aron
@aronshelton
Designing and navigating various contextual arrangements with an enigmatic sense of hope. #wayfinder
aron
It doesn’t matter how much we summarize, at some point, effort is required. More summaries won’t automatically lead to more understanding.
Seth Godin • The Cliffs Notes paradox
The Product is the Process: Prototyping Reality with Public Assembly – ZORA ZINE
Guy Mackinnon-Littlezine.zora.co
When you start thinking about governance as content moderation, it gets really interesting because fundamentally it's about what your community believes overall, the content that matters to them.
Rehash: A Web Podcast • Non-Financial Use Cases for Tokens w/David Phelps | S3 E2
As a Service / Are.na
blank-as-a-service.are.naVelocity 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.
Good protocols, in short, manage to catalyze good enough outcomes with respect to a variety of contending criteria, via surprisingly limited and compact interventions.
Venkatesh Rao • The Unreasonable Sufficiency of Protocols
The future of tech will be an old model: The co-op - Mutual Interest Media
Mutual Interest Mediamutualinterest.coop