Sublime
An inspiration engine for ideas
There is no power in wanting or predicting; the power is in deciding. Even if we say that we plan for this experience to be of no value, we have taken the stance of ownership. What is so difficult to communicate is that ownership is more important than results.
Peter Block • Community
But for our commonsense notions of human agency and morality to hold, it seems that our actions cannot be merely lawful products of our biology, our conditioning, or anything else that might lead others to predict them.
Sam Harris • Free Will
Continuous Architecture states that the unit of work of an architect is an architectural decision.
Murat Erder • Continuous Architecture in Practice: Software Architecture in the Age of Agility and DevOps (Addison-Wesley Signature Series (Vernon))
A metaphor is not merely a flawed and fuzzy model, nor is it a final answer. A useful metaphor is an invitation to hard work that can be indispensable to innovation.
Jessica C. Flack • Worlds Hidden in Plain Sight: The Evolving Idea of Complexity at the Santa Fe Institute, 1984–2019 (Compass)
Borrowing from Donald Rumsfeld, you can think of them as knowable unknowns, inaccessible unknowns, and unknowable unknowns.
Steven Johnson • Farsighted: How We Make the Decisions That Matter the Most
The philosophy is that you push the power of decision making out to the periphery and away from the center. You give people the room to adapt, based on their experience and expertise. All you ask is that they talk to one another and take responsibility. That is what works.
Atul Gawande • The Checklist Manifesto: How To Get Things Right
In our intrapersonal framework, the agents are a series of short-lived doers; specifically, we assume there is a new doer each time period, say each day.
Richard H. Thaler • Misbehaving: The Making of Behavioral Economics
RACI—and trust—are the keys to effective decision making.
Joel Manby • Love Works: Seven Timeless Principles for Effective Leaders
Instead of assuming agents were perfectly rational, we allowed there were limits to how smart they were. Instead of assuming the economy displayed diminishing returns (negative feedbacks), we allowed that it might also contain increasing returns (positive feedbacks). Instead of assuming the economy was a mechanistic system operating at equilibrium,
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