Chaos Coordinator Quotes

Why give a robot an order to obey orders—why aren't the original orders enough? Why command a robot not to do harm—wouldn't it be easier never to command it to do harm in the first place? Does the universe contain a mysterious force pulling entities toward malevolence, so that a positronic brain must be programmed to withstand it? Do intelligent beings inevitably develop an attitude problem? (…) Now that computers really have become smarter and more powerful, the anxiety has waned. Today's ubiquitous, networked computers have an unprecedented ability to do mischief should they ever go to the bad. But the only mayhem comes from unpredictable chaos or from human malice in the form of viruses. We no longer worry about electronic serial killers or subversive silicon cabals because we are beginning to appreciate that malevolence—like vision, motor coordination, and common sense—does not come free with computation but has to be programmed in. (…) Aggression, like every other part of human behavior we take for granted, is a challenging engineering problem!

Governments will be provided with the choice of either accommodating themselves to co-ordinating proliferating human variety or seeking to reduce that variety by repressive measures.

The details you don’t give in your orders are as important as the ones you do. With all hands aligned to your goals, their cunning and initiative unleashed, you need only transparent sharing of information (What do I know? Who needs to know? Have I told them?) to orchestrate, as opposed to “control” or “synchronize,” a coordinated team.

In all of these areas, the human brain is asked to do and handle more than ever before. We are dealing with several fields of knowledge constantly intersecting with our own, and all of this chaos is exponentially increased by the information available through technology. What this means is that all of us must possess different forms of knowledge and an array of skills in different fields, and have minds that are capable of organizing large amounts of information. The future belongs to those who learn more skills and combine them in creative ways. And the process of learning skills, no matter how virtual, remains the same. In the future, the great division will be between those who have trained themselves to handle these complexities and those who are overwhelmed by them—those who can acquire skills and discipline their minds and those who are irrevocably distracted by all the media around them and can never focus enough to learn. The Apprenticeship Phase is more relevant and important than ever, and those who discount this notion will almost certainly be left behind. Finally, we live in a culture that generally values intellect and reasoning with words. We tend to think of working with the hands, of building something physical, as degraded skills for those who are less intelligent. This is an extremely counterproductive cultural value. The human brain evolved in intimate conjunction with the hand. Many of our earliest survival skills depended on elaborate hand-eye coordination. To this day, a large portion of our brain is devoted to this relationship. When we work with our hands and build something, we learn how to sequence our actions and how to organize our thoughts. In taking anything apart in order to fix it, we learn problem-solving skills that have wider applications. Even if it is only as a side activity, you should find a way to work with your hands, or to learn more about the inner workings of the machines and pieces of technology around you. Many Masters

The new OS is neither the classic communism of centralized planning without private property nor the undiluted selfish chaos of a free market. Instead, it is an emerging design space in which decentralized public coordination can solve problems and create things that neither pure communism nor pure capitalism can.

In addition to the absence of coordination and sufficiency, the programs of the past all have another common failing—they are indirect. Each seeks to solve poverty by first solving something else. I am now convinced that the simplest approach will prove to be the most effective—the solution to poverty is to abolish it directly by a now widely discussed measure: the guaranteed income.

Philosophy, as defined by Fichte, is the "science of sciences." Its aim was to solve the problems of the world. In the past, when all exact sciences were in their infancy, philosophy had to be purely speculative, with little or no regard to realities. But if we regard philosophy as a Mother science, divided into many branches, we find that those branches have grown so large and various, that the Mother science looks like a hen with her little ducklings paddling in a pond, far beyond her reach; she is unable to follow her growing hatchlings. In the meantime, the progress of life and science goes on, irrespective of the cackling of metaphysics. Philosophy does not fulfill her initial aim to bring the results of experimental and exact sciences together and to solve world problems. Through endless, scientific specialization scientific branches multiply, and for want of coordination the great world-problems suffer. This failure of philosophy to fulfill her boasted mission of scientific coordination is responsible for the chaos in the world of general thought. The world has no collective or organized higher ideals and aims, nor even fixed general purposes. Life is an accidental game of private or collective ambitions and greeds.

The burden of deciding when to launch something is on the maker, not a marketer. If something is launched or a bug is fixed, data is instantly collected about how it's used, which serves as the basis to make quick revisions. There are no big schedules, few big plans, and no enforced mechanisms for coordination. It sounds like chaos, and it is. But if everyone understood chaos and perhaps liked the uncertainty, they would find freedom and opportunity.

This is the clandestine chess game that the high-level ruling class are playing my friends. Through their coordinated influence over key industries, governments, media outlets, education systems, and so on and so forth, they skillfully instigate mass panic and the collective perception of danger and chaos. This danger and chaos — whether it be personified through a charismatic dictator, terrorist organization, mystery virus, hostile weather change, or some other strategically inflated threat — is then weaponized to strip people of their introductory logic and rational thought; inculcate elaborate illusions that invert objective reality; weaponize the unconscious tribal mindset against the conscious thinking individual; suspend ordinary peacetime laws in favor of new authoritarian ones; and then present ‘solutions’ that serve to further consolidate Establishment power and reshape society as they see fit.

There is no generosity, true acts of goodness, or love without clear-sightedness. I began writing searching for wisdom, questioning from whence it comes. I now repent in dust and ashes. Age-old anxiety weighed heavily on my weakened soul. Sadness and bitter awareness of the futility of living an immoral life forced rigorous self-examination, renunciation of artificial goals and idols. I sought to eradicate a ludicrous egotistic self. I am filled with inscrutable yearning to live a heighted quality of existence that the superior men in history attained by recognizing that their former life was an illusion. In the dead of night, when we speak truths that elude airing in daylight, I torched the castle that housed my solipsistic being that sought fulfillment of its selfish needs. In the second half of existence, I hope to drop attachments, the destructive desires of wanting, and begin a journey seeking intellectual fulfillment of an artistic being. I wish to live in perfect harmony by organizing all that life proffers and conducting personal affairs in a coordinated manner, which the inherent chaos of the world cannot disturb.

Then there’s emotional labor. Now, that’s a good one. It describes all the unpaid, uncounted, often unseen work that people—overwhelmingly women—perform to keep their families and workplaces humming along. Organizing office birthday parties. Arranging the kids’ summer camp. Coordinating visits with in-laws. Helping the new employee feel welcome and included. The list is endless: all the little details without which life would devolve into chaos and misery. Not all women take on these tasks, and that’s fine, and some men do, and I salute them—but it’s largely women’s work. Finally, someone thought to name it.

Let us provisionally define progress as “increasing control of the environment by life,” and let us mean by environment “all the circumstances that condition the coordination and realization of desire.” Progress is the domination of chaos by mind and purpose, of matter by form and will.

Though we couldn’t see how to explain these results mathematically, an intuitive explanation suggested itself: The shortcuts were providing high-speed communication channels, enabling mutual influence to spread swiftly throughout the population. Of course, the same effect could have been achieved by connecting every oscillator directly to every other, but at a much greater cost in wiring. The small-world architecture apparently fostered global coordination more efficiently.

The geek way leans into arguments and loathes bureaucracy. It favors iteration over planning, shuns coordination, and tolerates some chaos. Its practitioners are vocal and egalitarian, and they’re not afraid to fail, challenge the boss, or be proven wrong. Instead of respecting hierarchy and credentials, they respect helpfulness and chops.

Not immediately, but a decade after Mandelbrot published his physiological speculations, some theoretical biologists began to find fractal organization controlling structures all through the body. The standard "exponential" description of bronchial branching proved to be quite wrong; a fractal description turned out to fit the data. The urinary collecting system proved fractal. The biliary duct in the liver. The network of special fibers in the heart that carry pulses of electric current tot he contracting muscles. The last structure, known to heart specialists as the His-Purkinje network, inspired a particularly important line of research. Considerable work on healthy and abnormal hearts turned out to hinge on the details of how the muscle cells of the left and right pumping chambers all manage to coordinate their timing. Several chaos-minded cardiologists found that the frequency spectrum of heartbeat timing, like earthquakes and economic phenomena, followed fractal laws, and they argued that one key to understanding heartbeat timing was the fractal organization of the His-Purkinje network, a labyrinth of branching pathways organized to be self-similar on smaller and smaller scales.

Huygens noticed one day that a set of pendulum clocks placed against a wall happened to be swinging in perfect chorus-line synchronization. He knew that the clocks could not be that accurate. Nothing in the mathematical description then available for a pendulum could explain this mysterious propagation of order from one pendulum to another. Huygens surmised, correctly, that the clocks were coordinated by vibrations transmitted through the wood. This phenomenon, in which one regular cycle locks into another, is now called entrainment, or mode locking. Mode locking explains why the moon always faces the earth, or more generally why satellites tend to spin in some whole-number ratio of their orbital period: 1 to 1, or 2 to 1, or 3 to 2. When the ratio is close to a whole number, nonlinearity in the tidal attraction of the satellite tends to lock it in. Mode locking occurs throughout electronics, making it possible, for example, for a radio receiver to lock in on signals even when there are small fluctuations in their frequency. Mode locking accounts for the ability of groups of oscillators, including biological oscillators, like heart cells and nerve cells, to work in synchronization. A spectacular example in nature is a Southeast Asian species of firefly that congregates in trees during mating periods, thousands at one time, blinking in a fantastic spectral harmony.

Joining the world of shapes to the world of numbers in this way represented a break with the past. New geometries always begin when someone changes a fundamental rule. Suppose space can be curved instead of flat, a geometer says, and the result is a weird curved parody of Euclid that provides precisely the right framework for the general theory of relativity. Suppose space can have four dimensions, or five, or six. Suppose the number expressing dimension can be a fraction. Suppose shapes can be twisted, stretched, knotted. Or, now, suppose shapes are defined, not by solving an equation once, but by iterating it in a feedback loop. Julia, Fatou, Hubbard, Barnsley, Mandelbrot-these mathematicians changed the rules about how to make geometrical shapes. The Euclidean and Cartesian methods of turning equations into curves are familiar to anyone who has studied high school geometry or found a point on a map using two coordinates. Standard geometry takes an equation and asks for the set of numbers that satisfy it. The solutions to an equation like x^2 + y^2 = 1, then, form a shape, in this case a circle. Other simple equations produce other pictures, the ellipses, parabolas, and hyperbolas of conic sections or even the more complicated shapes produced by differential equations in phase space. But when a geometer iterates an equation instead of solving it, the equation becomes a process instead of a description, dynamic instead of static. When a number goes into the equation, a new number comes out; the new number goes in, and so on, points hopping from place to place. A point is plotted not when it satisfies the equation but when it produces a certain kind of behavior. One behavior might be a steady state. Another might be a convergence to a periodic repetition of states. Another might be an out-of-control race to infinity.

distant venues. As the office manager, it’s my job to coordinate all this happy chaos.

Setting a Challenge is part art and part science. It is a choice that provides direction for improvement but should require high coordination to overcome the natural inclination to decline into division and chaos.

There was no unity to their attack. These were not wolves, pack animals that coordinated to dominate a larger prey. They were mercenaries, single fighters who relied on their skills with a blade and nothing - and no one - else. Had they struck him in concert, the Incubi might have pushed Lucius to the brink of defeat, or at least driven him away from their charge. They were exemplary, their craft honed to a brilliant edge, and fast as quicksilver. United, they would have been a terrible foe. As individuals, they were an amusing challenge, but nothing more. It last seven clashes before the first Eldar fell. The alien crashed to the deck, trying in vain to stymie the slopping discharge of his guts with arms that no longer had hands. Decreased by a third, the potency of the other two visibly diminished. Lucius could focus a greater share of his murderous attention on each of them, reducing their chances of survival from slim to non-existent. The second would die screaming, eventually, as Lucius crushed him in the grip of his lash and pitched him into the abyss. The third paused, shoulders heaving with exertion, before leaping at Lucius, its silver glaive flashing high. The Eldar came crashing down before the Eternal, blood spurting from the stump where its head had been moments before.

The first was the rapidity of the improvisation of order out of chaos.” He described how people took initiative, without leadership or coordination,

To put 4,500 aircraft on the ground in places where they were not supposed to go- at the same tim ehe military is trying to get airborne and control the chaos- is an incredible feat of the air traffic controllers and air traffic managers coordinating that. I believe 700 landed within the first 10 minutes, and 3,500 within the first hour.

Command and feedback is a fundamentally different approach than imposing command and control for coordinating teams to work optimally.

Dan Creedon: To put 4,500 aircraft on the ground in places where they were not supposed to go—at the same time that the military is trying to get airborne and control the chaos—is an incredible feat of air traffic controllers and air traffic managers coordinating that.

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