Input Value Quotes

In nature, there is no such thing as waste. Every output is upcycled into new inputs of equal or greater value. This creates a cycle of productive utility, continuous growth and continuous expansion. I like to invest in companies that follow nature’s example.

In a Permaculture Economy, there is functionally no waste because the waste from every one is a resource for another. All of every ones output provides value to others input. All that is produced is consumed.

Ultimately, incentive structures and systems drive ESG investing, which can be disingenuous. Structurally, public market investors continue to focus on the incentives which maximize their financial returns, even while taking certain ESG inputs into account in their portfolio allocations. Only by regulating and incentivizing the actual outcomes might investors alter their investment strategies towards new rewards based on ESG outputs.

This is what the bourgeois political economists have done: they have treated value as a fact of nature, not a social construction arising out of a particular mode of production. What Marx is interested in is a revolutionary transformation of society, and that means an overthrow of the capitalist value-form, the construction of an alternative value-structure, an alternative value-system that does not have the specific character of that achieved under capitalism. I cannot overemphasize this point, because the value theory in Marx is frequently interpreted as a universal norm with which we should comply. I have lost count of the number of times I have heard people complain that the problem with Marx is that he believes the only valid notion of value derives from labor inputs. It is not that at all; it is a historical social product. The problem, therefore, for socialist, communist, revolutionary, anarchist or whatever, is to find an alternative value-form that will work in terms of the social reproduction of society in a different image. By introducing the concept of fetishism, Marx shows how the naturalized value of classical political economy dictates a norm; we foreclose on revolutionary possibilities if we blindly follow that norm and replicate commodity fetishism. Our task is to question it.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

If you keep experiencing the same things, your mind keeps its same patterns. Same inputs, same responses. Your brain, which was once curious and growing, gets fixed into deep habits. Your values and opinions harden and resist change. You really learn only when you’re surprised. If you’re not surprised, then everything is fitting into your existing thought patterns. So to get smarter, you need to get surprised, think in new ways, and deeply understand different perspectives. With effort, you could do this from the comfort of home. But the most effective way to shake things up is to move across the world. Pick a place that’s most unlike what you know, and go. This keeps you in a learning mindset. Previously mindless habits, like buying groceries, now keep your mind open, alert, and noticing new things. New arrivals in a culture often notice what the locals don’t. (Fish don’t know they’re in water.)

The laws of thermodynamics tell us something quite different. Economic activity is merely borrowing low-entropy energy inputs from the environment and transforming them into temporary products and services of value. In the transformation process, often more energy is expended and lost to the environment than is embedded in the particular good or service being produced.

For all my days, I have been making up to the world for how challenging I am, how questioning I am, how strong and smart and passionate I am, how unwilling I am to accept systems and processes and values just because that's the way it's been done and been seen, considered especially challenging as a female, especially in a somewhat younger time (a/k/a less open to challenges)-- when I, too, was younger (a/k/a what does she know?). There I was, challenging, questioning, but also trying to make up to the world for it, always to be--show--prove that I'm not didactic, intransigent, inflexible, that my passion is not dogma, but a malleable creative force informed by sensory, intellectual, and emotional input... For all my days, I have been making up to the world for how challenging I am. But that has been as good for me as it has thwarted me, it has grown me, shaped me, honed me

Input is much more certain than outcome. When it comes to living the life you want, making sure you allocate time to living your values is the only thing you should focus on.

data became a raw material of business, a vital economic input, used to create a new form of economic value.

Diversity is supposed to be an input, not an output. What the soul of America desires is unity – a more perfect union.

The basic training procedure for the perceptron, as well as its many contemporary progeny, has a technical-sounding name—“stochastic gradient descent”—but the principle is utterly straightforward. Pick one of the training data at random (“stochastic”) and input it to the model. If the output is exactly what you want, do nothing. If there is a difference between what you wanted and what you got, then figure out in which direction (“gradient”) to adjust each weight—whether by literal turning of physical knobs or simply the changing of numbers in software—to lower the error for this particular example. Move each of them a little bit in the appropriate direction (“descent”). Pick a new example at random, and start again. Repeat as many times as necessary.

He said sometimes when you're young you have to think about things, because you're forming your value-sets and you keep coming up with Data Insufficient and finding holes in your programs. So you keep trying to do a fix on your sets. And the more powerful your mind is and the more intense your concentration is, the worse damage you can do to yourself, which is why, Justin says, Alphas always have trouble and some of them go way off and out-there, and why almost all Alphas are eccentric. But he says the best thing you can do if you're too bright for your own good is what the Testers do, be aware where you got which idea, keep a tab on everything, know how your ideas link up with each other and with your deep-sets and value-sets, so when you're forty or fifty or a hundred forty and you find something that doesn't work, you can still find all the threads and pull them. But that's not real easy unless you know what your value-sets are, and most CITs don't. CITs have a trouble with not wanting to know that kind of thing. Because some of them are real eetee once you get to thinking about how they link. Especially about sex and ego-nets. Justin says inflexibility is a trap and most Alpha types are inward-turned because they process so fast they're gone and thinking before a Gamma gets a sentence out. Then they get in the habit of thinking they thought of everything, but they don't remember everything stems from input. You may have a new idea, but it stems from input somebody gave you, and that could be wrong or your senses could have been lying to you. He says it can be an equipment-quality problem or a program-quality problem, but once an Alpha takes a falsehood for true, it's a personal problem.

Reason is the champion of the emotional underdog, enabling what Hume called “calm passions” to win out over “violent passions.” Reasoning frees us from the tyranny of our immediate impulses by allowing us to serve values that are not automatically activated by what’s in front of us. And yet, at the same time, reason cannot produce good decisions without some kind of emotional input, however indirect.

When developing the Core Idea, we must take into consideration a variety of factors, including target insights, industry trends, current activities in the market and particularly among competitors, and the true nature of the brand’s value. Figure 4.4 illustrates these inputs.

In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

wasn’t him who thought he was worthless; it was that little demon on this shoulder. The little demon was a smart one, though. It used all the horrible things that were said to him over the years against him. But he could override it. He had the power to say “Thank you for your input but I’m not going there anymore. I know my real value!

Though computers are deterministic machines—they always react the same way if given the same input—it is possible to have them produce numbers that appear random. To do that, the machine keeps some hidden value, and whenever you ask for a new random number, it performs complicated computations on this hidden value to create a new value.

general trend is toward products that use fewer atoms. We might not notice this because, while individual items use less material, we use more items as the economy expands and we thus accumulate more stuff in total. However, the total amount of material we use per GDP dollar is going down, which means we use less material for greater value. The ratio of mass needed to generate a unit of GDP has been falling for 150 years, declining even faster in the last two decades. In 1870 it took 4 kilograms of stuff to generate one unit of the U.S.’s GDP. In 1930 it took only one kilogram. Recently the value of GDP per kilogram of inputs rose from $1.64 in 1977 to $3.58 in 2000—a doubling of dematerialization in 23 years.

There is a cause for every effect, AA, but not all causes are responsible for all effects. To trace all causes and all effects is to end up in a twisted web with no end. No single person can make decisions independently; every choice is the result of changes and inputs from everyone else. Viewed from a higher vantage point, Cheng Xin was chosen by all of humanity to be the Swordholder, and her choice was humanity’s choice, her values humanity’s values. Viewed from specifics, Cheng Xin made her choice because you woke her; you woke her because of me; I was sent into space by Cheng Xin; Cheng Xin went into hibernation because of me … and the one who started it all was Wade, who wanted to kill Cheng Xin. It’s a tangled mess.

Choosing to own our vulnerability and do it consciously means learning how to rumble with this emotion and understand how it drives our thinking and behavior so we can stay aligned with our values and live in our integrity. Pretending that we don’t do vulnerability means letting fear drive our thinking and behavior without our input or even awareness, which almost always leads to acting out or shutting down.

Richard Lewontin observes . . . In Cladocera, small fresh-water arthropods, reproduction remains asexual as long as conditions of temperature, oxygen dissolved in the water, food availability, and degree of crowding remain constant. Then, if a sudden change in these conditions occurs . . . the Cladocera switch to sexual reproduction. . . . The organisms are detecting a rate of change of an input, not its absolute value. They are performing mathematical differentiation.22

it was Böhm-Bawerk who defeated them so effectively with economic theories and critiques such that Marxism did not take root in economics to the degree that it has in other professions, such as sociology and history.10 Using impeccable logic, Böhm-Bawerk showed that the workers who are employed by the entrepreneur are paid immediately for the “full value” of their labor, so long as that value is correctly calculated by including the time element. After all, in most production processes the input of labor hours doesn’t immediately yield a finished good.

For example, the value of fertilizer for a farmer is likely to be higher if other inputs (seeds, irrigation, farming practices, etc.) are available. The value of a blackboard in a school will depend on the availability of other school inputs (such as chalk, teachers, classrooms, etc.). In economics terms, the situations described above exhibit positive cross-partial derivatives.[80] In fact, when Richard teaches this maxim to his students, he refers to it as “capitalize on positive cross partial derivatives,” a much more technical formulation intended to be playful and memorable.

tip for applying this learning: To get people to “fall in love” with your ideas, don’t solely rely on numbers and data. People can tune out this type of input relatively easily. But if you communicate with a story or experience, you create an emotion. Start your next meeting with a story instead of a spreadsheet. Make your audience feel as well as think. Connect emotionally with them by telling a personal anecdote that reinforces the point of your presentation. Or draw upon a nostalgic shared memory. Once you inspire emotion, your listener will be less likely to disengage, and more likely to remember and respond to your message.

Many organizations and militaries use VUCA as an acronym to describe the disruptive state of the world, given its Volatility, Uncertainty, Complexity, and Ambiguity. UN-VICE is an updated way of capturing the state and velocity of the world, with our acronym for UNknown, Volatile, Intersecting, Complex, and Exponential: - UNknown: Recognizing that you can’t know anything perfectly, and that many of our decisions are based on assumptions. Increased uncertainty lowers the value of ad-vice and requires increased self-reliance. - Volatile: Our world, and change itself, is evolving faster than ever before. Volatility is not inherently good or bad; it is simply impactful. In volatility we see shifting speed, texture, and magnitude of the changing environment. - Intersecting: The broader our filters, the more we realize that what we observe overlaps with other things. Boundaries are disappearing, connecting new areas through combinations. - Complex: These more-than-complicated systems have unreliable input-output relationships and cannot be summarized or modeled without losing their essence. Unpredictable situations with unknown unknowns. - Exponential: A nonlinear type of change that increases in its growth rate. To an observer, this change may happen gradually, then suddenly. Rapid acceleration of seemingly-small shifts.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

Instead of focusing on getting more resources, tipping point leaders concentrate on multiplying the value of the resources they have. When it comes to scarce resources, there are three factors of disproportionate influence that executives can leverage to dramatically free resources, on the one hand, and multiply the value of resources, on the other. These are hot spots, cold spots, and horse trading. Hot spots are activities that have low resource input but high potential performance gains. In contrast, cold spots are activities that have high resource input but low performance impact. In every organization, hot spots and cold spots typically abound. Horse trading involves trading your unit’s excess resources in one area for another unit’s excess resources to fill remaining resource gaps. By learning to use their current resources right, companies often find they can tip the resource hurdle outright. What

Societies to be integrated politically through an ideology are typically planned with a concern for the “output” of specifíc, politically desirable effects. For example, planning takes place with an eye to the goals of pow er politics or today especially with an eye to the goals of economic development. Such societies favor goal programs. Goal programs can be meaningful and successful only if the input of the political system can be varied and selected in conformity with the desired results— that is, only if the political system is relatively free to determine what kinds of information will influence it. The social expectations, demands, and conditions of political support must then be regulated ideologically, as soon as they are loosened from the unchanging bonds of tradition through the process of civilization and freed for a greater mobility. “Public Opinión” must be regulated in such a way that the dominance of ideological values and goals is not put into question and that there is only a technical and instrumental discussion about the best means by which to realize them.

1. Value my ability to see the world from a unique perspective. (Find ways to appreciate and make the most of my strengths, even when I annoy you). 2. Remember, we need compelling problems to solve, not just chores to do. (Don't be the "big boss." I'll respect your authority more when you tell me the point). 3. Ask for my input; keep me in the informational loop. (Give me some ownership in the process and the outcome). 4. Protect our relationship - you won't get much from me without one. (Respect and value who I am, and I'll cooperate with you most of the time). 5. Smile at me more often. (Keep your sense of humor and try to smile, even when you don't like me). 6. Don't let me push you around, but don't push me around either. (Don't be afraid to stand up to me; just don't run over me). 7. Speak to me respectfully, but firmly. (Use your voice wisely; it's a powerful resource). 8. Choose your battles - don't sweat the small stuff. (Decide what's really worth it). 9. Give me some control over my own life and circumstances. (Allow me to share control with our surrendering your authority). 10. Remind me how much you love me. (Find subtle ways to keep reminding me your love will always be there).

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

Rule 1, by dictating how a quantum system changes in time, plays the same essential role in the theory that Newton’s laws of motion played in pre-quantum physics. Like Newton’s laws, Rule 1 is deterministic. It takes an input state and evolves it to a definite output state at a later time. This means it takes input states which are constructed as superpositions to output states which are similarly constructed from superpositions. Probability plays no role. But measurements, as described by Rule 2, do not evolve superpositions to other superpositions. When you measure some quantity, like pet preference or position, you get a definite value. And afterward the state is the one corresponding to that definite value. So even if the input state is a superposition of states with definite values of some observable quantity, the output state is not, as it corresponds to just one value. Rule 2 does not tell you what the definite value is; it only predicts probabilities for the different possible outcomes to occur. But these probabilities are not spurious; they are part of what quantum mechanics predicts. Rule 2 is essential, because that is how probabilities enter quantum mechanics. And probabilities are essential in many cases; they are what experimentalists measure. However, quantum mechanics requires that Rule 1 and Rule 2 never be applied to the same process, because the two rules contradict each other. This means we must always distinguish measurements from other processes in nature.

By now, though, it had been a steep learning curve, he was fairly well versed on the basics of how clearing worked: When a customer bought shares in a stock on Robinhood — say, GameStop — at a specific price, the order was first sent to Robinhood's in-house clearing brokerage, who in turn bundled the trade to a market maker for execution. The trade was then brought to a clearinghouse, who oversaw the trade all the way to the settlement. During this time period, the trade itself needed to be 'insured' against anything that might go wrong, such as some sort of systemic collapse or a default by either party — although in reality, in regulated markets, this seemed extremely unlikely. While the customer's money was temporarily put aside, essentially in an untouchable safe, for the two days it took for the clearing agency to verify that both parties were able to provide what they had agreed upon — the brokerage house, Robinhood — had to insure the deal with a deposit; money of its own, separate from the money that the customer had provided, that could be used to guarantee the value of the trade. In financial parlance, this 'collateral' was known as VAR — or value at risk. For a single trade of a simple asset, it would have been relatively easy to know how much the brokerage would need to deposit to insure the situation; the risk of something going wrong would be small, and the total value would be simple to calculate. If GME was trading at $400 a share and a customer wanted ten shares, there was $4000 at risk, plus or minus some nominal amount due to minute vagaries in market fluctuations during the two-day period before settlement. In such a simple situation, Robinhood might be asked to put up $4000 and change — in addition to the $4000 of the customer's buy order, which remained locked in the safe. The deposit requirement calculation grew more complicated as layers were added onto the trading situation. A single trade had low inherent risk; multiplied to millions of trades, the risk profile began to change. The more volatile the stock — in price and/or volume — the riskier a buy or sell became. Of course, the NSCC did not make these calculations by hand; they used sophisticated algorithms to digest the numerous inputs coming in from the trade — type of equity, volume, current volatility, where it fit into a brokerage's portfolio as a whole — and spit out a 'recommendation' of what sort of deposit would protect the trade. And this process was entirely automated; the brokerage house would continually run its trading activity through the federal clearing system and would receive its updated deposit requirements as often as every fifteen minutes while the market was open. Premarket during a trading week, that number would come in at 5:11 a.m. East Coast time, usually right as Jim, in Orlando, was finishing his morning coffee. Robinhood would then have until 10:00 a.m. to satisfy the deposit requirement for the upcoming day of trading — or risk being in default, which could lead to an immediate shutdown of all operations. Usually, the deposit requirement was tied closely to the actual dollars being 'spent' on the trades; a near equal number of buys and sells in a brokerage house's trading profile lowered its overall risk, and though volatility was common, especially in the past half-decade, even a two-day settlement period came with an acceptable level of confidence that nobody would fail to deliver on their trades.

If an input’s value is greater than the desired payment amount, that is not a problem; transactions allow multiple recipients, so the owner can send a portion of the input’s value back to one of their own addresses as change.

The 50-inch TCL Roku TV balances picture quality and value for money. And this is also what happens when America’s top TV brand and the world’s most popular streaming services content instantly and from one single place. You have everything on the Roku from live TV to game console or if you wish choose from over 1500 streaming channels. This is also the widest selection any smart TV has ever had. Find that perfect movie or TV show easily across top streaming channels by title, actor or director with the acclaimed Roku ‘Search’ feature. On the Roku, you will find more than 200,000 streaming movies and shows that you can choose from. The Remote is simple and puts control into the users’ hands and lets you instantly choose your preferred content from anywhere. Use the Roku Mobile app on your smartphone or tablet to control your Roku TV. Cast your personal media, videos and photos and even music to the big screen. With a 120 Hz refresh rate, the TV displays images at 1080p. It has a built-in wireless and not one, but three HDMI ports that provide a high definition multimedia interface. Wired calls the TCL Roku TV ‘The First Smart TV worth using’. The TCL TV has a Roku box built into it. It is a smart TV that includes the Roku operating system, which is also the favorite OS for most users. The OS is considered as one of the best compared to all the other products and definitely better than any other smart TVs. Recently, the Roku TV was displayed at the prestigious CES 2018 with a brand new OS. We all know a lot about Roku and there are lots of Roku fans across the United States. The recently released series of Roku OS 8 comes with some new and improved features. All Roku TVs have a ‘Tuner’ input that enables you to plug into an antenna and look for channels. In the new Roku TV, the ‘Tuner’ input is available on the Home screen itself; which makes it very easy to navigate to it without fumbling Once you select the ‘Tuner’ input it takes you to the last tuned channel You will also get a preview of what is playing right now The Roku OS 8 also comes with a Smart Guide where you will get a 14-day preview of what is available on all the channels that the Roku TV has scanned for Scroll through the Smart Guide to find out your next programming on the list The experience is fluid with no judder or lag; users will be able to scan through the Smart Guide very easily All you have to do is use the HD antenna and the Roku TV will pop up all the entertainment information In addition to the Smart Guide, there is also a new feature called ‘More Ways to Watch’ Anytime Roku identifies a content that is on the Smart Guide, which is also available on other Roku channels it is marked with a ‘*’. This indicates that there are more ways to watch a single programming content You also don’t have to wait to watch your favorite programming Wherever you see the ‘*’at any time on the Smart Guide, hit the ‘Ok’ button on your remote and watch it on another Roku channel instantly The pricing for the channel or programming is also displayed If you have a Roku set top box that is connected to a different TV (other than the Roku), there is a new feature in the ‘Search’ where Roku will tell you the channel on which a particular programming is available with the precise timing. The Roku OS 8 has already been pushed out to all the players and TVs. The same OS 8 version is available for Roku Set top boxes as well. If any problem in Roku setup, please call us @+1-877-302-5260

The premium private label strategy is only possible when manufacturers have allowed a quality–value gap to open. This happens when manufacturers’ either price their brands too high or reduce input costs too much. Both give scope to a retailer to develop an offering of superior value: either same quality at a lower price or higher quality at the same price.

There is a very important lesson for human evolution hidden in figures 9.3 and 12.1. At the cortical level, the three levels of processing are special to the human. Rolls has discussed the evidence that rodents do not have these successive levels; in fact, they have only a tiny area equivalent to the OFC for Level 2 processing. Experiments have reported that in the rodent, sensory identification and reward evaluation are combined and occur even before reaching the cortex. This means that the cortical processing of independent streams of sensory input at successive levels of behavioral analysis is a primate, and perhaps most highly developed human, invention. It is of adaptive value in enabling humans to carry out a more detailed analysis of food and drink flavors. Humans thereby are able to differentiate themselves to a greater degree in terms of flavor preferences. It supports the proposal in Neurogastronomy that humans are more adapted for flavor perception than are other species. It also supports our hypothesis that wine tasting takes advantage of this ability, developed for survival in selecting foods, and uses it to discriminate and enjoy the flavors of wine.

Reason, then, goes to work only after it has been supplied with a suitable set of inputs, or premises. If reason is to be applied to discovering and choosing courses of action, then those inputs include, at the least, a set of should's, or values to be achieved, and a set of is's, or facts about the world in which the action is to be taken. Any attempt to justify these should's and is's by logic will simply lead to a regress to new should's and is's that are similarly postulated.

Give that your one life your best input so that it could yield the best output in the form of products that will impact your world positively.

Yet published research studies suggest that patients and family members want to be given information about life expectancy, even if prognosis is poor. Others have shown that those engaged in shared (as in with input from their doctor), informed decision-making are more likely to make decisions about dialysis and end-of-life care consistent with their personal values—often resulting in preferences for less aggressive care and more conservative management.

Work is another prominent word in the vernacular of bitcoin mining, in this case conveying the sense that the currency’s underlying value isn’t based on nothingness but on labor, and hard labor at that. In fact, computational difficulty is its defining feature. The harder it gets, the more real-world resources get spent performing the task, mostly in the form of electricity. Some crypto-economists argue that these inputs are what give bitcoins real value. Just as important, the amount of work—the computing equivalent of man-hours—gives legitimacy to the ledger, in that it represents a significant collective investment in assuring its integrity.

Equality is everybody getting the same thing regardless of their input or relative value. Fairness is everybody having the opportunity to get results commensurate to the relative quality or value of their inputs.

Observed values of the dependent variable are the values of the dependent variable that you record during your study or experiment along with the values of the independent variables. These values are denoted using Y. Fitted values are the values that the model predicts for the dependent variable using the independent variables. If you input values for the independent variables into the regression equation, you obtain the fitted value. Predicted values and fitted values are synonyms.

6The report showed that while ‘intangible assets’ were growing on US and UK company balance sheets at nearly three times the rate of tangible assets, the actual size of the digital sector in the GDP figures had remained static. So something is broken in the logic we use to value the most important thing in the modern economy. However, by any measure, it is clear that the mix of inputs has altered. An airliner looks like old technology. But from the atomic structure of the fan blades, to the compressed design cycle, to the stream of data it is firing back to its fleet HQ, it is ‘alive’ with information.

Let us look at the correlation between temperature, humidity and wind speed and all other features. Since the data also contains categorical features, we cannot only use the Pearson correlation coefficient, which only works if both features are numerical. Instead, I train a linear model to predict, for example, temperature based on one of the other features as input. Then I measure how much variance the other feature in the linear model explains and take the square root. If the other feature was numerical, then the result is equal to the absolute value of the standard Pearson correlation coefficient. But this model-based approach of “variance-explained” (also called ANOVA, which stands for ANalysis Of VAriance) works even if the other feature is categorical. The “variance-explained” measure lies always between 0 (no association) and 1 (temperature can be perfectly predicted from the other feature). We calculate the explained variance of temperature, humidity and wind speed with all the other features. The higher the explained variance (correlation), the more (potential) problems with PD plots. The following figure visualizes how strongly the weather features are correlated with other features.

Authentic leaders share the information needed to make decisions, accept others’ inputs, and disclose their personal values,

... as corporations have been able to place themselves in the role arbiter of their own products and value, it has meant that democratic input into the process of deciding technologies are safe, useful, or worthwhile has been short-circuited.

To be free requires that we are not marionettes whose strings are pulled by physical law. Whether the laws are deterministic (as in classical physics) or probabilistic (as in quantum physics) is of deep significance to how reality evolves and to the kinds of predictions science can make. But for assessing free will, the distinction is irrelevant. If the fundamental laws can continually churn, never grinding to a halt for lack of human input and applying all the same even if particles happen to inhabit bodies and brains, then there is no place for free will. Indeed, as is affirmed by every scientific experiment and observation ever conducted, long before we humans came on the scene the laws ruled without interruption; after we arrived, they continued to rule without interruption. To sum up: We are physical beings made of large collections of particles governed by nature’s laws. Everything we do and everything we think amounts to motions of those particles. Shake my hand and particles constituting your hand push up and down against those constituting mine. Say hello, and particles constituting your vocal cords jostle particles of air in your throat, setting off a chain reaction of colliding particles that ripples through the air, knocking into the particles constituting my eardrums, setting off a surge of yet other particles in my head, which is how I manage to hear what you’re saying. Particles in my brain respond to the stimuli, yielding the thought that’s a strong grip, and sending signals carried by other particles to those in my arm, which drive my hand to move in tandem with yours. And since all observations, experiments, and valid theories confirm that particle motion is fully controlled by mathematical rules, we can no more intercede in this lawful progression of particles than we can change the value of pi. Our choices seem free because we do not witness nature’s laws acting in their most fundamental guise; our senses do not reveal the operation of nature’s laws in the world of particles. Our senses and our reasoning focus on everyday human scales and actions: we think about the future, compare courses of action, and weigh possibilities. As a result, when our particles do act, it seems to us that their collective behaviors emerge from our autonomous choices. However, if we had the superhuman vision invoked earlier and were able to analyze everyday reality at the level of its fundamental constituents, we would recognize that our thoughts and behaviors amount to complex processes of shifting particles that yield a powerful sense of free will but are fully governed by physical law.

According to many experts the majority of the people won't be needed anymore for the coming society. Almost everything will be done by artificial intelligence, including self-driving cars and trucks, which already exist anyway. Some even mentioned that AI is making universities obsolete by how fast it can produce information. However, In my view, the AI has limitations that the many can't see, because on a brain to brain comparison, the AI always wins, yet the AI can only compute with programmable data. In other words, the AI can think like a human but can't imagine or create a future. The AI is always codependent on the imagination of its user. So the limitations of the AI are in fact determined by humans. It is not bad that we have AI but that people have no idea of how to use it apart from replacing their mental faculties and being lazy. This is actually why education has always been a scam. The AI will simply remove that from the way. But knowledge will still require analysis and input of information, so the AI doesn't really replace the necessary individuals of the academic world, but merely the many useless ones that keep copying and plagiarizing old ideas to justify and validate a worth they don't truly possess. Being afraid and paranoid about these transitions doesn't make sense because evolution can't be stopped, only delayed. The problem at the moment has more to do with those who want to keep themselves in power by force and profiting from the transitions. The level of consciousness of humanity is too low for what is happening, which is why people are easily deceived. Consequently, there will be more anger, fear, and frustration, because for the mind that is fixed on itself, change is perceived as chaos. The suffering is then caused by emotional attachments, stubbornness and the paranoid fixation on using outdated systems and not knowing how to adapt properly. In essence, AI is a problem for the selfish mind - rooted in cognitive rationalizations -, but an opportunity of great value for the self-reflective mind - capable of a metacognitive analysis. And the reason why nobody seems to understand this is precisely because, until now, everyone separated the mind from the spirit, while not knowing how a spiritual ascension actually goes through the mind. And this realization, obviously, will turn all religions obsolete too. Some have already come to this conclusion, and they are the ones who are ready.