Sublime

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.

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.

Continuous Architecture states that the unit of work of an architect is an architectural decision.

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.

Borrowing from Donald Rumsfeld, you can think of them as knowable unknowns, inaccessible unknowns, and unknowable unknowns.

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.

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.

RACI—and trust—are the keys to effective decision making.

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,