Adaptation Model Quotes

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.

MANTRA: “My demand as a woman is that my difference be taken into account and that I not be forced to adapt to the male model.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

In the nineteenth century the Industrial Revolution created new conditions and problems that none of the existing social, economic, and political models could cope with. Feudalism, monarchism, and traditional religions were not adapted to managing industrial metropolises, millions of uprooted workers, or the constantly changing nature of the modern economy. Consequently, humankind had to develop completely new models—liberal democracies, communist dictatorships, and fascist regimes—and it took more than a century of terrible wars and revolutions to experiment with these models, separate the wheat from the chaff, and implement the best solutions. Child labor in Dickensian coal mines, the First World War, and the Great Ukrainian Famine of 1932–33 constituted just a small part of the tuition fees humankind had to pay.

[Adapted and condensed Valedictorian speech:] I'm going to ask that you seriously consider modeling your life, not in the manner of the Dalai Lama or Jesus - though I'm sure they're helpful - but something a bit more hands-on, Carassius auratus auratus, commonly known as the domestic goldfish. People make fun of the goldfish. People don't think twice about swallowing it. Jonas Ornata III, Princeton class of '42, appears in the Guinness Book of World Records for swallowing the greatest number of goldfish in a fifteen-minute interval, a cruel total of thirty-nine. In his defense, though, I don't think Jonas understood the glory of the goldfish, that they have magnificent lessons to teach us. If you live like a goldfish, you can survive the harshest, most thwarting of circumstances. You can live through hardships that make your cohorts - the guppy, the neon tetra - go belly-up at the first sign of trouble. There was an infamous incident described in a journal published by the Goldfish Society of America - a sadistic five-year-old girl threw hers to the carpet, stepped on it, not once but twice - luckily she'd done it on a shag carpet and thus her heel didn't quite come down fully on the fish. After thirty harrowing seconds she tossed it back into its tank. It went on to live another forty-seven years. They can live in ice-covered ponds in the dead of winter. Bowls that haven't seen soap in a year. And they don't die from neglect, not immediately. They hold on for three, sometimes four months if they're abandoned. If you live like a goldfish, you adapt, not across hundreds of thousands of years like most species, having to go through the red tape of natural selection, but within mere months, weeks even. You give them a little tank? They give you a little body. Big tank? Big body. Indoor. Outdoor. Fish tanks, bowls. Cloudy water, clear water. Social or alone. The most incredible thing about goldfish, however, is their memory. Everyone pities them for only remembering their last three seconds, but in fact, to be so forcibly tied to the present - it's a gift. They are free. No moping over missteps, slip-ups, faux pas or disturbing childhoods. No inner demons. Their closets are light filled and skeleton free. And what could be more exhilarating than seeing the world for the very first time, in all of its beauty, almost thirty thousand times a day? How glorious to know that your Golden Age wasn't forty years ago when you still had all you hair, but only three seconds ago, and thus, very possibly it's still going on, this very moment." I counted three Mississippis in my head, though I might have rushed it, being nervous. "And this moment, too." Another three seconds. "And this moment, too." Another. "And this moment, too.

The term 'role model' is so odious, but the truth is it's a very strong writer indeed who gets by without a model kept somewhere in mind. I think of Keats. Keats slogging away, devouring books, plagiarizing, impersonating, adapting, struggling, growing, writing many poems that made him blush and then a few that made him proud, learning everything he could from whomever he could find, dead or alive, who might have something useful to teach him.

The stronger we are relative to others, the less willing we generally are to change. We see strength as an immediate advantage that we don’t want to compromise. However, it’s not strength that survives, but adaptability. Strength becomes rigidity.

The world we imagine seems as real as the ones we’ve experienced. We suffuse the model with the emotional values of past realities. And in the thrall of that vision (call it “the plan,” writ large), we go forth and take action. If things don’t go according to the plan, revising such a robust model may be difficult. In an environment that has high objective hazards, the longer it takes to dislodge the imagined world in favor of the real one, the greater the risk. In nature, adaptation is important; the plan is not. It’s a Zen thing. We must plan. But we must be able to let go of the plan, too.

The goal of science is to make the wonderful and complex understandable and simple—but not less wonderful. —Herb Simon, Sciences of the Artificial

Masking also obscures the fact that the world is massively inaccessible to us. If allistics (non-Autistics) never hear our needs voiced, and never see our struggle, they have no reason to adapt to include us. We must demand the treatment we deserve, and cease living to placate those who have overlooked us.

Young people have a marvelous faculty of either dying or adapting themselves to circumstances. Even if they are unhappy - very unhappy - it is astonishing how easily they can be prevented from finding it out, or at any rate from attributing it to any other cause than their own sinfulness. To parents who wish to lead a quiet life I would say: Tell your children that they are naughty - much naughtier than most children. Point to the young people of some acquaintances as models of perfection and impress your own children with a deep sense of their own inferiority. You carry so many more guns than they do that they cannot fight you. This is called moral influence, and it will enable you to bounce them as much as you please. They think you know and they will not have yet caught you lying often enough to suspect that you are not the unworldly and scrupulously truthful person which you represent yourself to be; nor yet will they know how great a coward you are, nor how soon you will run away if they fight you with persistency and judgment. You keep the dice and throw them both for your children and yourself. Load them then, for you can easily manage to stop your children from examining them. Tell them how singularly indulgent you are; insist on the incalculable benefit you conferred upon them, firstly in bringing them into the world at all, but more particularly in bringing them into it as your own children rather than anyone else's... You hold all the trump cards, or if you do not you can filch them; if you play them with anything like judgment you will find yourselves heads of happy, united, God-fearing families... True, your children will probably find out all about it some day, but not until too late to be of much service to them or inconvenience to yourself.

Like seeing the doctor for an annual exam, regularly assessing a business model is an important management activity that allows an organization to evaluate the health of its market position and adapt accordingly.

Individuals in crisis often receive help from friends, just as nations in crisis may recruit help from allied nations. Individuals in crisis may model their solutions on ways in which they see other individuals addressing similar crises; nations in crisis may borrow and adapt solutions already devised by other nations facing similar problems. Individuals in crisis may derive self-confidence from having survived previous crises; so do nations.

There are probably no pure races but only races that have become pure, even these being extremely rare. What is normal is crossed races, in which, together with a disharmony of physical features (when eye and mouth do not correspond with one another, for example), there must always go a disharmony of habits and value-concepts. (Livingstone¹¹³ heard someone say: 'God created white and black men but the Devil Created the half-breeds.') Crossed races always mean at the same time crossed cultures, crossed moralities: they are usually more evil, crueller, more restless. Purity is the final result of countless adaptations, absorptions and secretions, and progress towards purity is evidenced in the fact that the energy available to a race is increasingly restricted to individual selected functions, while previously it was applied to too many and often contradictory things: such a restriction will always seem to be an impoverishment and should be assessed with consideration and caution. In the end, however, if the process of purification is successful, all that energy formerly expended in the struggle of the dissonant qualities with one another will stand at the command of the total organism: which is why races that have become pure have always also become stronger and more beautiful. The Greeks offer us the model of a race and culture that has become pure: and hopefully we shall one day also achieve a pure European race and culture.

Models need to be judged by what they eliminate as much as by what they include—like stone carving, the art is in removing what you do not need.

Good modeling requires that we have just enough of the “right” transparencies in the map. Of course, the right transparencies depend on the needs of a particular user.

In the real world you will either understand and adapt to find success or you will fail.

In an optimization-based model, preferences or payoffs are fundamental. In a rule-based model, the behavior is fundamental. Behavioral rules can be fixed or adapt.

In hierarchies, social engagement is optional; in the Adaptive model, it is required.

See, once upon a time,” Yavuz was saying, “fear was a unifying force. Back then, you could make a country strong with xenophobia. That’s the old model, the nation-state fortress thing. But you can’t live in a fortress when your whole way of life depends on globalized interdependence and trade. Once that happens, xenophobic tendency becomes a handicap, in Groombridge’s terms a non-adaptive trait.

It is this shared awareness that allows for fast, flexible, and fluid coordination and decision-making that are far more adaptive and co-creative than any other organizational model currently being used in major societal institutions.

What does the Dalai Lama’s life teach us? Certainly, he is a sterling example of turning adversity into joyful service. But there is more to him than that: he is also a model of innovation and adaptation. He has taken the tenets of Buddhism and made them relevant to everyone. His message is not just about personal happiness and good karma; it is also very much about respecting the earth’s resources, recognizing the equality of all people, and sharing with the less fortunate.

Machine learning takes many different forms and goes by many different names: pattern recognition, statistical modeling, data mining, knowledge discovery, predictive analytics, data science, adaptive systems, self-organizing systems, and more.

In it they argue persuasively for a new model of care that takes the best of the past and adapts it to a modern medical setting. No one can improve without the bare minimum—shelter, clothing, and food—but they also need care: intelligent medical intervention, personal contact, community, and meaning.

Since his time, and largely thanks to him, the Ego has steadily tended to efface itself, and, for purposes of model, to become a manikin on which the toilet of education is to be draped in order to show the fit or misfit of the clothes. The object of study is the garment, not the figure. The tailor adapts the manikin as well as the clothes to his patron's wants. The tailor's object, in this volume, is to fit young men, in universities or elsewhere, to be men of the world, equipped for any emergency ; and the garment offered to them is meant to show the faults of the patchwork fitted on their fathers.

For all we know, our ancestors may have had better reproductive success not because they were smart, but because they were emotionally sensitive, dynamically moody, and ridden with anxiety. In other words, it makes sense to hold up an evolutionary lens to mental disorders because they might not be disorders at all, but adaptations.

4. Attachment offers a secure base. Secure attachment also provides a secure base from which individuals can explore their universe and most adaptively respond to their environment. The presence of such a base encourages exploration and a cognitive openness to new information. It promotes the confidence necessary to risk, learn, and continually update models of self and the world.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

To be an effective organisation, the structure of the organisation must be willing to adapt to a network model, leaving the old hierarchy model behind. We see the efficacy of the network model daily in many areas of our lives, and this greatly challenges the old from-top-to-down hierarchical model that many organisations have a hard time letting go of. But I suppose at the end of the day, it is a matter of survival. Simply put, in order to survive, one must adapt and to adapt today, means to take on a more networked approach to doing things in organisations, groups, companies and even in society as a whole (including politics). So in other words, in order for society in all of its forms from big to small, to move forward strongly, it must adapt to a framework that sees itself as a network rather than a hierarchy.

driven by a deep-lying need to master the world by understanding it, science works steadily toward its goal – a perfectly clear conceptual model of reality, adapted to explain all phenomena by the simplest formula that can be found …’ But Cornford saw that there’s a catch. ‘When we contemplate the finished result, we see that in banishing “the vague”, it has swept away everything in which another type of mind finds all the value and significance of the world’.

There is nothing that the media could say to me that would justify the way they’ve acted. You can hound me. You can follow me, but in no way should you frighten those around me. To harm my wife and potentially harm my daughter—there is no excuse that could put any of you on the right side of morality. I met Rose when I was fifteen and she was fourteen, and through what she would call fate and I’d call circumstance of our hobbies, we’d cross paths dozens of times over the course of a decade. At seventeen, I attended the same national Model UN conference as Rose, and a delegate for Greenland locked us in a janitorial closet. He also stole our phones. He had to beat us dishonorably because he couldn’t beat us any other way. Rose said being locked in a confined space with me was the worst two hours of her life" They look bemused, brows furrowing. I can’t help but smile. “You’re confused because you don’t know whether she was exaggerating or whether she was being truthful. But the truth is that we are complex people with the ability to love to hate and to hate to love, and I wouldn’t trade her for any other person. So that day, stuck beside mops and dirtied towels, I could’ve picked the lock five minutes in and let her go. Instead, I purposefully spent two hours with a girl who wore passion like a dress made of diamonds and hair made of flames. Every day of my life, I am enamored. Every day of my life, I am bewitched. And every day of my life, I spend it with her.” My chest swells with more power, lifting me higher. “I’ve slept with many different kinds of people, and yes, the three that spoke to the press are among them. Rose is the only person I’ve ever loved, and through that love, we married and started a family. There is no other meaning behind this, and for you to conjure one is nothing less than a malicious attack against my marriage and my child. Anything else has no relevance. I can’t be what you need me to be. So you’ll have to accept this version or waste your time questioning something that has no answer. I know acceptance isn’t easy when you’re unsure of what you’re accepting, but all I can say is that you’re accepting me as me. I leave them with a quote from Sylvia Plath. “‘I took a deep breath and listened to the old brag of my heart.’” My lips pull higher, into a livelier smile. “‘I am, I am, I am.’” With this, I step away from the podium, and I exit to a cacophony of journalists shouting and asking me to clarify. Adapt to me. I’m satisfied, more than I even predicted. Some people will rewind this conference on their television, to listen closely and try to understand me. I don’t need their understanding, but my daughter will—and I hope the minds of her peers are wide open with vibrant hues of passion. I hope they all paint the world with color.

Collins and his coauthors identified four features of apprenticeship that could be adapted to the demands of knowledge work: modeling, or demonstrating the task while explaining it aloud; scaffolding, or structuring an opportunity for the learner to try the task herself; fading, or gradually withdrawing guidance as the learner becomes more proficient; and coaching, or helping the learner through difficulties along the way. Christoph Kreitz and his colleagues incorporated these features of traditional apprenticeships into their course redesign, reducing the amount

In the nineteenth century the Industrial Revolution created new conditions and problems that none of the existing social, economic, and political models could cope with. Feudalism, monarchism, and traditional religions were not adapted to managing industrial metropolises, millions of uprooted workers, or the constantly changing nature of the modern economy. Consequently, humankind had to develop completely new models—liberal democracies, communist dictatorships, and fascist regimes—and it took more than a century of terrible wars and revolutions to experiment with these models, separate the wheat from the chaff, and implement the best solutions.

Before embarking on this intellectual journey, I would like to highlight one crucial point. In much of this book I discuss the shortcomings of the liberal worldview and the democratic system. I do so not because I believe liberal democracy is uniquely problematic but rather because I think it is the most successful and most versatile political model humans have so far developed for dealing with the challenges of the modern world. While it might not be appropriate for every society in every stage of development, it has proven its worth in more societies and in more situations than any of its alternatives. So when we are examining the new challenges that lie ahead of us, it is necessary to understand the limitations of liberal democracy and to explore how we can adapt and improve its current institutions. Unfortunately, in the present political climate any critical thinking about liberalism and democracy might be hijacked by autocrats and various illiberal movements, whose sole interest is to discredit liberal democracy rather than to engage in an open discussion about the future of humanity. While they are more than happy to debate the problems of liberal democracy, they have almost no tolerance of any criticism directed at them. As an author, I was therefore required to make a difficult choice. Should I speak my mind openly and risk that my words might be taken out of context and used to justify burgeoning autocracies? Or should I censor myself? It is a mark of illiberal regimes that they make free speech more difficult even outside their borders. Due to the spread of such regimes, it is becoming increasingly dangerous to think critically about the future of our species. After some soul-searching, I chose free discussion over self-censorship. Without criticizing the liberal model, we cannot repair its faults or move beyond it. But please note that this book could have been written only when people are still relatively free to think what they like and to express themselves as they wish. If you value this book, you should also value the freedom of expression.

In much of this book I discuss the shortcomings of the liberal worldview and the democratic system. I do so not because I believe liberal democracy is uniquely problematic but rather because I think it is the most successful and most versatile political model humans have so far developed for dealing with the challenges of the modern world. While it might not be appropriate for every society in every stage of development, it has proven its worth in more societies and in more situations than any of its alternatives. So when we are examining the new challenges that lie ahead of us, it is necessary to understand the limitations of liberal democracy and to explore how we can adapt and improve its current institutions.

Price mostly meanders around recent price until a big shift in opinion occurs, causing price to jump up or down. This is crudely modeled by quants using something called a jump-diffusion process model. Again, what does this have to do with an asset’s true intrinsic value? Not much. Fortunately, the value-focused investor doesn’t have to worry about these statistical methods and jargon. Stochastic calculus, information theory, GARCH variants, statistics, or time-series analysis is interesting if you’re into it, but for the value investor, it is mostly noise and not worth pursuing. The value investor needs to accept that often price can be wrong for long periods and occasionally offers interesting discounts to value.

In Bernardo Soares – a prose writer who poetizes, a dreamer who thinks, a mystic who doesn’t believe, a decadent who doesn’t indulge – Pessoa invented the best author possible (and who was just a mutilated copy of himself) to provide unity to a book which, by nature, couldn’t have one. The semi-fiction called Soares, more than a justification or handy solution for this scattered Book, is an implied model for whoever has difficulty adapting to real, normal, everyday life. The only way to survive in this world is by keeping alive our dream, without ever fulfilling it, since the fulfilment never measures up to what we imagine – this was the closest thing to a message that Pessoa left, and he gave us Bernardo Soares to show us how it’s done.

Roney (2003) hypothesized that mere exposure to attractive women would activate cognitive adaptations in men designed to embody the qualities that women want in a mate. Specifically, he predicted that exposure to young attractive women would (1) increase the importance men place on their own financial success, (2) experience feeling more ambitious, and (3) produce self-descriptions that correspond to what women want. Using a cover story to disguise the purpose of the study, Roney had one group of men rate the effectiveness of advertisements containing young, attractive models and another group of men rate the effectiveness of ads containing older, less-attractive models. Following this exposure, the men responded to the key measures to test his hypotheses.

Here was this elusive "Santa Fe approach": Instead of emphasizing decreasing returns, static equilibrium, and perfect rationality, as in the neoclassical view, the Santa Fe team would emphasize increasing returns, bounded rationality, and the dynamics of evolution and learning. Instead of basing their theory on assumptions that were mathematically convenient, they would try to make models that were psychologically realistic. Instead of viewing the economy as some kind of Newtonian machine, they would see it as something organic, adaptive, surprising, and alive. Instead of talking about the world as if it were a static thing buried deep in the frozen regime, as Chris Langton might have put it, they would learn how to think about the world as a dynamic, ever-changing system poised at the edge of chaos.

In the nineteenth century the Industrial Revolution created new conditions and problems that none of the existing social, economic and political models could cope with. Feudalism, monarchism and traditional religions were not adapted to managing industrial metropolises, millions of uprooted workers, or the constantly changing nature of the modern economy. Consequently humankind had to develop completely new models – liberal democracies, communist dictatorships and fascist regimes – and it took more than a century of terrible wars and revolutions to experiment with these models, separate the wheat from the chaff, and implement the best solutions. Child labour in Dickensian coal mines, the First World War and the Great Ukrainian Famine of 1932–3 constituted just a small part of the tuition fees humankind paid.

As children, Other-blamers were likely exposed to developmental or attachment trauma, such as abusive, shaming, rejecting, or neglectful parenting. Parents who are substance abusers or psychologically troubled often underfocus on a child’s needs. Parents may have exhibited narcissistic or Other-blaming behaviors that the child models. Another possible cause is parents who were permissive or conflict avoiding and did not hold the child accountable. Parents who overfocus on achievement or behavioral compliance can also encourage a fear of failure that may bring on Other-blaming tendencies. These experiences can cause children to feel unloved, unprotected, and inadequate. They may struggle to experience empathy for others and may develop an unhealthy hypersensitivity and overreaction to shaming experiences. While Other-blaming as a shame-management strategy may be adaptive in childhood, it causes difficulties for adult relationships at all levels, from presidential to personal.

Mafiosi, for Franchetti, were entrepreneurs in violence, specialists who had developed what today would be called the most sophisticated business model in the marketplace. Under the leadership of their bosses, mafia bands ‘invested’ violence in various commercial spheres in order to extort protection money and guarantee monopolies. This was what he called the violence industry. As Franchetti wrote, [in the violence industry] the mafia boss . . . acts as capitalist, impresario and manager. He unifies the management of the crimes committed . . . he regulates the way labour and duties are divided out, and controls discipline amongst the workers. (Discipline is indispensable in this as in any other industry if abundant and constant profits are to be obtained.) It is the mafia boss’s job to judge from circumstances whether the acts of violence should be suspended for a while, or multiplied and made fiercer. He has to adapt to market conditions to choose which operations to carry out, which people to exploit, which form of violence to use.

I had a letter from a fourteen-year-old the other day who was in a juvenile detention center. She wrote, ‘My life was a mess and I was on drugs, and I came here and I hated it. And then in the library I found a copy of My Life with the Chimpanzees. I never had a supportive mother, but when I read that book, I thought Jane can be my mother.’ “Her mother had never told her she could succeed. But when she read how my mother had supported me, and the difference that had made, she started to realize that she, too, could follow her dreams. I would be her role model—that’s what she meant by saying I could be her mother. She started behaving well, working hard—she turned her life around.” I thought about this young woman, about the power of books and stories and role models to change a child’s life. And I thought about what Jane had said about how important our environment is and that our human nature is adaptable enough to fit into the world in which we must survive. How we can nurture our children is so very dependent on the larger community in which we live. There can be little doubt that the poverty, addiction, and hopelessness surrounding Robert White Mountain’s son contributed to his dying by suicide at sixteen.

If the symbolic father is often lurking behind the boss--which is why one speaks of 'paternalism' in various kinds of enterprises--there also often is, in a most concrete fashion, a boss or hierarchic superior behind the real father. In the unconscious, paternal functions are inseparable from the socio-professional and cultural involvements which sustain them. Behind the mother, whether real or symbolic, a certain type of feminine condition exists, in a socially defined imaginary context. Must I point out that children do not grow up cut off from the world, even within the family womb? The family is permeable to environmental forces and exterior influences. Collective infrastructures, like the media and advertising, never cease to interfere with the most intimate levels of subjective life. The unconscious is not something that exists by itself to be gotten hold of through intimate discourse. In fact, it is only a rhizome of machinic interactions, a link to power systems and power relations that surround us. As such, unconscious processes cannot be analyzed in terms of specific content or structural syntax, but rather in terms of enunciation, of collective enunciative arrangements, which, by definition, correspond neither to biological individuals nor to structural paradigms... The customary psychoanalytical family-based reductions of the unconscious are not 'errors.' They correspond to a particular kind of collective enunciative arrangement. In relation to unconscious formation, they proceed from the particular micropolitics of capitalistic societal organization. An overly diversified, overly creative machinic unconscious would exceed the limits of 'good behavior' within the relations of production founded upon social exploitation and segregation. This is why our societies grant a special position to those who specialize in recentering the unconscious onto the individuated subject, onto partially reified objects, where methods of containment prevent its expansion beyond dominant realities and significations. The impact of the scientific aspirations of techniques like psychoanalysis and family therapy should be considered as a gigantic industry for the normalization, adaption and organized division of the socius. The workings of the social division of labor, the assignment of individuals to particular productive tasks, no longer depend solely on means of direct coercion, or capitalistic systems of semiotization (the monetary remuneration based on profit, etc.). They depend just as fundamentally on techniques modeling the unconscious through social infrastructures, the mass media, and different psychological and behavioral devices...Even the outcome of the class struggle of the oppressed--the fact that they constantly risk being sucked into relations of domination--appears to be linked to such a perspective.

Consider a mug of American coffee. It is found everywhere. It can be made by anyone. It is cheap - and refills are free. Being largely without flavor, it can be diluted to taste. What it lacks in allure it makes up in size. It is the most democratic method ever devised for introducing caffeine into human beings. Now take a cup of Italian espresso. It requires expensive equipment. Price-to-volume ratio is outrageous, suggesting indifference to the consumer and ignorance of the market. The aesthetic satisfaction accessory to the beverage far outweighs its metabolic impact. It is not a drink; it is an artifact. This contrast can stand for the differences between America and Europe - differences nowadays asserted with increased frequency and not a little acrimony on both sides of the Atlantic. The mutual criticisms are familiar. To American commentators Europe is 'stagnant.' Its workers, employers, and regulations lack the flexibility and adaptability of their U.S. counterparts. The costs of European social welfare payments and public services are 'unsustainable.' Europe's aging and 'cossetted' populations are underproductive and self-satisfied. In a globalized world, the 'European social model' is a doomed mirage. This conclusion is typically drawn even by 'liberal' American observers, who differ from conservative (and neoconservative) critics only in deriving no pleasure from it. To a growing number of Europeans, however, it is America that is in trouble and the 'American way of life' that cannot be sustained. The American pursuit of wealth, size, and abundance - as material surrogates for happiness - is aesthetically unpleasing and ecologically catastrophic. The American economy is built on sand (or, more precisely, other people's money). For many Americans the promise of a better future is a fading hope. Contemporary mass culture in the U.S. is squalid and meretricious. No wonder so many Americans turn to the church for solace.

COEFFICIENT The nonparametric alternative, Spearman’s rank correlation coefficient (r, or “rho”), looks at correlation among the ranks of the data rather than among the values. The ranks of data are determined as shown in Table 14.2 (adapted from Table 11.8): Table 14.2 Ranks of Two Variables In Greater Depth … Box 14.1 Crime and Poverty An analyst wants to examine empirically the relationship between crime and income in cities across the United States. The CD that accompanies the workbook Exercising Essential Statistics includes a Community Indicators dataset with assorted indicators of conditions in 98 cities such as Akron, Ohio; Phoenix, Arizona; New Orleans, Louisiana; and Seattle, Washington. The measures include median household income, total population (both from the 2000 U.S. Census), and total violent crimes (FBI, Uniform Crime Reporting, 2004). In the sample, household income ranges from $26,309 (Newark, New Jersey) to $71,765 (San Jose, California), and the median household income is $42,316. Per-capita violent crime ranges from 0.15 percent (Glendale, California) to 2.04 percent (Las Vegas, Nevada), and the median violent crime rate per capita is 0.78 percent. There are four types of violent crimes: murder and nonnegligent manslaughter, forcible rape, robbery, and aggravated assault. A measure of total violent crime per capita is calculated because larger cities are apt to have more crime. The analyst wants to examine whether income is associated with per-capita violent crime. The scatterplot of these two continuous variables shows that a negative relationship appears to be present: The Pearson’s correlation coefficient is –.532 (p < .01), and the Spearman’s correlation coefficient is –.552 (p < .01). The simple regression model shows R2 = .283. The regression model is as follows (t-test statistic in parentheses): The regression line is shown on the scatterplot. Interpreting these results, we see that the R-square value of .283 indicates a moderate relationship between these two variables. Clearly, some cities with modest median household incomes have a high crime rate. However, removing these cities does not greatly alter the findings. Also, an assumption of regression is that the error term is normally distributed, and further examination of the error shows that it is somewhat skewed. The techniques for examining the distribution of the error term are discussed in Chapter 15, but again, addressing this problem does not significantly alter the finding that the two variables are significantly related to each other, and that the relationship is of moderate strength. With this result in hand, further analysis shows, for example, by how much violent crime decreases for each increase in household income. For each increase of $10,000 in average household income, the violent crime rate drops 0.25 percent. For a city experiencing the median 0.78 percent crime rate, this would be a considerable improvement, indeed. Note also that the scatterplot shows considerable variation in the crime rate for cities at or below the median household income, in contrast to those well above it. Policy analysts may well wish to examine conditions that give rise to variation in crime rates among cities with lower incomes. Because Spearman’s rank correlation coefficient examines correlation among the ranks of variables, it can also be used with ordinal-level data.9 For the data in Table 14.2, Spearman’s rank correlation coefficient is .900 (p = .035).10 Spearman’s p-squared coefficient has a “percent variation explained” interpretation, similar

Humans start out, much like other primates, relying on a massively parallel system of cognition, made up of a set of domain-specific heuristics that have evolved as a way of addressing particular problems that presented themselves with some frequency in the environment of evolutionary adaptation. All primates engage in social learning (whereby, instead of engaging in trial-and-error learning, they look to the behavior of conspecifics for clues as to the best strategy). Humans, however, hit on a particular heuristic-imitation with a conformist bias-that has significant adaptive value. In particular, the fidelity of the copying strategy is sufficiently great that it enables cumulative cultural change, and thus creates a cultural inheritance system.28 It also creates the preconditions for genuine rule-following to emerge, and hence for the development of norms-implicit-in-practice. This creates the possibility of semantic intentionality, and propositionally differentiated language (whereby the meaning of propositions becomes independent of their immediate context of use). Thus language develops, initially, as an external social practice. However, the enhancement of our cognitive abilities associated with this "language upgrade" leads individuals to increased dependence on language as a tool for planning and controlling their own behavior. Thus the intentional planning system develops as the seat of conscious, rational action. Theories of rational action (such as decision theory) are not psychological theories that attempt to model underlying "springs of action." They are essentially expressive theories, which attempt to work out the normative commitments that are implicitly undertaken whenever we act on the basis of our beliefs and preferences. Thus they are part of the toolkit that is provided to us by the language upgrade.

As the George F. Baker Professor of Economics at Harvard, a powerful Washington insider and advisor to two Republican presidents, Martin S. Feldstein was accustomed to being taken very seriously. He taught Ec 10, the introductory economics course at Harvard, for twenty years and this made some of the most powerful people in the USA his former students. So it might have come as a rude shock for Feldstein to be told in Spring 2003, not merely by a bunch of rebellious students but some of his fellow faculty, that his course was not only not good enough, it was misleading. This disturbance was triggered by Students for a Humane and Responsible Economics (SHARE), a Harvard-based off-shoot of the Post-Autistic Economics Network. But significantly, the actual petition demanding changes in Ec 10 was drafted by one of Feldstein’s colleagues, Prof. Stephen A. Marglin, himself a Harvard graduate and a veteran member of the faculty. The petition asked: If this course is meant to be an introduction to basic economic principles and methods, why is its content limited to the neo-liberal variety of economics? Why does it create the impression that there are no other models in the field of economics? Why isn’t there a plurality of approaches adapted to the complexity of objects analysed? By not providing a truly open marketplace for ideas Harvard failed to prepare students to be critical thinkers and engaged citizens, alleged SHARE. Its mission statement went on to argue that the standard economic models taught at Harvard were loaded with values and political convictions which inevitably influenced, if not defined, the students’ worldview as well as their career choices. Above all, said the petition, ‘ . . . by falsely presenting economics as a positive science devoid of ethical values, we believe Harvard strips students of their intellectual agency and prevents them from being able to make up their own minds.

the mantra of an innovative educator. I am an educator. I am an innovator. I am an innovative educator and I will continue to ask, “What is best for learners?” With this empathetic approach, I will create and design learning experiences. I believe that my abilities, intelligence, and talents can be developed, leading to the creation of new and better ideas. I recognize that there are obstacles in education, but, as an innovator, I will focus on what is possible today and where I can push to lead towards tomorrow. I will utilize the tools that are available to me today, and I will continue to search for new and better ways to grow, develop, and share my thinking, while creating and connecting my learning. I focus not only on where I can improve, but where I am already strong, and I look to develop those strengths in myself and in others. I build upon what I already know, but I do not limit myself. I’m open to and willing to embrace new learning, while continuously asking questions that help me move forward. I question thinking, challenge ideas, and do not accept, “This is the way we have always done it” as an acceptable answer for our students or myself. I model the learning and leadership I seek in others. I take risks, try new things to develop, and explore new opportunities. I ask others to take risks in their learning, and I openly model that I’m willing to do the same. I believe that isolation is the enemy of innovation, and I will learn from others to create better learning opportunities for others and myself. I connect with others both locally and globally to tap into ideas from all people and spaces. I will use those ideas, along with my professional judgment, to adapt the ideas to meet the needs of the learners in my community. I believe in my voice and experiences, as well as the voice and experiences of others, as they are important for moving education forward. I share because the learning I create and the experiences I have help others. I share to push my own thinking and to make an impact on learners, both young and old, all over the world. I listen and learn from different perspectives because I know we are much better together than we could ever be alone. I can learn from anyone and any situation. I actively reflect on my learning because I know looking back is crucial to moving forward. If we all embrace this mindset, imagine what education could become.

the AuThoRS Neal Lathia is a research associate in the Computer laboratory at the university of Cambridge. His research falls at the intersection of data mining, mobile systems, and personalization/recommender systems. lathia has a phD in computer science from the university College london. Contact him at neal.lathia@ cl.cam.ac.uk. Veljko Pejovic is a postdoctoral research fellow at the school of Computer science at the university of birmingham, uK. His research focuses on adaptive wireless technologies and their impact on society. pejovic received a phD in computer science from the university of California, santa barbara. Contact him at v.pejovic@cs.bham.ac.uk. Kiran K. Rachuri is a phD student in the Computer laboratory at the university of Cambridge. His research interests include smartphone sensing systems, energy efficient sensing, and sensor networks. rachuri received an ms in computer science from the Indian Institute of technology madras. Contact him at kiran.rachuri@cl.cam.ac.uk. Cecilia Mascolo is a reader in mobile systems in the Computer laboratory at the university of Cambridge. Her interests are in the area of mobility modeling, sensing, and social network analysis. mascolo has a phD in computer science from the university of bologna. Contact her at cecilia.mascolo@cl.cam.ac.uk. Mirco Musolesi is a senior lecturer in the school of Computer science at the university of birmingham, uK. His research interests include mobile sensing, large-scale data mining, and network science. musolesi has a phD in computer science from the university College london. Contact him at m.musolesi@ cs.bham.ac.uk. Peter J. Rentfrow is a senior lecturer in the psychology Department at the university of Cambridge. His research focuses on behavioral manifestations of personality and psychological processes. rentfrow earned a phD in psychology from the university of texas at Austin. Contact him at pjr39@cam.ac.uk.selected Cs articles and columns are also available for free at http

But to Holland, the concept of prediction and models actually ran far deeper than conscious thought-or for that matter, far deeper than the existence of a brain. "All complex, adaptive systems- economies, minds, organisms-build models that allow them to anticipate the world," he declares. Yes, even bacteria. As it turns out, says Holland, many bacteria havve special enzyme systems that cause them to swim toward stronger concentrations of glucose. Implicitly, those enzyme model a crucial aspect of the bacterium's world: that chemicals diffuse outward from their source, growing less and less concentrated with distance. And the enzymes simultaneously encode an implicit prediction: If you swim toward higher concentrations, then you're likely to find something nutritious. "It's not a conscious model or anything of that sort," says Holland. "But it gives that organism an advantage over one that doesn't follow the gradient.

Adapt and adopt the peer-to-peer and open source models to wider implementation in organisations

It is about understanding the user more intimately, and moving to a model where you develop products with the customer rather than for them.

(a)ll too often it is the Indigenous researcher who is taught the scientific method and forced to adapt his or her cultural reality to that model. Western scientists need the same exposure to TEK (traditional environmental knowledge).16

And this is arguably an adaptive cognitive strategy. A creature that encodes the world using more or less veridical mental models has an enormous advantage in problem-solving flexibility over a creature that encodes purely in terms of presently foreseeable activities.

As the barriers that used to protect incumbents from the forces of creative destruction crumble and fall, once-great companies increasingly find themselves on the defensive. Turns out a lot of companies weren’t quite as invincible as they thought they were—and were overly dependent on customer ignorance, distribution monopolies, knowledge asymmetries, and other fast-disappearing sources of economic friction. In this hyper-dynamic, hyper-competitive environment, every organization is either going forwards or going backwards—there’s no standing still. Getting better is no longer enough; today, a company must be capable of getting different—of proactively challenging and changing the fundamental assumptions that underlie its business model. Problem is, the legacy management processes found in most organizations do little to serve the cause of proactive change. Building organizations that are deeply adaptable, that are innovative at their core, and that are engaging, exciting places to work—building healthy organizations—requires some deep rethinking about how we put our organizations together.

Indeed, rapid OODA looping is merely one aspect of the process of adaptation. In the comprehensive OODA loop model Boyd’s attention to this broader theme comes most clearly to the fore. While the early presentations are clearly aimed at a military audience and pertain to operational art, by shifting his focus to a number of processes that in abstract are similar for a variety of organisms and social systems, Boyd steers A Discourse beyond military history and warfare. In particular during his later period Boyd approached and explained patterns for winning and losing from this more abstract point of view, suggesting patterns in the behavior of organisms and organizations when confronted with threats and challenges of an even more general nature.

Yet the Vedas do not merely ask us to accept such conclusions. They even tell us that it is better to doubt them until we ourselves actually find them to be true. Rather the Vedas present their teachings as models of lines of examination for us to adapt into the circumstances of our own lives.

There are three types of teams, each of which requires different types of management and organization. The first type of team is like a pair of doubles tennis partners. It is a small team, in which each person adapts to the abilities of the other. Players have a primary responsibility, but can play many different roles. The second type of team is like a soccer or football team, in which each person has a given position, but the whole team moves together. The third team type is like a baseball team, in which all players have an assigned position and play on the team, rather than as a team. This model is akin to the traditional Detroit automaker, where each person has his or her assigned task. Organizations have to decide which type of team fits best, a decision that affects the entire organizational culture. Mixed teams don’t work; they just confuse everyone involved. Increasingly, organizations are becoming more like soccer or tennis teams, in which each member has to take more personal responsibility in making decisions. In such organizations, managers must inspire, rather command. You must fit the appropriate management style for your team type.

The received wisdom that economic inequality is fated to endure and even get worse makes all of us, in a little way, Marxists. But what if the model of organization that Weber and his inheritors in economics and sociology found to be the most adapted to competition and management in modern life has become obsolete? What if power is dispersing, coming to dwell in new forms and through new mechanisms in a host of small and previously marginal players, while the power advantage of the big, established, and more bureaucratic incumbents decays? The rise of micropowers throws open such questions, for the first time. It holds out the prospect that power may have become remarkably unmoored from size and scale.

He intends only his own gain, and he is in this, as in many other cases, led by an invisible hand to promote an end which was no part of his intention. —Adam Smith, Wealth of Nations Any sufficiently advanced technology is indistinguishable from magic.

Perhaps more worrisome, while government policies should be intended to serve the many for the long term, they are being gamed by interested parties to ensure that they serve the few in the short term, with damaging impact over the long term. The Persona Project respondents could feel this. To them, they were outsiders and others were playing the game to their own advantage, and to the respondents’ disadvantage. These outcomes are systemic, and without a fundamental shift in how we manage the economy, they will get only more out of alignment with our hopes and assumptions. I believe that this shift needs to start with abandoning the perfectible-machine model of the economy. We should instead understand the economy in more natural terms, as a complex adaptive system—one that is too complex to be perfectible, one that continuously adapts in ways that will almost certainly frustrate any attempts to engineer it for perfection. In addition, rather than striving singularly for ever more efficiency, we need to strive for balance between efficiency and a second feature: resilience.

Something untoward was happening to middle-class American women, an undercurrent of i change was seeping through heir ideas about duties and obligations as mothers, eroding their desire to conform to madonna-like models of unconditional devotion to the young child to adapt a more managerial concept of mother as coordinator and motivator of her child's activities and interests.

People model their change attempts after the external discipline they receive as children. They

The basic approach of the community economy is to benefit and to simplify the sound results of the market economy to build a knowledge base for the informal economy and then to redefine these concepts in an alternative model adapted to the context of the ethnic economy.

Adaptive Survival Style Shame-Based Identification Connection Feel shame at existing, feeling, and connecting Attunement Feel shame when experiencing and communicating their needs Trust Feel shame when feeling dependent, vulnerable, or weak Autonomy Feel shame at their impulses toward self-determination, autonomy, and independence Love/Sexuality Feel shame about sharing their heart and relational intimacy

Toxic shame begins as an adaptation to adverse childhood experiences. Shame is the mechanism of disconnecting from and attacking the Self. Shame becomes a survival strategy to protect against attachment loss and environmental failure, which are experienced as loss of love in the universe. When shame occurs early in a child’s development, their sense of Self becomes associated with shame.

Another major accomplishment of the connectionist movement was the successful use of back-propagation to train deep neural networks with internal representations and the popularization of the back-propagation algorithm (Rumelhart et al., 1986a; LeCun, 1987). This algorithm has waxed and waned in popularity but, as of this writing, is the dominant approach to training deep models.

Hochreiter and Schmidhuber (1997) introduced the long short-term memory (LSTM) network to resolve some of these difficulties. Today, the LSTM is widely used for many sequence modeling tasks, including many natural language processing tasks at Google.

The field of deep learning is primarily concerned with how to build computer systems that are able to successfully solve tasks requiring intelligence, while the field of computational neuroscience is primarily concerned with building more accurate models of how the brain actually works.

Q: What do you think will be the future of your field? There’s too much pessimism about the future for political cartooning. I think the future’s very bright. You see more and more sites like Politico that aggressively deploy cartoons on the homepage. I think the media is becoming increasingly visual… and increasingly made to match our shrinking attention spans. The business model for cartooning is going through a rough transition now, but in the long run the thing we cartoonists do—-deliver simple-minded political messages in short easily digestible bites—-is the direction the media in general is heading. We’re living in a media landscape that seems to get more infantile and politically simple-minded all the time—-look at the huge popularity of Glenn Beck…and I saw someplace recently that Jon Stewart is now the most trusted man in America. The clowns seem to be taking over the circus. This may be bad for governance, but it can only be good news for cartoonists. The interesting part will be what the platforms are going to be, cell phones, iPads, the iChip in my forehead, whatever it is, I’m sure the combination of visual metaphor and incisive humor you find in good cartoons will adapt and evolve and really thrive in the future. (Interview with Washington City Paper)

The boomer career model is based upon the known. Fixed variables, stability, and a long-term plan that can be followed with confidence and little variation over decades. The modern career model is based upon the unknown. Multiple variables, volatility, and a flexible plan that needs to be able to grow and adapt.

You will not stay in the same job, let alone the same industry, for your working life. Don’t simply wait to adapt… plan on it. Prepare for it. The sooner you completely abandon the boomer career model, the better. For you, your career, and everyone you work with.

There are probably no pure races but only races that have become pure, even these being extremely rare. What is normal is crossed races, in which, together with a disharmony of physical features (when eye and mouth do not correspond with one another, for example), there must always go a disharmony of habits and value-concepts. Crossed races always mean at the same time crossed cultures, crossed moralities: they are usually more evil, crueller, more restless. Purity is the final result of countless adaptations, absorptions and secretions, and progress towards purity is evidenced in the fact that the energy available to a race is increasingly restricted to individual selected functions, while previously it was applied to too many and often contradictory things: such a restriction will always seem to be an impoverishment and should be assessed with consideration and caution. In the end, however, if the process of purification is successful, all that energy formerly expended in the struggle of the dissonant qualities with one another will stand at the command of the total organism: which is why races that have become pure have always also become stronger and more beautiful. The Greeks offer us the model of a race and culture that has become pure: and hopefully we shall one day also achieve a pure European race and culture.

Utiliser son sac avec grace, c'est comme manger avec elegance, marcher avec prestance ou saisir un verre de champagne avec classe. La beaute se definit en general par la sobriete et l'economie des moyens, par l'adaptation des formes a leur fin, des formes simples, pures et primaires. Investir dans un sac de qualite, c'est non seulement se faire plaisir mais aussi se revolter contre la mediocrite et la consommation de masse grandissante qui peu a peu detruisent notre culture, notre civilisation et nos sens. Acheter de la qualite, c'est encourager une autre forme de commerce, respecter ce que nous possedons, vivre avec la lenteur d'un cuir qui se patine et pratiquer la simplicite: ne pas toujours chercher a acquerir plus tout en se contentant de ce que l'on a. Mon conseil est donc celui-ci: ne regardez pas les sacs exposes dans les magasins pour choisir un modele mais ceux portes par les femmes, dans la rue. C'est la meilleure facon de voir comment le cuir se drappe, la forme se bombe, la matiere se patine et s'ils ont, visuellement, une belle architecture une fois portes. L'argent devrait etre utilise pour vivre dans la qualite, y compris la qualite esthetique. Les belles choses apportent une joie durable. Le choix d'un sac pour longtemps ne serait-il pas le besoin d'une certaine forme de stabilite, d'harmonie et de confort dans ses besoins materiels? Affirmer son style, c'est exprimer par ses choix ses gouts et ses valeurs. Les exterioriser ensuite par le bon choix de vetements et de sacs est l'etape suivante. Etre chic, c'est savoir resister a la tentation. Faire des economies ce n'est pas acheter au meilleur prix l'objet convoite, c'est apprendre sereinement a s'en passer. Le voyage est sans doute la meilleure des situations pour apprecier les bienfaits du minimalisme et s'en inspirer pour l'appliquer au quotidien. Le voyage est l'occasion ideale de "refaire son bagage", c'est-a-dire de repenser la facon dont on vit sa vie et de l'ameliorer. On a tout son temps, en voyage, pour penser, reflechir a ce qui fait le "sel de la vie". C'est sur la route qu'on apprend a se passer du superflu: pas de television, de distractions, de consommation et de shopping. La vie est simplifiee au profit de la mobilite. On a egalement plus de temps pour soi-meme et/ou les rencontres. En voyage, on devient, comme le prescrit le zen, prepare a toutes les eventualites de la vie. le voyage est un retour vers l'essentiel. Proverbe tibetain Vivre avec peu est comme une invitation au voyage, a un vol interieur qui libere du reel et du poids de l'existence.

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The allostatic model of stress suggests that stress-induced illness isn’t a result of depleting or exhausting any particular glands or hormones or what have you, but rather the unintended consequence of an overactive coping strategy. Stress-mode is not a healthy place to be, thanks to all the physiological changes it involves, and spending too much time there accumulates wear and tear across your entire body, which we measure as allostatic load. Paraphrasing researcher Robert Sapolsky, your body’s army doesn’t run out of bullets; it spends so much on the defense budget that it doesn’t have any cash left over for the more essential life processes.21 If the brief dip into stress-mode is adaptive ― that is, if it solves the problem ― then you’re fine. You’ll adjust and everything settles back to normal. It’s when you stay in stress-mode all day every day, for weeks and months, that you develop real health issues.

Like in business, the emergence of new players necessarily changes the way the game must be played. Blockbuster—the sole superpower in the movie rental business—failed to appreciate that a small company like Netflix and an emerging technology like the internet required them to reexamine their entire business model. Big publishers doubled down on old models when Amazon showed up instead of asking how they could update and upgrade their models in the face of a new digital age. And instead of asking themselves, “What do we need to do to change with the times,” taxi companies chose to sue the ridesharing companies to protect their business models instead of learning how to adapt and provide a better taxi service. Sears got so big and so rich from sending out paper catalogues for so many decades that they were too slow to adapt to the rise of big-box stores like Walmart and ecommerce. And believing itself without Rival, the behemoth that was Myspace didn’t even see Facebook coming.

the deluge of information available today, the velocity of disruption and the acceleration of innovation are hard to comprehend or anticipate. They constitute a source of constant surprise. In such a context, it is a leader’s ability to continually learn, adapt and challenge his or her own conceptual and operating models of success that will distinguish the next generation of successful business leaders. Therefore, the first imperative of the business impact made by the fourth industrial revolution is the urgent need to look at oneself as a business leader and at one’s own organization. Is there evidence of the organization and leadership capacity to learn and change? Is there a track record of prototyping and investment decision-making at a fast pace? Does the culture accept innovation and failure?

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

Understanding is not enough However, understanding reality is not everything. The pursuit of understanding fuels meaning and adaptation, but this understanding, by itself, is not enough. Understanding only becomes useful when we adjust our behavior and actions accordingly

Management models based on planning and predicting instead of resilient adaptation to changing circumstances are no longer suited to today’s challenges. Organizations must be networked, not siloed, in order to succeed.

Once a non-adaptive preference arises, it may turn into an adaptive preference through one of two processes: Fisher’s runaway process and conversion into a fitness indicator. Fisher (1930) realized that a genetic positive-feedback loop could develop between aesthetic preferences and sexual ornaments. Suppose that peahens vary in the strength of their preference for long peacock tails, and peacocks vary in the length of their tails, and both of these traits are genetically heritable. The peahens that are choosiest about tail length will tend to mate with the longest-tailed males. Their offspring will tend to inherit both the genes for longer-tail preferences and the genes for longer tails. These two traits will become genetically correlated—appearing together more often than expected by chance, if random mating were happening. Now, if most peahens favor longer over shorter tails, the longer-tailed male offspring will attract more mates and sire more peachicks. These peachicks in turn will inherit their grandmother’s tail-length obsession. Thus, the genes for longer-tail preferences and the genes for longer tails will both spread through the population as consequence of their genetic correlation. (The reasoning here looks a bit circular, but then all positive-feedback processes look a bit circular). Population genetics models show that Fisher’s runaway process can drive aesthetic preferences and sexual ornaments to extreme forms (Pomiankowski, Iwasa, & Nee, 1991). Fisher’s runaway process resembles the spread of fads and fashions: advertising creates demand (like a sexual preference), manufacturing fulfills the demand (like a sexual ornament), and a frenzy of consumption ensues (like runaway evolution) until next season’s fashion tastes switch to a new preference.

People model their change attempts after the external discipline they receive as children. They try to improve their lives by enslaving themselves to rigid and arbitrary goals, an outside-in approach. But for

People model their change attempts after the external discipline they receive as children. They try to improve their lives by enslaving themselves to rigid and arbitrary goals, an outside-in approach. But for real change to occur, we need self-discipline, which

The training algorithm used to adapt the weights of the ADALINE was a special case of an algorithm called stochastic gradient descent. Slightly modified versions of the stochastic gradient descent algorithm remain the dominant training algorithms for deep learning models today.

WHY COMMUNITY IS MORE REPRESENTATIVE THAN “USERS” In the traditional software development model, we're used to writing technical documentation with a specific user in mind. However, this approach can be limiting because it assumes a single "ideal" user represents your entire user base. The docs-as-ecosystem model proposes a different way of thinking about technical documentation; it recognizes technical documentation is not just a product but an ongoing conversation between diverse documentation creators (contributors) and the community. Thinking in terms of community has several advantages over focusing only on users: More inclusive: Focusing on the community is more inclusive than focusing only on users because it recognizes that many different types of stakeholders contribute to and read the documentation. More diverse: Focusing on the community encourages diversity and inclusion because it recognizes many different backgrounds and experiences. More collaborative: Focusing on the community also fosters a more collaborative approach to documentation because it encourages anyone from any background to participate. By focusing on community, the docs-as-ecosystem approach offers a more flexible, adaptable, and sustainable way to approach technical documentation. Rather than assuming that there is a single "ideal" user, we recognize that technical documentation is a dynamic and ongoing conversation between documentation creators and the community.

The second step in incarnation is to accept the host culture as a valid, albeit imperfect, way of life. It is useful to remember that culture is basically a set of conceptual tools and social arrangements that people use to adapt to their environment and to order their lives in the pursuit of food, shelter, and family and community relationships.

The statue at Alesia, over 20 feet tall, was erected in 1865 at the commission of Napoleon III, and the face appears to be modelled on his own. It is inscribed with Caesar's 'quotation' from Vercingetorix, slightly adapted – 'Gaul united, Forming a single nation, Inspired by a shared spirit, Can defy the world'. In 1870 Napoleon III led France to defeat by Germany.

we want to cover the biggest risk associated with new platform business models: Dealing with existing laws and regulations. Because linear businesses dominated the economy for most of the twentieth century, most laws are still oriented around how these companies operate. The regulatory regime in most industries hasn’t yet adapted to account for platforms. As a result, when a dominant platform business emerges for the first time in an industry, that platform often operates in a legal gray area. As Simon Rothman, a venture capitalist at Greylock Partners, has put it, “If your idea isn’t big enough to warrant regulatory scrutiny, it might not be big enough.

Models of leader attributes that dominated in the early part of the 20th century emphasized leader traits. Several surveys and reviews of this literature identified a number of dispositional qualities that distinguished leaders from nonleaders, including intelligence, originality, dependability, initiative, desire to excel, sociability, adaptability, extroversion, and dominance. However, no single personal quality was strongly and consistently correlated with leadership.

Note. Adapted from “A Model for Information Assurance: An Integrated Approach,” by W. V. Maconachy, C. D. Schou, D. Ragsdale, and D. Welch, 2001, June. Paper presented at the 2001 IEEE Workshop on Information Assurance and Security, United States Military Academy, West Point, New York: New York..

To begin with, you’ll need an idea that you want to pursue. The best ideas are those that resolve somebody’s pain, some customer problem you’ve identified for which your solution might work. Alternatively, some good ideas take something in customers’ lives that’s pretty boring and come up with something so superior that it provides what we call customer delight. A fancy latte at the Starbucks on the corner, compared with a 1950s-style cup o’ Joe, is an example. Next, consider the analogs to your idea, successful predecessor companies that are worth mimicking in some way. There are many analogs out there, portions of which can be borrowed or adapted to help you understand the economics and various other facets of your proposed business and its business model.

Many of the mathematical models for how a trait will spread in a population have failed—they don’t tell you this. No, I don’t talk about miracles, whatever words you put them under. And the “design” is there, but it is by no means benevolent or intelligent, nor comprehensible. You see in the spider’s web a creature of rudimentary nervous system and little intelligence “design” something beautiful and complex, and this is key to understanding also all of nature. There is an inherent “intelligence” inside things, uncanny, silent and demonic. Its workings and aims are obscure to us. Our own intelligence is only a crude deviation of it, an approximation. There is an “intelligence” in all things, and inborn in our bodies before anything to do with the brain or the nervous system. And all “adaptations,” no matter how much natural or unnatural selection may have gone to spreading them within a population, occur not by random but by a spontaneous correspondence of some kind between the organism and the environment.

Because the farming ants have practiced the mutual co-adaptation model during millions of years of relentless natural selection on joint performance, they often surpass us in specific efficiency targets. Not only did ants in general evolve sperm banks at ambient temperature that last a queen’s potential life span of two to three decades (Den Boer et al. 2009), but they also somehow prevented the evolution of resistance by specialized Escovopsis garden pathogens against biocontrol compounds obtained from Actinobacteria that they rear on their cuticles (De Man et al. 2016; Holmes et al. 2016; Heine et al. 2018) (chapter 11, this volume). Recent work has further indicated that the fungus-growing termites are equally efficient in keeping their colonies as free from pathogens as the leaf-cutting ants appear to be (Otani et al. 2019; see also figure 5.1C, D, E). Relative to the extreme specialization of social insect farmers, human farmers are jacks of all trades in their interactions with domesticated crops, and we remain extremely vulnerable to endemic and epidemic diseases of our cultivars.

My childhood affected my approach to being a Dad. Because of my experiences, I made three resolutions: First, when it came time for me to be a father, I was going to constantly push myself to grow, learn, and adapt to whatever challenges came my way. Second, I would always be there for my kids. No matter what the need would be, I would always be present and strive to be a positive role model. Third, being a father is a PRIVILEGE. It is nothing short of amazing! However, just as anything else in life, we are not born with the skills and knowledge to naturally be the best we can be.

Lunathion had been built as a model of the ancient coastal cities around the Rhagan Sea, a near-exact replica that included its sandstone walls, the arid climate, the olive groves and little farms that lined distant hills beyond the city borders to the north, even the great temple to a patron goddess in the very center. But unlike those cities, this one had been allowed to adapt: streets lay in an orderly grid, not a tangle; and modern buildings jutted up like lances in the heart of the CBD, far surpassing the strict height codes of Pangera.

Statement on Generative AI Just like Artificial Intelligence as a whole, on the matter of Generative AI, the world is divided into two camps - one side is the ardent advocate, the other is the outspoken opposition. As for me, I am neither. I don't have a problem with AI generated content, I have a problem when it's rooted in fraud and deception. In fact, AI generated content could open up new horizons of human creativity - but only if practiced with conscience. For example, we could set up a whole new genre of AI generated material in every field of human endeavor. We could have AI generated movies, alongside human movies - we could have AI generated music, alongside human music - we could have AI generated poetry and literature, alongside human poetry and literature - and so on. The possibilities are endless - and all above board. This way we make AI a positive part of human existence, rather than facilitating the obliteration of everything human about human life. This of course brings up a rather existential question - how do we distinguish between AI generated content and human created material? Well, you can't - any more than you can tell the photoshop alterations on billboard models or good CGI effects in sci-fi movies. Therefore, that responsibility must be carried by experts, just like medical problems are handled by healthcare practitioners. Here I have two particular expertise in mind - one precautionary, the other counteractive. Let's talk about the counteractive measure first - this duty falls upon the shoulders of journalists. Every viral content must be source-checked by responsible journalists, and declared publicly as fake, i.e. AI generated, unless recognized otherwise. Littlest of fake content can do great damage to society - therefore - journalists, stand guard! Now comes the precautionary part. Precaution against AI generated content must be borne by the makers of AI, i.e. the developers. No AI model must produce any material without some form of digital signature embedded in them, that effectively makes the distinction between AI generated content and human material mainstream. If developers fail to stand accountable out of their own free will, they must be held accountable legally. On this point, to the nations of the world I say, you can't expect backward governments like our United States to take the first step - where guns get priority over children - therefore, my brave and civilized nations of the world - you gotta set the precedent on holding tech giants accountable - without depending on morally bankrupt democratic imperialists. And remember, the idea is not to ban innovation, but to adapt it with human welfare. All said and done, the final responsibility falls upon just one person, and one person alone - the everyday ordinary consumer. Your mind has no reason to not believe the things you find on the internet, unless you make it a habit to actively question everything - or at least, not accept anything at face value. Remember this. Just because it's viral, doesn't make it true. Just because it's popular, doesn't make it right.

Using the framework of the adaptive survival styles, we can begin to understand some of the adaptive strategies for avoiding feelings: Connection: A client may use avoidant strategies such as dissociating, splitting, intellectualizing, and spiritualizing. They may generally narrow their lives by limiting emotional awareness and social engagement. Attunement: A client may avoid attuning to their own emotions or may feel that they do not deserve to have their own needs and feelings. They may focus on being there to meet others’ needs and feelings at the expense of connecting to their own needs and feelings. Trust: A client may work to limit situations where they are not in control, including any situation where they are asked to be vulnerable with their needs and feelings. They may set up situations where they can avoid sharing their emotions. Autonomy: A client may avoid self-referencing and direct expressions of their authentic Self. They may avoid situations where speaking directly about their authentic feelings would be appropriate and useful. Love-Sexuality: A client may avoid authentic emotions by focusing on achievement and performance. They may avoid intimacy and other relationships where they might be invited to share their heart.

Throughout history, as humans developed social environments we had not biologically evolved to handle (such as early cities). Through the selective pressures on cultures, we evolved social technologies that permitted relatively rapid adaptation. Unfortunately, from the internet to megacities, the rate of change humans encounter today has become so rapid and momentous that even social evolution may not have time to act before permanent damage is inflicted. We may have reached a point in human history at which we must intentionally engineer cultural solutions to ensure a prosperous future for our species.