484 Matching Annotations
  1. Nov 2023
    1. One more example of a simple approach to this that might help a lot too is add a PORO generator. It could be incredibly basic - rails g poro MyClass yields class MyClass end But by doing that and landing the file in the app/models directory, it would make it clear that was the intended location instead of lib.
    2. So then they put it into lib only to find that they have to manually require it. Then later realize that this also means they now have to reboot their server any time they change the file (after a painfully long debugging time of "why what aren't my changes working?", because their lib folder classes are now second-class citizens). Then they go down the rabbit hole of adding lib to the autoload paths, which burns them because rake tasks then all get eager loaded in production. Then they inevitably realize anything inside app is autoloaded and make an app/lib per Xavier's advice.
    3. I think the symmetry of the naming between lib and app/lib will lead a fresh Rails developer to seek out the answer to “Why are there two lib directories?", and they will become illuminated. And it will prevent them from seeking the answer to “How do I autoload lib?” which will start them on a rough path that leads to me advising them to undo it.
  2. Oct 2023
    1. You have not graspeda complex unity if all you know about it is how it is one. Youmust also know how it is many, not a many that consists of alot of separate things, but an organized many. If the partswere not organically related, the whole that they composedwould not be one. Strictly speaking, there would be no wholeat all but merely a collection.

      This is also an art of putting notes together to make an article or book.

  3. Sep 2023
    1. this is like 00:24:33 where this like cusp of a moment as we move this from able to work with lab-like data to real life data that we're about to have access sort of like to the new telescope to look out at 00:24:45 the universe and then to discover all the things that were invisible to us before
      • for: making the invisible visible, decoding the language of the biosphere
      • for: doppleganger, conflict resolution, deep humanity, common denominators, CHD, Douglas Rushkoff, Naomi Klein, Into the Mirror World, conspiracy theory, conspiracy theories, conspiracy culture, nonduality, self-other, human interbeing, polycrisis, othering, storytelling, myth-making, social media amplifier -summary
        • This conversation was insightful on so many dimensions salient to the polycrisis humanity is moving through.
        • It makes me think of the old cliches:
          • "The more things change, the more they remain the same"
          • "What's old is new" ' "History repeats"
        • the conversation explores Naomi's latest book (as of this podcast), Into the Mirror World, in which Naomi adopts a different style of writing to explicate, articulate and give voice to
          • implicit and tacit discomforting ideas and feelings she experienced during covid and earlier, and
          • became a focal point through a personal comparative analysis with another female author and thought leader, Naomi Wolf,
            • a feminist writer who ended up being rejected by mainstream media and turned to right wing media.
        • The conversation explores the process of:
          • othering,
          • coopting and
          • abandoning
        • of ideas important for personal and social wellbeing.
        • and speaks to the need to identify what is going on and to reclaim those ideas for the sake of humanity
        • In this context, the doppleganger is the people who are mirror-like imiages of ourselves, but on the other side of polarized issues.
        • Charismatic leaders who are bad actors often are good at identifying the suffering of the masses, and coopt the ideas of good actors to serve their own ends of self-enrichment.
        • There are real world conspiracies that have caused significant societal harm, and still do,
        • however, when there ithere are phenomena which we have no direct sense experience of, the mixture of
          • a sense of helplessness,
          • anger emerging from injustice
        • a charismatic leader proposing a concrete, possible but explanatory theory
        • is a powerful story whose mythology can be reified by many people believing it
        • Another cliche springs to mind
          • A lie told a hundred times becomes a truth
          • hence the amplifying role of social media
        • When we think about where this phenomena manifests, we find it everywhere:
  4. Aug 2023
    1. This method is interesting, I like the aesthetics of such commonplace books. However, in terms of functionality, it is nearly fully replaced with the Antinet Zettelkasten method. Perhaps I could use some of this to improve my journals though? In addition, this does inspire me to create progressive summarization pages of my ideas and concepts, contained in Sage Scientia, in Notion or Obsidian.

      A method such as this, or Zettelkasten, can help create theoretical expertship... It might not be the MOST EFFICIENT, but it is highly effective.

  5. Jun 2023
    1. According to Henderson, there are three steps to keeping a commonplace book:

      1) Read (Consume)

      "Commonplace books begin with observation."

      2) Capture (Write) Always also capture the source.

      3) Reflect Write own thoughts about the material. Synthesize, think.

      I'd personally use a digital commonplace book (hypothes.is), like Chris Aldrich explains, as my capture method and my Antinet Zettelkasten as my reflect methodology. This way the commonplace book fosters what Luhmann would call the thought rumination process.

    1. A commonplace book, according to Jared Henderson, is a way to not collect own thoughts (though sometimes it is) but rather to collect thoughts by others that you deem interesting.

    1. (1:21:20-1:39:40) Chris Aldrich describes his hypothes.is to Zettelkasten workflow. Prevents Collector's Fallacy, still allows to collect a lot. Open Bucket vs. Closed Bucket. Aldrich mentions he uses a common place book using hypothes.is which is where all his interesting highlights and annotations go to, unfiltered, but adequately tagged. This allows him to easily find his material whenever necessary in the future. These are digital. Then the best of the best material that he's interested in and works with (in a project or writing sense?) will go into his Zettelkasten and become fully fledged. This allows to maintain a high gold to mud (signal to noise) ratio for the Zettelkasten. In addition, Aldrich mentions that his ZK is more of his own thoughts and reflections whilst the commonplace book is more of other people's thoughts.

  6. May 2023
  7. Apr 2023
    1. We have no elected government, nor are we likely to have one, so I address you with no greater authority than that with which liberty itself always speaks.

      How do you plan to make collective decisions?

  8. Mar 2023
    1. We now take an opinionated stance on which second factor you should set up first – you'll no longer be asked to choose between SMS or setting up an authenticator app (known as TOTP), and instead see the TOTP setup screen immediately when first setting up 2FA.
    1. OpenAI has not detailed in any concrete way who exactly will get to define what it means for A.I. to ‘‘benefit humanity as a whole.’’

      Who get's to make decisions?

    1. Simon Winchester describes the pigeonhole and slip system that professor James Murray used to create the Oxford English Dictionary. The editors essentially put out a call to readers to note down interesting every day words they found in their reading along with examples sentences and references. They then collected these words alphabetically into pigeonholes and from here were able to collectively compile their magisterial dictionary.

      Interesting method of finding example sentences in words.

  9. Feb 2023
    1. Kawakatsu et al. (1) make an important ad-vance in the quest for this kind of understanding, pro-viding a general model for how subtle differences inindividual-level decision-making can lead to hard-to-miss consequences for society as a whole.Their work (1) reveals two distinct regimes—oneegalitarian, one hierarchical—that emerge fromshifts in individual-level judgment. These lead to sta-tistical methods that researchers can use to reverseengineer observed hierarchies, and understand howsignaling systems work when prestige and power arein play.

      M. Kawakatsu, P. S. Chodrow, N. Eikmeier, D. B. Larremore, Emergence of hierarchy in networked endorsement dynamics. Proc. Natl. Acad. Sci. U.S.A. 118, e2015188118 (2021)

      This may be of interest to Jerry Michalski et al.

  10. Jan 2023
    1. And yet still we have to make the determination: Is this worthy of the bigger process? Our could we just ship it, and see what happens? Knowing when to accept the risk of the latter is part of how you prevent getting bogged down in process for things that just don't merit it. And sometimes you'll get that wrong! Something that looked innocuous will be consequential, and you have to clean it up. That's the nature of the criticality bet. You need to have the stomach to keep playing, even if you occasionally lose a hand. You're playing anyway unless you're doing the crazy multiple-teams-doing-adversarial-solutions stuff that I've heard of in pacemaker development. So don't sweat it, calibrate it!

      The organization has to be aware that we are making conscious "criticality bets". This is rarely the case. People in different parts of the organization calibrate criticality differently.

    1. Ryan Randall @ryanrandall@hcommons.socialEarnest but still solidifying #pkm take:The ever-rising popularity of personal knowledge management tools indexes the need for liberal arts approaches. Particularly, but not exclusively, in STEM education.When people widely reinvent the concept/practice of commonplace books without building on centuries of prior knowledge (currently institutionalized in fields like library & information studies, English, rhetoric & composition, or media & communication studies), that's not "innovation."Instead, we're seeing some unfortunate combination of lost knowledge, missed opportunities, and capitalism selectively forgetting in order to manufacture a market.


  11. Dec 2022
    1. Here are some recommended unsubscribe methods: Include a prominent link in the message that takes recipients to a page for unsubscribing. Let recipients review the individual mailing lists they’re subscribed to. Let them unsubscribe from lists individually, or all lists at once. Automatically unsubscribe recipients who have multiple bounced messages. Periodically send a confirmation message to recipients to make sure they still want to get your messages.
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    1. Let’s say the recipient is considering unsubscribing. He or she may be too busy to search through the email to find the unsubscribe link, so he or she just clicks “Report as SPAM” to stop the emails from coming. This is the last thing any marketer wants to see happen. It negatively impacts sender reputation, requiring extra work to improve email deliverability. With the list-unsubscribe header, you will avoid getting into this kind of trouble in the first place.
  12. Nov 2022
    1. https://untools.co/

      Tools for better thinking Collection of thinking tools and frameworks to help you solve problems, make decisions and understand systems.

      <small><cite class='h-cite via'> <span class='p-author h-card'>Howard Rheingold</span> in Howard Rheingold: "Y'all know about "Tools for …" - Mastodon (<time class='dt-published'>11/13/2022 17:33:07</time>)</cite></small>

      Looks similar to Project Zero https://pz.harvard.edu/thinking-routines

    1. https://commoncog.com/

      If you're:<br><br>- An independent consultant<br>- A systems thinker<br>- Trying to change organizations<br>- Interested in theory & practice<br><br>Then you'll love CommonCog

      — Tom Critchlow (@tomcritchlow) November 9, 2022
      <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>
    1. Nobody ever says rubber ducky debugging involves writing memos to your preferred duck, after all.

      Seemingly both rubber duck debugging and casual conversations with acquaintances would seem to be soft forms of diffuse thinking which may help one come to a heuristic-based decision or realization.

      These may be useful, but should also be used in combination with more logical, system two forms of decision making. (At least not in the quick, notice the problem sort of issues in which one may be debugging.)

    1. And this is the art-the skill or craftthat we are talking about here.

      We don't talk about the art of reading or the art of note making often enough as a goal to which students might aspire. It's too often framed as a set of rules and an mechanical process rather than a road to producing interesting, inspiring, or insightful content that can change humanity.

    2. The point to recognize is that these notes primarily concern the structure of the book, and not its substance-at leastnot in detail. We therefore call this kind of note-making structural.

      Adler and Van Doren define structural note making as the sorts of questions one might ask at the level of inspectional reading including: - what kind of book is it? - what is it about? - what is the overall structure with respect to the argument the author intends to make?

    3. The Three Kinds of N o te-making
  13. Oct 2022
    1. November 7, 1916: "I expect to vote for Woodrow Wilson

      I wonder if others use the sense making features of a note card system to think through their voting decisions? This seems an interesting and useful exercise which Paxson has done.

    1. https://www.youtube.com/watch?v=Mvxbl7Iwep4

      Lots of levels here to pull apart, but this should be particularly interesting to novices.

      Modes of note taking: * note taking for raw information * note taking (or writing) for understanding * note taking for relationships of and between knowledge * note taking for creating proficiency * note taking for productivity

      Sung takes the viewpoint that linear note taking isn't as effective as mind mapping and drawing out relationships; in part this is why handwriting is more effective means of note taking compared to typing, particularly as most note taking apps force one into a linear pathway that doesn't mirror the affordances available within handwriting.

      This video is definitely more about note taking than note making.

    1. Boosting Human Decision‑making with AI‑Generated Decision Aids

      This is what I've learned from the research. Basically, to make better decisions 1. one needs to have a lot of data about the thing 2. he/she should define the parameters according to which the procedural instructions will the made in-order to make decision. 3. one should be aware of the cognitive biases while making a decision

      For Example- * suppose you are trying to find a college 1. Gather data about the colleges 2. compare the colleges on the parameters you've set 1. like admission fees, companies visiting, average or highest package offered 3. And make sure that you are aware of cognitive biases



    1. William Petty, a doctor in Cromwell’s army in 1647, noted that ‘...we seechildren do delight in drums, pipes, fiddles, guns made of elder sticks, andbellowes noses, piped keys, etc., painting flags and ensigns with elder-berriesand corn poppy, making ships with paper, and setting even nut-shells aswimming, handling the tools of workmen as soon as they turn their backs, andtrying to work themselves’ (reported in the Harleian Miscellany, 1810).
    1. https://en.forum.saysomethingin.com/t/hills-and-mountains-in-welsh/36923

      • twyn - hill(ock), mound, knoll, hummock, heap, peak, dune, molehill
      • tyle - hill(ock) (with a suggestion of steepness)
      • allt - hill(side), steep gradient, cliff, wooded slope
      • bryn - hill, hillock, mountain
      • gallt - slope, hill, cliff, rock, wooded hillside
      • garth - mountain ridge, promontory hill, wooded slope
      • rhiw - steep slope, hill(side) (more commonly used in the SW)
      • bryncyn - hillock, knoll, tump, mound, heap
      • poncen/ponc/poncyn - hillock, tump, knoll, rising ground (more commonly used in the N)
      • trip - steep hill (relating to a road or path) (more commonly used in SE)
      • banc - rising ground, hillock, ridge, slope
      • moel - bare mountain, treeless hill, summit, rounded mountain
      • mynydd - mountain, large hill
      • ban (pl. bannau) - top, tip, summit, crest, peak, beacon, hill, mountain, bare hill
    1. The nature of physics problem-solvingBelow are 29 sets of questions that students and physicists need to ask themselves during the research process. The answers at each step allow them to make the 29 decisions needed to solve a physics problem. (Adapted from reference 33. A. M. Price et al., CBE—Life Sci. Edu. 20, ar43 (2021). https://doi.org/10.1187/cbe.20-12-0276.)A. Selection and planning1. What is important in the field? Where is the field heading? Are there advances in the field that open new possibilities?2. Are there opportunities that fit the physicist’s expertise? Are there gaps in the field that need solving or opportunities to challenge the status quo and question assumptions in the field? Given experts’ capabilities, are there opportunities particularly accessible to them?3. What are the goals, design criteria, or requirements of the problem solution? What is the scope of the problem? What will be the criteria on which the solution is evaluated?4. What are the important underlying features or concepts that apply? Which available information is relevant to solving the problem and why? To better identify the important information, create a suitable representation of core ideas.5. Which predictive frameworks should be used? Decide on the appropriate level of mechanism and structure that the framework needs to be most useful for the problem at hand.6. How can the problem be narrowed? Formulate specific questions and hypotheses to make the problem more tractable.7. What are related problems or work that have been seen before? What aspects of their problem-solving process and solutions might be useful?8. What are some potential solutions? (This decision is based on experience and the results of decisions 3 and 4.)9. Is the problem plausibly solvable? Is the solution worth pursuing given the difficulties, constraints, risks, and uncertainties?Decisions 10–15 establish the specifics needed to solve the problem.10. What approximations or simplifications are appropriate?11. How can the research problem be decomposed into subproblems? Subproblems are independently solvable pieces with their own subgoals.12. Which areas of a problem are particularly difficult or uncertain in the solving process? What are acceptable levels of uncertainty with which to proceed at various stages?13. What information is needed to solve the problem? What approach will be sufficient to test and distinguish between potential solutions?14. Which among the many competing considerations should be prioritized? Considerations could include the following: What are the most important or most difficult? What are the time, materials, and cost constraints?15. How can necessary information be obtained? Options include designing and conducting experiments, making observations, talking to experts, consulting the literature, performing calculations, building models, and using simulations. Plans also involve setting milestones and metrics for evaluating progress and considering possible alternative outcomes and paths that may arise during the problem-solving process.B. Analysis and conclusions16. Which calculations and data analysis should be done? How should they be carried out?17. What is the best way to represent and organize available information to provide clarity and insights?18. Is information valid, reliable, and believable? Is the interpretation unbiased?19. How does information compare with predictions? As new information is collected, how does it compare with expected results based on the predictive framework?20. If a result is different from expected, how should one follow up? Does a potential anomaly fit within the acceptable range of predictive frameworks, given their limitations and underlying assumptions and approximations?21. What are appropriate, justifiable conclusions based on the data?22. What is the best solution from the candidate solutions? To narrow down the list, decide which of those solutions are consistent with all available information, and which can be rejected. Determine what refinements need to be made to the candidate solutions. For this decision, which should be made repeatedly throughout the problem-solving process, the candidate list need not be narrowed down to a single solution.23. Are previous decisions about simplifications and predictive frameworks still appropriate in light of new information? Does the chosen predictive framework need to be modified?24. Is the physicist’s relevant knowledge and the current information they have sufficient? Is more information needed, and if so, what is it? Does some information need to be verified?25. How well is the problem-solving approach working? Does it need to be modified? A physicist should reflect on their strategy by evaluating progress toward the solution and possibly revising their goals.26. How good is the chosen solution? After selecting one from the candidate solutions and reflecting on it, does it make sense and pass discipline-specific tests for solutions to the problem? How might it fail?Decisions 27–29 are about the significance of the work and how to communicate the results.27. What are the broader implications of the results? Over what range of contexts does the solution apply? What outstanding problems in the field might it solve? What novel predictions can it enable? How and why might the solution be seen as interesting to a broader community?28. Who is the audience for the work? What are the audience’s important characteristics?29. What is the best way to present the work to have it understood and to have its correctness and importance appreciated? How can a compelling story be made of the work?
    2. Wieman, Carl. “How to Become a Successful Physicist.” Physics Today 75, no. 9 (September 2022): 46–52. https://doi.org/10.1063/PT.3.5082

      The details here are also good in teaching almost all areas of knowledge, particularly when problem solving is involved.

      How might one teach the practice of combinatorial creativity?

    3. An adviser should have their students explicitly practice decisions 25 and 26, test their solutions, and try to come up with the ways their decisions could fail, including alternative conclusions that are not the findings that they were hoping for. Thinking of such failure modes is something that even many experienced physicists are not very good at, but our research has shown that it can be readily learned with practice.

      To help fight cognitive bias, one should actively think about potential failure modes of one's decisions and think about alternative conclusions which aren't part of the findings one might have hoped for. Watching out for these can dramatically help increase solution spaces and be on the watch out for innovative alternate or even better solutions.

    4. The third and probably most serious difficulty in making good reflective decisions is confirmation bias.

      Confirmation bias can be detrimental when making solid reflective decisions.

    5. To be a successful physicist requires mastering how to make all 29 decisions, but the reflection decisions (decisions 23–26) are arguably the most difficult to learn.

      Of the 29 problem solving decisions identified as important the three "reflection decisions" (23-26 in the list) may be the most difficult to learn as they require metacognition and self-evaluation.

    6. My research group interviewed some 50 skilled scientists and engineers (“experts”), including physicists, on how they solved authentic problems in their discipline. We analyzed the interviews in terms of the decisions made during the solving process. Decisions were defined as instances when an expert selected between competing alternatives before taking some action. To my surprise, we found that the same set of 29 decisions occurred over and over (see the box on page 50). Nearly all of them showed up in every interview, and they essentially defined the problem-solving process.3

      Though interviews with scientists and engineers, researchers have identified a list of 29 commonly occurring decisions made during problem solving processes.

  14. Sep 2022
    1. Why%do%I%write?

      I have an experience of my mother that I am trying to express that I know is true. That epistemology is true, but the saying of it is all manner of false, approximate. The doing is all wrong. untrued in the machinists sense, off, useless.

    1. PRs will introduce various mechanisms step by step. Some of these have issues already. A possible breakdown could be: Annotation collection using instance values (links also does this) Defining annotations to which multiple keywords contribute (this is new, see Need more details of annotation collection #530) Defining subschema and keyword processing results to include annotations Processing sequence for keywords that dynamically rely on the results of static keywords The actual definition of unevaluatedProperties An example of unevaluatedProperties
    1. https://thehill.com/homenews/senate/3641225-mcconnell-throws-shade-on-grahams-proposed-national-abortion-ban/

      I've recently run across a few examples of a pattern that should have a name because it would appear to dramatically change the outcomes. I'm going to term it "decisions based on possibilities rather than realities". It's seen frequently in economics and politics and seems to be a form of cognitive bias. People make choices (or votes) about uncertain futures, often when there is a confluence of fear, uncertainty, and doubt, and these choices are dramatically different than when they're presented with the actual circumstances in practice.

      A recent example was a story about a woman who was virulently pro-life who when presented with a situation required her to switch her position to pro-choice.

      Another relates to choices that people want to make about where their children might go to school versus where they actually send them, and the damage this does to public education.

      Let's start collecting examples of these quandaries at all levels of making choices in the real world.

      What is the relationship to this with the mental exercise of "descending into the particular"?

      Does this also potentially cause decision fatigue in cases of voting spaces when constituents are forced to vote for candidates on thousands of axes which they may or may not agree with?

  15. Aug 2022
    1. It's a great way to test various limits. When you think about this even more, it's a little mind-bending, as we're trying to impose a global clock ("who is the most up to date") on a system that inherently doesn't have a global clock. When we scale time down to nanoseconds, this affects us in the real world of today: a light-nanosecond is not very far.
    2. There are many questions we can ask and answer about branch names. Each one is specific to one particular repository because all branch names are local to that particular repository. Any changes anyone makes in that repository affect only that one repository, at least at the time they make them.

      which assumption? well, people make the assumption that our local repo should know some fact about the remote repo, like its default branch, without actually asking the remote about itself

  16. Jul 2022
    1. “Taking Notes” rather than what I typically say, MakingNotes.

      I love the distinction here between "taking notes" and "making notes". Too many focus on the "taking notes" portion and never get to the making part of the equation.

    1. A “razor” is a rule of thumb that simplifies decision making. The most powerful razors I’ve found:
  17. bafybeicuq2jxzrw7omddwzohl5szkqv6ayjiubjy3uopjh5c3cghxq6yoe.ipfs.dweb.link bafybeicuq2jxzrw7omddwzohl5szkqv6ayjiubjy3uopjh5c3cghxq6yoe.ipfs.dweb.link
    1. This eventof cognition, or better yet the event of making sense – the primal mental event, allencompassing, both forming and dissolving boundaries, multiple4 and affirming, Ifind to be the proper stage to present my research

      !- definition : event * the event of making sense is primordial prerequisite for a conceptual life of mind and is the gateway into modern human culture, into the symbolosphere

    2. My interest goes yet further, to the metaphysical ground of cognition andmental processes and how they reflect on existence, meaning and value. There is anobvious and unavoidable strange loop (Hofstadter, 2013) here: the cognitive think-ing agent trying to make sense of these same sense-making processes that bring forthboth her as a subject and the objects of her observation while these are being broughtforth.

      !- key insight : making sense of making sense is a strange loop! * This sentence deeply resonates

    1. 5.10 Believability weight your decision making.

      5.10 Believability weight your decision making.

    2. 5.1 Recognize that 1) the biggest threat to good decision making is harmful emotions, and 2) decision making is a two-step process (first learning and then deciding).

      5.1 Recognize that 1) the biggest threat to good decision making is harmful emotions, and 2) decision making is a two-step process (first learning and then deciding).

  18. Jun 2022
    1. By dropping or reducing or postponing the least importantparts, we can unblock ourselves and move forward even when timeis scarce.

      When working on a project, to stave off potential procrastination on finishing, one should focus on the minimum viable version and finish that. They can then progressively enhance portions and add on addition pieces which may be beneficial or even nice to have.

      Spending too much time on the things that sound nice or that one "might want to have" in the future will be the death of the thing.

      link to: - you ain't gonna need it - bikeshedding for procrastination

      questions: - Does the misinterpreted-effort hypothesis play a role in creating our procrastination and/or lead to decision fatigue?

  19. Apr 2022
    1. Priority inversion within organizational decision-making harms making the correct decision.

      The author's solution argues a primitive approach: the greater good for the greatest number.

      1. Customer
      2. Company
      3. Product
      4. Group
      5. Project
      6. Team
      7. Individual Contributor
  20. Mar 2022
    1. “Scarcity: WhyHaving Too Little Means So Much” (2013) by Mullainathan andShafir. They investigate how the experience of scarcity has cognitiveeffects and causes changes in decision-making processes.

      I'm reminded of a reference recently to Republicans being upset that poor people of color would "waste" their money on frivolities like manicures and fake fingernails instead of on food or other necessities. How might this tie into the argument made in this book?

  21. Feb 2022
    1. Even though results of these studies are currently under intensescrutiny and have to be taken with a grain of salt (Carter andMcCullough 2014; Engber and Cauterucci 2016; Job, Dweck andWalton 2010), it is safe to argue that a reliable and standardisedworking environment is less taxing on our attention, concentration

      and willpower, or, if you like, ego. It is well known that decision-making is one of the most tiring and wearying tasks...

      Having a standardized and reliable working environment or even workflow can be less taxing on our attention, our concentration, and our willpower leaving more energy for making decisions and thinking which can have a greater impact.

      Does the fact that the relative lack of any decision making about what to see or read next seen in doomscrolling underlie some of the easily formed habit of the attention economy? Not having to actively decide what to read next combined with the random rewards of interesting tidbits creating a sense of flow is sapping not our mental energy, but our time. How can we better design against this?

  22. Jan 2022
    1. In a period of prolonged change, digital theory is more than an academic exercise. Digital media impacts all aspects of western society, from education to politics, from business to the arts. Journalists, science fiction writers, ideologues, entrepreneurs, activists, classroom teachers, rock stars, Supreme Court judges, government regulators are both consumers and producers of digital theory. For many, theorizing restores predictability and stability to a world rocked by radical change, while for others, theory fuels change, directing the energies unleashed by the digital revolution towards altering the nature of political life or personal identity. Our fantasies and fears about change shape our theories (including supposedly disinterested academic theories) as much as our theories help master those fears and fulfill those fantasies.

      Here Jenkins makes an argument for the practicality of digital theory as a way to make meaning of the rapid changes that have come with "the digital revolution"

  23. Dec 2021
    1. The tools of writing have seldom been designed with writers in mind.

      Perhaps its just that modern writers have been so long divorced from the ideas of classical rhetoric that they're making the process so much harder than it needs to be. Do writers know what they really need in the first place? Perhaps they've been putting the cart before the horse for too long.

      Rethinking one's writing process to start at the moment of reading and annotation is possibly a far better method for composition? Then instead of needing to do the work of coming up with an idea and then researching toward one's idea and then creating something de novo, one can delve into one's notes of things they know have previously been of interest to them. By already being of interest or answering questions they've previously asked themselves and had interest in pursuing, they might make the load of work more evenly spread across their lives rather than designing a massive mountain of a problem first and then attempting to scale it after the fact.

      By building the mountain from the start, it then isn't a problem to be solved, just a vista from which to stand and survey the area.

    1. Nature Portfolio. (2021, December 8). Estimates of COVID-19 vaccine uptake in the US based on large surveys that are used to guide policy-making decisions tend to overestimate the number of vaccinated individuals, according to research published in @Nature. Https://go.nature.com/3EBQPOh https://t.co/rSoclzWIdg [Tweet]. @NaturePortfolio. https://twitter.com/NaturePortfolio/status/1468633979364560899

    1. Some people have found success with a crowd-funded Patreon-kind of funding model. Even though ostensibly making is showbusiness now,

      Starting with reality television, everything seems to have become entertainment. Social media has accelerated this.

      The idea that "making is showbusiness" is an interesting label for this.

      We also have "manufacturing"; when will we have digufacturing?

  24. Nov 2021
    1. Many decisions are reversible, two-way doors. Those decisions can use a light-weight process. Most decisions should probably be made with somewhere around 70 percent of the information you wish you had. Some decisions are consequential and irreversible or nearly irreversible -- one-way doors -- and these decisions must be made methodically, carefully, slowly, with great deliberation and consultation. If you walk through and don't like what you see on the other side, you can't get back to where you were before. But most decisions aren't like that -- they are changeable, reversible -- they're two-way doors. If you've made a suboptimal two-way door decision, you don't have to live with the consequences for that long. You can reopen the door and go back through.

      Reversible decisions can be made with less information / certainty

    1. Dr. Thomas Wilckens. (2021, October 31). JCVI facing calls from within for greater transparency over decision-making https://buff.ly/3GwVqCZ JCVI has been criticised for failing to publish detailed minutes, modelling and analysis behind its decision to advise vaccinating all over-16s in Britain #covid19 #coronavirus https://t.co/nWbnvci7LI [Tweet]. @Thomas_Wilckens. https://twitter.com/Thomas_Wilckens/status/1454798820156530689

  25. Oct 2021
    1. “Speed kills.” If you are able to be nimble, assess the ever-changing environment, and adapt quickly, you’ll always carry the advantage over any opponents. Start applying the OODA Loop to your day-to-day decisions and watch what happens. You’ll start to notice things that you would have been oblivious to before. Before jumping to your first conclusion, you’ll pause to consider your biases, take in additional information, and be more thoughtful of consequences.

      In che modo si può applicare il modello OODA Loop nella vita quotidiana?

      Semplicemente applicando ad ogni nostra decisione le fasi previste dal modello, rendendo questo processo una abitudine riusciremo ad essere sempre più veloci nell'eseguirlo e questo ci darà la velocità necessaria per sopravvivere e vincere.