aron
@aronshelton
Designing and navigating various contextual arrangements with an enigmatic sense of hope. #wayfinder
aron
Ultimately, the efficiency DAOs aspire to may not be defined as an economic function but as a matter of “better,” situated governance: one supported by deeper practical knowledge within an infinite game.
gnosisguild.mirror.xyz • A Prehistory of DAOs
In the end, one can see collective curation to be the path moving forward, and to go back to biblical prophecies mentioned prior, if biting from the “forbidden apple” made us Godlike, maybe the fault was in the individualistic approach to “an all encompassing being” -the internet has given us the opportunity to become enlightened communities, if we
... See moreAndrea Hernandez • Curation as Salvation
Not all questions seek answers, some seek journeys.
Non-Financial Use Cases for Tokens w/David Phelps | S3 E2
youtube.comTokenomics and
to make the thing is to make its impact, its memory, the product of its extended use, its legacy, and its language. "Good Design", such that it might exist, is the art of building this phantom value in the future from the most minimal physical compromise in the present.
ཊལབསརངཧtwitter.comdesign and
Embrace win-lose ideas
Hyperstition is a positive feedback circuit including culture as a component. It can be defined as the experimental (techno-)science of self-fulfilling prophecies. Superstitions are merely false beliefs, but hyperstitions — by their very existence as ideas — function causally to bring about their own reality.
Cultivating Hyperstitions
Velocity and possibility
seths.blog
The art of project management includes the dance between velocity and possibility.
If you describe the outcome with specificity and remove as many variables as possible, you’ll get the work done with more speed, higher reliability and less cost.
That velocity, though, might encourage us to recognize that all sorts of options are available. There are countless chances to make the project better and to find new opportunities.
Exploring the possibilities in moments of high velocity almost certainly ensures that costs will increase, reliability will be impacted and you’ll miss deadlines.
That’s because possibility is the art of being willing to be wrong. It’s exploration. It’s far easier to explore on foot than it is on a high-speed train.
The best time to explore is before you scale your investments, your commitments and the size of the team.
We seek both velocity and possibility, but not at the same time.
I like the idea that mastery is simply a very intimate understanding of all the possible mistakes one could make. Daniel Dennett had a great riff on this– he recommended being a connoisseur of one’s mistakes.