them.
"The Mess We're In" by Joe Armstrong
https://www.youtube.com/watch?v=lKXe3HUG2l4
https://www.youtube.com/watch?v=lKXe3HUG2l4
Strange Loop
Published on Sep 19, 2014
24:16
causality
a cause must always precede its effect
information travels at or less than the speed of light
we do not know that something has happened until we get a message saying that the event has happened
we do not know how things are now at a remote location, only how they were the last time we got a message from them
Tuesday, February 19, 2019
Bret Victor
Bret Victor
"The most dangerous thought you can have as a creative person is to think you know what you're doing."
https://www.theatlantic.com/technology/archive/2017/09/saving-the-world-from-code/540393/
James Somers Sep 26, 2017
Bret Victor
The principle was this: “Creators need an immediate connection to what they’re creating.” The problem with programming was that it violated the principle. That’s why software systems were so hard to think about, and so rife with bugs: The programmer, staring at a page of text, was abstracted from whatever it was they were actually making.
“Our current conception of what a computer program is,” he said, is “derived straight from Fortran and ALGOL in the late ’50s. Those languages were designed for punch cards.”
Bret Victor The Future of Programming
https://www.youtube.com/watch?v=8pTEmbeENF4
https://www.youtube.com/watch?v=8pTEmbeENF4
Joey Reid
Published on Jul 31, 2013
Bret Victor - Inventing on Principle
https://www.youtube.com/watch?v=PUv66718DII
https://www.youtube.com/watch?v=PUv66718DII
Rui Oliveira
Published on Feb 22, 2012
34:09 skip to this stage if you don't want watch the demo in the middle
http://www.nomodes.com/Larry_Tesler_Consulting/Home.html
to recognize a wrong that has been unacknowledge in the culture
http://worrydream.com/
https://medium.com/thethirdwave/what-kai-fu-lee-taught-me-about-entrepreneurship-6241b91b72d
Tia Gao
Jun 7, 2016
Bret Victor - Media for Thinking the Unthinkable
https://www.youtube.com/watch?v=oUaOucZRlmE
https://www.youtube.com/watch?v=oUaOucZRlmE
Colin McDonnell
Published on Jun 16, 2015
The necessary revolution : how individuals and organization are working together to create a sustainable world / Peter Senge ... [et al.].—1st ed.
1. sustainable development.
2. industries—environmental aspects.
3. social responsibilities of business.
HC79.E5N436 2008
338.9'27—dc22
2008
The necessary revolution : how individual and organizations are working together to create a sustainable world
Peter Senge,
Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley
2008
p.304
This was Carstedt's biggest lesson from his work on the Green Zone. Initially he didn't really think the project was that exciting because it involved only existing, proven technologies. But people started to come from all around the world to see it. “I missed the whole point ... the importance of something that people could touch.” All of a sudden, people could imagine what a “circular economy” would really look like—“it became real for them.” Once he understood this, he and a growing number of colleagues started to move to the larger vision of prototyping an entire “bioregion.”
p.304
This happens for customers in established markets as well. For instance, when people see a Toyota Prius, they naturally start asking why there aren't more automobiles like this.
pp.304-305
Such latent needs—desires that customers have never expressed because there was no way to express them or they had not given them much thought—are difficult or impossible to discern with standard market research methods, such as focus group or surveys, but they come to the surface when people see tangible embodiments of new ideas.
(The necessary revolution : how individual and organizations are working together to create a sustainable world, Peter Senge, Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley, 2008, 338.927 Senge)
Bret Victor - The Humane Representation of Thought
https://www.youtube.com/watch?v=agOdP2Bmieg
https://www.youtube.com/watch?v=agOdP2Bmieg
Colin McDonnell
Published on Jun 16, 2015
https://www.brianstorti.com/the-actor-model/
https://en.wikipedia.org/wiki/Actor_model#Influence
agent systems (in most definitions) impose extra constraints upon the Actors, typically requiring that they make use of commitments and goals.
https://waimingmok.wordpress.com/2009/06/27/how-twitter-is-scaling/
"The most dangerous thought you can have as a creative person is to think you know what you're doing."
https://www.theatlantic.com/technology/archive/2017/09/saving-the-world-from-code/540393/
James Somers Sep 26, 2017
Bret Victor
The principle was this: “Creators need an immediate connection to what they’re creating.” The problem with programming was that it violated the principle. That’s why software systems were so hard to think about, and so rife with bugs: The programmer, staring at a page of text, was abstracted from whatever it was they were actually making.
“Our current conception of what a computer program is,” he said, is “derived straight from Fortran and ALGOL in the late ’50s. Those languages were designed for punch cards.”
Bret Victor The Future of Programming
https://www.youtube.com/watch?v=8pTEmbeENF4
https://www.youtube.com/watch?v=8pTEmbeENF4
Joey Reid
Published on Jul 31, 2013
Bret Victor - Inventing on Principle
https://www.youtube.com/watch?v=PUv66718DII
https://www.youtube.com/watch?v=PUv66718DII
Rui Oliveira
Published on Feb 22, 2012
34:09 skip to this stage if you don't want watch the demo in the middle
http://www.nomodes.com/Larry_Tesler_Consulting/Home.html
to recognize a wrong that has been unacknowledge in the culture
http://worrydream.com/
https://medium.com/thethirdwave/what-kai-fu-lee-taught-me-about-entrepreneurship-6241b91b72d
Tia Gao
Jun 7, 2016
Bret Victor - Media for Thinking the Unthinkable
https://www.youtube.com/watch?v=oUaOucZRlmE
https://www.youtube.com/watch?v=oUaOucZRlmE
Colin McDonnell
Published on Jun 16, 2015
The necessary revolution : how individuals and organization are working together to create a sustainable world / Peter Senge ... [et al.].—1st ed.
1. sustainable development.
2. industries—environmental aspects.
3. social responsibilities of business.
HC79.E5N436 2008
338.9'27—dc22
2008
The necessary revolution : how individual and organizations are working together to create a sustainable world
Peter Senge,
Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley
2008
p.304
This was Carstedt's biggest lesson from his work on the Green Zone. Initially he didn't really think the project was that exciting because it involved only existing, proven technologies. But people started to come from all around the world to see it. “I missed the whole point ... the importance of something that people could touch.” All of a sudden, people could imagine what a “circular economy” would really look like—“it became real for them.” Once he understood this, he and a growing number of colleagues started to move to the larger vision of prototyping an entire “bioregion.”
p.304
This happens for customers in established markets as well. For instance, when people see a Toyota Prius, they naturally start asking why there aren't more automobiles like this.
pp.304-305
Such latent needs—desires that customers have never expressed because there was no way to express them or they had not given them much thought—are difficult or impossible to discern with standard market research methods, such as focus group or surveys, but they come to the surface when people see tangible embodiments of new ideas.
(The necessary revolution : how individual and organizations are working together to create a sustainable world, Peter Senge, Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley, 2008, 338.927 Senge)
Bret Victor - The Humane Representation of Thought
https://www.youtube.com/watch?v=agOdP2Bmieg
https://www.youtube.com/watch?v=agOdP2Bmieg
Colin McDonnell
Published on Jun 16, 2015
https://www.brianstorti.com/the-actor-model/
https://en.wikipedia.org/wiki/Actor_model#Influence
agent systems (in most definitions) impose extra constraints upon the Actors, typically requiring that they make use of commitments and goals.
https://waimingmok.wordpress.com/2009/06/27/how-twitter-is-scaling/
Wednesday, February 13, 2019
ladder of inference
ladder of inference
https://www2.usgs.gov/humancapital/ecd/professionaldevtools/LadderofInference.pdf
https://exchange.iseesystems.com/
The necessary revolution : how individuals and organization are working together to create a sustainable world / Peter Senge ... [et al.].—1st ed.
1. sustainable development.
2. industries—environmental aspects.
3. social responsibilities of business.
HC79.E5N436 2008
338.9'27—dc22
2008
The necessary revolution : how individual and organizations are working together to create a sustainable world
Peter Senge,
Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley
2008
chapter 17: seeing reality through otehrs' eyes
pp.394-395
p.395
6 The Ladder of Inference has its roots in anthropology, where field researchers had to develop rigorous disciplines for making explicit their interpretations of cultures very different from their own, and has become a cornerstone of all organizational learning projects.
(The necessary revolution : how individual and organizations are working together to create a sustainable world, Peter Senge, Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley, 2008, 338.927 Senge)
Cognitive Bias Codex, 2016
sign and symbol
Carl Jung - What are the Archetypes?
https://www.youtube.com/watch?v=wywUQc-4Opk
https://www.youtube.com/watch?v=wywUQc-4Opk
Academy of Ideas
Published on Feb 14, 2017
5:12
The Symbol
“A sign is a a token of meaning that stands for a known entity. By this definition, language is a system of signs, not symbols. A symbol, on the other hand is an image or representation which points to something essentially unknown, a mystery. A sign communicates abstract, objective meaning whereas a symbol conveys living, subjective meaning” (Edward Edinger)
https://academyofideas.com/2017/02/carl-jung-what-are-archetypes/
“A sign is a token of meaning that stands for a known entity. By this definition, language is a system of signs, not symbols. A symbol, on the other hand is an image or representation which points to something essentially unknown, a mystery. A sign communicates abstract, objective meaning whereas a symbol conveys living, subjective meaning.” (Ego and Archetype, Edward Edinger)
https://en.wikipedia.org/wiki/Symbol
https://en.wikipedia.org/wiki/Semiotics
https://en.wikipedia.org/wiki/Sign_(semiotics)
https://en.wikipedia.org/wiki/Sign
https://en.wikipedia.org/wiki/Token
https://en.wikipedia.org/wiki/Lexical_analysis#Token
Mountain Man Breakfast (Alan Thrall)
Mountain Man Breakfast
https://www.youtube.com/watch?v=4VU7oziVYJA
https://www.youtube.com/watch?v=4VU7oziVYJA
Alan Thrall
Published on Jul 31, 2018
https://www.youtube.com/watch?v=4VU7oziVYJA
https://www.youtube.com/watch?v=4VU7oziVYJA
Alan Thrall
Published on Jul 31, 2018
Theory U
http://www.ottoscharmer.com/theoryu
http://www.ottoscharmer.com/publications/executive-summaries
https://www.presencing.org/aboutus
https://en.wikipedia.org/wiki/Theory_U
https://en.wikipedia.org/wiki/Appreciative_inquiry
https://en.wikipedia.org/wiki/Praxis_(process)
In Ancient Greek the word praxis (πρᾶξις) referred to activity engaged in by free people. The philosopher Aristotle held that there were three basic activities of humans: theoria (thinking), poiesis (making), and praxis (doing). Corresponding to these activities were three types of knowledge: theoretical, the end goal being truth; poietical, the end goal being production; and practical, the end goal being action.[2] Aristotle further divided the knowledge derived from praxis into ethics, economics, and politics. He also distinguished between eupraxia (εὐπραξία, "good praxis")[3] and dyspraxia (δυσπραξία, "bad praxis, misfortune").[4]
https://en.wikipedia.org/wiki/Transmission_of_the_Greek_Classics
Western European reception of Greek ideas via Arabian tradition
Arabic logicians had inherited Greek ideas after they had invaded and conquered Egypt and the Levant. Their translations and commentaries on these ideas worked their way through the Arab West into Spain and Sicily, which became important centers for this transmission of ideas. [1]
Western Arabic translations of Greek works (found in Iberia and Sicily) originates in the Greek sources preserved by the Byzantines. These transmissions to the Arab West took place in two main stages.
https://en.wikipedia.org/wiki/Recovery_of_Aristotle
The "Recovery of Aristotle" (or Rediscovery) refers to the copying or re-translating of most of Aristotle's books (of ancient Greece), from Greek or Arabic text into Latin, during the Middle Ages, of the Latin West.[1][2] The Recovery of Aristotle spanned about 100 years, from the middle 12th century into the 13th century, and copied or translated over 42 books (see: Corpus Aristotelicum), including Arabic texts from Arabic authors, where the previous Latin versions had only two books in general circulation: Categories and On Interpretation (De Interpretatione).[1] Translations had been due to several factors, including limited techniques for copying books, lack of access to the Greek texts, and few people who could read ancient Greek, while the Arabic versions were more accessible. The recovery of Aristotle's texts is considered a major period in mediaeval philosophy, leading to Aristotelianism.[1][2][3]
http://www.ottoscharmer.com/publications/executive-summaries
https://www.presencing.org/aboutus
https://en.wikipedia.org/wiki/Theory_U
https://en.wikipedia.org/wiki/Appreciative_inquiry
https://en.wikipedia.org/wiki/Praxis_(process)
In Ancient Greek the word praxis (πρᾶξις) referred to activity engaged in by free people. The philosopher Aristotle held that there were three basic activities of humans: theoria (thinking), poiesis (making), and praxis (doing). Corresponding to these activities were three types of knowledge: theoretical, the end goal being truth; poietical, the end goal being production; and practical, the end goal being action.[2] Aristotle further divided the knowledge derived from praxis into ethics, economics, and politics. He also distinguished between eupraxia (εὐπραξία, "good praxis")[3] and dyspraxia (δυσπραξία, "bad praxis, misfortune").[4]
https://en.wikipedia.org/wiki/Transmission_of_the_Greek_Classics
Western European reception of Greek ideas via Arabian tradition
Arabic logicians had inherited Greek ideas after they had invaded and conquered Egypt and the Levant. Their translations and commentaries on these ideas worked their way through the Arab West into Spain and Sicily, which became important centers for this transmission of ideas. [1]
Western Arabic translations of Greek works (found in Iberia and Sicily) originates in the Greek sources preserved by the Byzantines. These transmissions to the Arab West took place in two main stages.
https://en.wikipedia.org/wiki/Recovery_of_Aristotle
The "Recovery of Aristotle" (or Rediscovery) refers to the copying or re-translating of most of Aristotle's books (of ancient Greece), from Greek or Arabic text into Latin, during the Middle Ages, of the Latin West.[1][2] The Recovery of Aristotle spanned about 100 years, from the middle 12th century into the 13th century, and copied or translated over 42 books (see: Corpus Aristotelicum), including Arabic texts from Arabic authors, where the previous Latin versions had only two books in general circulation: Categories and On Interpretation (De Interpretatione).[1] Translations had been due to several factors, including limited techniques for copying books, lack of access to the Greek texts, and few people who could read ancient Greek, while the Arabic versions were more accessible. The recovery of Aristotle's texts is considered a major period in mediaeval philosophy, leading to Aristotelianism.[1][2][3]
Appreciative Inquiry (AI)
1987 article by David Cooperrider and Suresh Srivastva.
They felt that the overuse of "problem solving" hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organize.[2] Cooperrider, D. L. & Srivastva, S. (1987). "Appreciative inquiry in organizational life". In Woodman, R. W. & Pasmore, W.A. Research in Organizational Change And Development. Vol. 1. Stamford, CT: JAI Press. pp. 129–169.
https://en.wikipedia.org/wiki/Appreciative_inquiry
https://en.wikipedia.org/wiki/David_Cooperrider#Appreciative_Inquiry
What is AI’s big idea? It began with the observation that ever since Taylorism managers, researchers and consultants have seen organizations not only in machine-like terms, but in deficit-based terms as "problems to be solved" or fixed. True to Abraham Maslow's observation that "to a hammer everything looks like a nail," those same managers and consultants became, over the years, quite good at finding, analyzing, and sometimes solving problems in organizations. So much so that organizations became problems personified—and hence a whole vocabulary of deficit-based change grew up centered on concepts like “gap analysis,” “organizational diagnosis,” “root causes of failure,” “resistance,” “unfreezing,” “needs analysis,” “threat analysis,” and the need for high levels of dissatisfaction and urgent “burning platforms.” Much like diagnostic medicine with its focus on illness, management had become locked in a problem-analytic view of the world, especially when it came to concepts and tools for managing change.[10]
Early in the 1980s almost two decades before the positive psychology field was christened, Cooperrider began to question the deficit-based change field and the root metaphor that “human systems are problems to be solved,” and he observed that the pervasive problematizing perspective was constraining and limiting, just as industrial-era machine metaphors were also limiting. Cooperrider and Srivastva, in their earliest work at the number one heart center the world, the Cleveland Clinic, engaged in a radical reversal of the traditional problem-analytic approach. Influenced by the writings of Albert Schweitzer on “reverence for life,” they determined that organizations are not institutional machines incessantly in need of repair and that deteriorate steadily and over time. Rather organizations are, fundamentally, living systems and centers of human relatedness, alive and embedded in amplifying networks of infinite strengths. Instead of problems-to-be-solved, human systems are mysteries-to-be-appreciated; in a very real way they are products of the miracle of human interaction and relatedness. And the more we study “what gives life” versus “what’s wrong” the more we move in the direction or become what we study. Instead of studying low morale, for example, we should study human flourishing in the workplace “because human systems move in the direction of what they study.” The simple act of observation in a human system changes the phenomenon itself. In physics it’s called the Heisenberg Effect. But in human systems it’s even more powerful. Cooperrider called it “the exponential inquiry effect” to indicate how our first questions, like the early stage of a snowball, can grow into exponential tipping point movements. That's why he writes: “We live in worlds our questions create.”[11]
“What is leadership all about?” he [Peter Drucker] asked “Leadership is about the creation of an alignment of strengths in ways that make a system’s weaknesses irrelevant.”
the “4-D” action-research cycle of discovery, dream, design, and destiny;
the art of the “unconditional positive question” (see Encyclopedia of Positive Questions);
the SOAR approach to corporate strategy (versus SWOT);
https://drive.google.com/open?id=1gQCLS3DaLulCVS0w2xgJe1j4LUhZ6glS
http://www.gervasebushe.ca/AITC.pdf
http://thequalitycoach.com/wp-content/uploads/2013/05/Appreciative-Inquiry-Positive-Questions.pdf
http://2012waic.com/wp-content/uploads/2012/05/Ludema-Cooperrider-Barrett-goed.pdf
Ori Brafman and Rod A. Beckstrom, The starfish and the spider, 2006 [ ]
https://drive.google.com/open?id=11c-n04FTPkIk3lVxNUW6f4NT-yYWbP-j
p.177
David Cooperrider
a process call “appreciative inquiry”
p.178
... appreciative inquiry has helped to resolve strife between management and unions in one of the biggest long-haul trucking companies in the world and to create a strategic plan in the U.S. Navy. When you can get truckers to talk about their personal dreams and aspirations and their vision for the company, you know you've hit upon something big.
p.220
David Cooperrider
Appreciative Inquiry, 1999
Appreciative Inquiry Handbook, 2004
edited by Daniel L. Cooperrider and Jane E. Dutton, Organizational Dimensions of Global Change, 1999
(Brafman, Ori, The starfish and the spider : the unstoppable power of leaderless organization / Ori Brafman and Rod A. Beckstrom., 1. decentralization in management., 2. organization behavior., 3. success in business., 2006, )
1:17:41
Friday, April 27, 2018
session 2
Acquiring Knowledge While Saving Lives
http://epidemics.events.nejm.org/#/media/3221
Engineering for the future
36:07
to engage with the national control program (?), to ask, what are the questions being asked
this has to be led by the issue, what are the questions being asked,
and how can technology helped that
PANEL DISCUSSION
47:32
shifting that central of gravity so that those relationship are built in peace time so that when something bad happen, there is an ability to response to that is absolutely crucial
49:52
there are some tension between investing for the longer-term versus spending on shorter-term, we all know the urgent takes priority over the important ([??])
58:57
how do we make the data public enough so that the people see what's going on, how do we get people to understand that we're going to fail, that the process of research is learning from your failure
1:07:28
governments to share data
should countries share data
there's actually quite ("to a considerable extent; rather") a few roadblock to that
They felt that the overuse of "problem solving" hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organize.[2] Cooperrider, D. L. & Srivastva, S. (1987). "Appreciative inquiry in organizational life". In Woodman, R. W. & Pasmore, W.A. Research in Organizational Change And Development. Vol. 1. Stamford, CT: JAI Press. pp. 129–169.
https://en.wikipedia.org/wiki/Appreciative_inquiry
https://en.wikipedia.org/wiki/David_Cooperrider#Appreciative_Inquiry
What is AI’s big idea? It began with the observation that ever since Taylorism managers, researchers and consultants have seen organizations not only in machine-like terms, but in deficit-based terms as "problems to be solved" or fixed. True to Abraham Maslow's observation that "to a hammer everything looks like a nail," those same managers and consultants became, over the years, quite good at finding, analyzing, and sometimes solving problems in organizations. So much so that organizations became problems personified—and hence a whole vocabulary of deficit-based change grew up centered on concepts like “gap analysis,” “organizational diagnosis,” “root causes of failure,” “resistance,” “unfreezing,” “needs analysis,” “threat analysis,” and the need for high levels of dissatisfaction and urgent “burning platforms.” Much like diagnostic medicine with its focus on illness, management had become locked in a problem-analytic view of the world, especially when it came to concepts and tools for managing change.[10]
Early in the 1980s almost two decades before the positive psychology field was christened, Cooperrider began to question the deficit-based change field and the root metaphor that “human systems are problems to be solved,” and he observed that the pervasive problematizing perspective was constraining and limiting, just as industrial-era machine metaphors were also limiting. Cooperrider and Srivastva, in their earliest work at the number one heart center the world, the Cleveland Clinic, engaged in a radical reversal of the traditional problem-analytic approach. Influenced by the writings of Albert Schweitzer on “reverence for life,” they determined that organizations are not institutional machines incessantly in need of repair and that deteriorate steadily and over time. Rather organizations are, fundamentally, living systems and centers of human relatedness, alive and embedded in amplifying networks of infinite strengths. Instead of problems-to-be-solved, human systems are mysteries-to-be-appreciated; in a very real way they are products of the miracle of human interaction and relatedness. And the more we study “what gives life” versus “what’s wrong” the more we move in the direction or become what we study. Instead of studying low morale, for example, we should study human flourishing in the workplace “because human systems move in the direction of what they study.” The simple act of observation in a human system changes the phenomenon itself. In physics it’s called the Heisenberg Effect. But in human systems it’s even more powerful. Cooperrider called it “the exponential inquiry effect” to indicate how our first questions, like the early stage of a snowball, can grow into exponential tipping point movements. That's why he writes: “We live in worlds our questions create.”[11]
“What is leadership all about?” he [Peter Drucker] asked “Leadership is about the creation of an alignment of strengths in ways that make a system’s weaknesses irrelevant.”
the “4-D” action-research cycle of discovery, dream, design, and destiny;
the art of the “unconditional positive question” (see Encyclopedia of Positive Questions);
the SOAR approach to corporate strategy (versus SWOT);
https://drive.google.com/open?id=1gQCLS3DaLulCVS0w2xgJe1j4LUhZ6glS
http://www.gervasebushe.ca/AITC.pdf
http://thequalitycoach.com/wp-content/uploads/2013/05/Appreciative-Inquiry-Positive-Questions.pdf
http://2012waic.com/wp-content/uploads/2012/05/Ludema-Cooperrider-Barrett-goed.pdf
Ori Brafman and Rod A. Beckstrom, The starfish and the spider, 2006 [ ]
https://drive.google.com/open?id=11c-n04FTPkIk3lVxNUW6f4NT-yYWbP-j
p.177
David Cooperrider
a process call “appreciative inquiry”
p.178
... appreciative inquiry has helped to resolve strife between management and unions in one of the biggest long-haul trucking companies in the world and to create a strategic plan in the U.S. Navy. When you can get truckers to talk about their personal dreams and aspirations and their vision for the company, you know you've hit upon something big.
p.220
David Cooperrider
Appreciative Inquiry, 1999
Appreciative Inquiry Handbook, 2004
edited by Daniel L. Cooperrider and Jane E. Dutton, Organizational Dimensions of Global Change, 1999
(Brafman, Ori, The starfish and the spider : the unstoppable power of leaderless organization / Ori Brafman and Rod A. Beckstrom., 1. decentralization in management., 2. organization behavior., 3. success in business., 2006, )
1:17:41
Friday, April 27, 2018
session 2
Acquiring Knowledge While Saving Lives
http://epidemics.events.nejm.org/#/media/3221
Engineering for the future
36:07
to engage with the national control program (?), to ask, what are the questions being asked
this has to be led by the issue, what are the questions being asked,
and how can technology helped that
PANEL DISCUSSION
47:32
shifting that central of gravity so that those relationship are built in peace time so that when something bad happen, there is an ability to response to that is absolutely crucial
49:52
there are some tension between investing for the longer-term versus spending on shorter-term, we all know the urgent takes priority over the important ([??])
58:57
how do we make the data public enough so that the people see what's going on, how do we get people to understand that we're going to fail, that the process of research is learning from your failure
1:07:28
governments to share data
should countries share data
there's actually quite ("to a considerable extent; rather") a few roadblock to that
Tuesday, February 12, 2019
Why Zebras Don't Get Ulcers, by Robert Sapolsky
"Why Zebras Don't Get Ulcers: Stress and Health" by Dr. Robert Sapolsky
https://www.youtube.com/watch?v=D9H9qTdserM
https://www.youtube.com/watch?v=D9H9qTdserM
1:27:43
BeckmanInstitute
Published on Jun 20, 2017
https://www.youtube.com/watch?v=D9H9qTdserM
https://www.youtube.com/watch?v=D9H9qTdserM
1:27:43
BeckmanInstitute
Published on Jun 20, 2017
Sunday, February 3, 2019
Apple shares (Warren Buffett, Berkshire,Tom Murphy)
https://www.forbes.com/sites/chuckjones/2018/05/05/warren-buffetts-berkshire-hathaway-owns-almost-5-of-apple/#79ab78c264f9
Where Berkshire ranks vs. other institutional investors
By owning 240 million shares, Berkshire should be the third largest holder of Apple shares behind Vanguard at 348 million and Blackrock at 319 million (both of these holdings were as of December 31, 2017).
The following data is also as of the end of last year, but if Berkshire didn’t make any large divestitures the rankings of its second to fifth largest investments.
Wells Fargo: Largest holder with over 9% of the shares
Kraft Heinz: Largest holder with almost 27% of the shares
Bank of America: Largest or second largest with 6.5% of the shares
Coca-Cola: Largest holder with over 9% of the shares
https://www.streetinsider.com/dividend_history.php?q=AAPL
Warren Buffett on Apple, the Fed, Campbell and buybacks
https://www.youtube.com/watch?v=xT_QfPal0Uw
https://www.youtube.com/watch?v=xT_QfPal0Uw
CNBC Television
Published on Aug 30, 2018
branded packaged goods is a great business to be in, in terms of return on tangible assets, but they're are not a sensation business in terms of where you can be five to ten years from now
there should be margin of error in calculation
we are running the business for the people who is going to stay, not for the people who is going to leave
https://www.streetinsider.com/Fed/Buffett+Praises+Feds+J.+Powell/14563342.html
(Updated - August 30, 2018 11:06 AM EDT)
Warren Buffett Interview Begins on CNBC
Stocks Look Better Than Bonds - Buffett
Buffett was Buying Stocks This Morning
Buffett Says He Bought Just a Little Apple (Nasdaq: AAPL), Would Like Them Cheaper
iPhone's Utility to People is Enormously Underpriced
Very Hard to Offer Significant Premium in Packaged Goods - Buffett
Berkshire Hathaway (NYSE: BRK-A) Bought Back A Little Stock - Buffett
Buffett Praises Fed's J. Powell
Buffett Likes Quarterly Report, Doesn't Like Guidance
Sees some costs increases
Interview ends
https://en.wikipedia.org/wiki/Thomas_Murphy_(broadcasting)
https://qz.com/273797/tom-murphy-taught-warren-buffett-how-to-manage-a-company/
https://duckduckgo.com/?q=what+is+so+interesting+about+Thomas+Murphy+that+warran+buffet+likes+him&t=hm&ia=web
interview with Tom Murphy by Amy Blitz, hbs director of media development for entrepreneurial
https://drive.google.com/open?id=1vLl8_gQOD_SO5sAGrPkp4tzydEQVD7Va
the outsiders: eight unconventional ceos and their radically rational blueprint for success, william n. thorndiks, jr.
harvard business review press, boston, massachusetts
2012
https://drive.google.com/open?id=1QkrT91IGXGzavq5pf3n4l3laGx8cKHmX
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