Metric System Quotes

Of course Evil's afoot. If it had switched to the metric system it'd be up to a meter by now.

There was a sound like a human yawn, and then the skull turned slightly toward me and asked, "What's up, boss?" "Evil's afoot." "Well, sure," Bob said, "because it refuses to learn the metric system. Otherwise it'd be up to a meter by now.

The metric system did not really catch on in the States, unless you count the increasing popularity of the nine-millimeter bullet.

Drugs have taught an entire generation of kids the metric system

In metric, one milliliter of water occupies one cubic centimeter, weighs one gram, and requires one calorie of energy to heat up by one degree centigrade—which is 1 percent of the difference between its freezing point and its boiling point. An amount of hydrogen weighing the same amount has exactly one mole of atoms in it. Whereas in the American system, the answer to ‘How much energy does it take to boil a room-temperature gallon of water?’ is ‘Go fuck yourself,’ because you can’t directly relate any of those quantities.

America has faced hardships in the past but we have always mounted a comeback! We defeated the Nazis, we defeated the Native Americans, we defeated the environment, we even defeated the Metric System! Kilos? Sorry, that's drug talk. This is America! Where we eat fruit by the foot, not muesli by the meter.

During the meeting in Delhi with Dirac on 12 January 1955, Nehru asked him if he had any recommendations for the future of the new republic of India. After his usual reflective pause, Dirac replied: ‘A common language, preferably English. Peace with Pakistan. The metric system.

You can tell all that about me from your measuring tape?' 'Well, I use the metric system, It's the only way to get really exact numbers.

All i have to offer is this: i hold a valid driver's license and I know the way to the hospital. I can hang curtains, flip a mattress, load a dishwasher. I can deliver a pizza, lend a steadying arm, laugh at a morbid joke and compliment a bad wig and I know the metric system. I doubt that's gonna be enough.

Evil’s afoot.” “Well, sure,” Bob said, “because it refuses to learn the metric system. Otherwise it’d be up to a meter by now.

Serving humanity intelligently is held up as the “gold standard” of AI based systems. But, with the emergence of new technologies and AI systems with bio-metric data storage, surveillance, tracking and big data analysis, humanity and the society is facing a threat today from evilly designed AI systems in the hands of monster governments and irresponsible people. Humanity is on the verge of digital slavery.

A molecule of hydrogen....whether in Sirius or in Arcturus, executes its vibrations in precisely the same time. Each molecule therefore throughout the universe bears impressed upon it the stamp of a metric system as distinctly as does the metre of the Archives at Paris, or the double royal cubit of the temple of Karnac. No theory of evolution can be formed to account for the similarity of molecules, for evolution necessarily implies continuous change, and the molecule is incapable of growth or decay, of generation or destruction.... We are therefore unable to ascribe either the existence of the molecules or the identity of their properties to any of the causes which we call natural.

Some people have the luxury of asking themselves whether a job fulfills their career hopes and ambitions. I’ve got my own metric to gauge the fabulosity of a job: Does that job require me to keep my boss informed of the inner workings of my gastrointestinal system, or am I allowed to go to the bathroom at will?

Only monsters could slay monsters.

Money is just like the metric system: you work more, you earn more and there’s always an extra zero to be added. It’s only a zero, though.

The French writer Edmond About, who visited Greece in 1832, a dozen years after its independence, reports how peasants struggled with the metric system as it was completely unnatural to them and stuck to Ottoman standards instead.

Wait!” I shouted, chasing after him. Leaves sawed at my face and arms as I crashed into the undergrowth. “I have questions! How do I know this is real? What if it’s just a dream with a lowercase d? What if I change my mind about Hel tomorrow?” I stopped. Ganesha was gone, but I still felt presences in the jungle. I turned right and circled around to where I thought they were lurking. I felt them leave as I ran madly through the vegetation, yelling, “Why doesn’t everyone use the metric system? What happened to all of the yeti? How come I’ve never seen my archdruid in Tír na nÓg? Could he be the Most Interesting Man in the World? Why aren’t people from Trinidad and Tobago called Tobaggans? Do you know any Vogon poetry?” I

We can’t even be sure how to tell when the immune system’s not working right, let alone why not, because we don’t have good metrics of what a healthy human immune system looks like. Despite billions spent on immune stimulants in supermarkets and drugstores last year, we don’t know what—if anything—those really do, or what “immune stimulant” even means.{564}

It was only in a place like Paris where knowing the books someone loved, whether they followed Lévi-Strauss or Sartre, was the yardstick by which to measure them.

The United States is today one of only three countries not to have officially adopted the French metric system. The other two are Liberia and Myanmar (Burma).

It’s weird that an alternate reality has the metric system and the Americans still can’t figure it out.

America had changed in many ways, but it had yet to adopt the metric system.

The metric system ruined me.

In the apothecaries’ system of weight units, a pound is divided into 12 ounces, which each consist of 8 drams. A dram is then 3 scruples, each made from 20 grains. I hope that made sense. A grain is one 5,760th of a pound. But not a normal pound: this is a troy pound. Which is different from a normal pound. And people wonder why the metric system was invented.

In natural ecosystems, the efficient allocation of capital is a prerequisite for all other success metrics. The same is true of economic systems. The efficient allocation of capital is a prerequisite for all other success metrics.

Only a tiny proportion of the sun’s energy reaches us, yet it amounts to 3,766,800 exajoules of energy each year (a joule is a unit of energy in the metric system, about the amount you expend to lift a small apple one yard straight up; an exajoule is a billion billion joules – that’s a lot of apples). All the world’s plants capture only about 3,000 of those solar exajoules through the process of photosynthesis. All human activities and industries put together consume about 500 exajoules annually, equivalent to the amount of energy earth receives from the sun in just ninety minutes. And that’s only solar energy.

The only measurement I understand is perfection.

Some people are so much heaven to the square inch that life is simply hell, when she leaves you in order to go south for the winter. (Yes, women are people too, sometimes even threee.)

Is Euclidian geometry true or is Riemann geometry true? He answered, The question has no meaning. As well ask whether the metric system is true and the avoirdupois system is false; whether Cartesian coordinates are true and polar coordinates are false. One geometry can not be more true than another; it can only be more convenient. Geometry is not true, it is advantageous.

I knew no harm of Bonaparte and plenty of the Squire, And for to fight the Frenchman I did not much desire; But I did bash their baggonets because they came arrayed To straighten out the crooked road an English drunkard made

In this sense, English is the world’s way of communicating interculturally just as the Christian calendar is the world’s way of tracking time, Arabic numbers are the world’s way of counting, and the metric system is, for the most part, the world’s way of measuring. The use of English in this way, however, is intercultural communication; it presupposes the existence of separate cultures. A lingua franca is a way of coping with linguistic and cultural differences, not a way of eliminating them. It is a tool for communication not a source of identity and community

Only a tiny proportion of the sun’s energy reaches us, yet it amounts to 3,766,800 exajoules of energy each year (a joule is a unit of energy in the metric system, about the amount you expend to lift a small apple one yard straight up; an exajoule is a billion billion joules – that’s a lot of apples).2 All the world’s plants capture only about 3,000 of those solar exajoules through the process of photosynthesis.3 All human activities and industries put together consume about 500 exajoules annually, equivalent to the amount of energy earth receives from the sun in just ninety minutes.

In real life, the value capture process is sometimes deliberately managed by elites to manipulate and control others with game design-like tactics. Gig economy platforms like Uber and Lyft use "badges" and rating systems to manage the decision-making environment of their driver employees. Even outside of work, social media features such as likes, shares, and retweets play the role of points in games. Over time, these simple metrics threaten to distort or take the place of values (say, the wish to meaningfully contribute to discussion or to take pride in the quality of one's work) that might otherwise have inflected our behavior on these platforms.

Each country's money supply was not a metric to be determined by central planning committees stocked with Ph.D. holders, but the natural working of the market system. People held as much money as they pleased and spent as much as they desired on local or foreign production, and the actual money supply was not even easily measurable.

Trust metrics over intuition. You should have a way to measure every project. Quality is a complex system, the sort of place where your intuition can easily deceive you. Similarly, as you become more senior at your company, your experience will no longer reflect most other folks’ experiences. You already know about the rough edges, and you’ll be the first person in line to get help if you find a new one, but most other folks don’t. Metrics keep you honest.

The American dream, here it is: In America (and this is not just confined to America of course), if you work hard, play by the rules, you will succeed. Work hard, play by the rules, you will succeed. That’s part of the dream. Typically, it also includes a metric for what constitutes success. It almost invariably takes a commodified form, success. Since that’s the kind of reward a capitalist system can and must deliver. For example, a recurrent formulation is a home of one’s own.

The amount of energy stored in all the fossil fuel on earth is negligible compared to the amount that the sun dispenses every day, free of charge. Only a tiny proportion of the sun’s energy reaches us, yet it amounts to 3,766,800 exajoules of energy each year (a joule is a unit of energy in the metric system, about the amount you expend to lift a small apple one yard straight up; an exajoule is a billion billion joules – that’s a lot of apples).2 All the world’s plants capture only about 3,000 of those solar exajoules through the process of photosynthesis.3 All human activities and industries put together consume about 500 exajoules annually, equivalent to the amount of energy earth receives from the sun in just ninety minutes.4 And that’s only solar energy. In addition, we are surrounded by other enormous sources of energy, such as nuclear energy and gravitational energy, the latter most evident in the power of the ocean tides caused by the moon’s pull on the earth.

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

systemic racism is the legitimizing of every dynamic—historic, cultural, political, economic, institutional, and person-to-person—that gives advantages to white people, while at the same time producing a whole host of terrible effects for black people and other people of color. Those effects show up as inequalities in power, opportunities, laws, and every other metric of how individuals and groups are treated. Which is to say: systemic racism is making the unequal treatment of people of color the national norm.

Machine-learning systems generally need a goal or metric that guides them as they train themselves. Musk, who liked to manage by decreeing what metrics should be paramount, gave them their lodestar: the number of miles that cars with Tesla Full Self-Driving were able to travel without a human intervening. “I want the latest data on miles per intervention to be the starting slide at each of our meetings,” he decreed. “If we’re training AI, what do we optimize? The answer is higher miles between interventions.” He told them to make it like a video game where they could see their score every day. “Video games without a score are boring, so it will be motivating to watch each day as the miles per intervention increases.

Compared to cotton, synthetic fibers require a lot less water to produce, but that’s not necessarily a good enough argument for using them, since they have other significant impacts: they are still made of oil, and their production can require a lot of energy. MIT calculated that the global impact of producing polyester alone was somewhere between 706 million metric tons of carbon dioxide, or about what 185 coal-fired power plants emit in a year.2 Samit Chevli, the principal investigator for biomaterials at DuPont, the giant chemical company, has said that it will be hundreds of years before regular polyester degrades.3 Plus, while the chemicals used in production typically aren’t released to the environment, if factories don’t have treatment systems in the last phase of production, they can release antimony, an element that can be harmful to human health, as well as other toxins and heavy metals. Despite having just written a good amount about the impacts associated with the production of synthetic fibers, that’s actually not why I wanted to call attention to your yoga pants and dry-fit sweat-wicking T-shirts, which we wear out to dinner. It is hard for me to leave my fashion critique at the door, but what I actually want to say about synthetic fibers is that they are everywhere—not just in all of our clothes, but literally everywhere: rivers, lakes, oceans, agricultural fields, mountaintops, glaciers. Everywhere. Synthetic fibers, actually, may be one of the most abundant, widespread, and stubborn forms of pollution that we have inadvertently created.

This approach is flawed on multiple levels. First, when institutions conflate racial and gender diversity metrics with diversity of thought in their organizations, they implicitly reinforce the incorrect assumption that genetic characteristics predict something important about the way that a person thinks—the most fundamental assumption underlying racism itself. Second, this approach empowers entrenched managers to create the visible appearance of diversity in their organizations while avoiding the need to engage with true diversity of thought, including challenges to their incumbency. Third, when a narrow conception of diversity is implemented through affirmative action or other quota-based systems, that fuels racism and sexism by fostering tokenism in the workplace and animus among communities that fail to benefit from these programs.

Discouraging cooperation and common purpose. Rewarding individuals for measured performance diminishes the sense of common purpose as well as the social relationships that provide the unmeasureable motivation for cooperation and institutional effectiveness.7 Reward based on measured performance tends to promote not cooperation but competition. If the individuals or units respond to the incentives created, rather than aiding, assisting, and advising one another, they strive to maximize their own metrics, ignoring, or even sabotaging, their fellows. As Donald Berwick, a leading medical reformer, has recounted, One hospital CEO described to me his system of profit-center management, in which middle management bonuses depended on local budget performance. I asked him if one of his managers would transfer resources from his department to another’s if it would help the organization as a whole. “Yes,” the CEO answered honestly, “if he were crazy.

The inertia pushing the water up the wall was caused by its rotation with respect to the metric field, which Einstein now reincarnated as an ether. As a result, he had to face the possibility that general relativity did not necessarily eliminate the concept of absolute motion, at least with respect to the metric of spacetime.26 It was not exactly a retreat, nor was it a return to the nineteenth-century concept of the ether. But it was a more conservative way of looking at the universe, and it represented a break from the radicalism of Mach that Einstein had once embraced. This clearly made Einstein uncomfortable. The best way to eliminate the need for an ether that existed separately from matter, he concluded, would be to find his elusive unified field theory. What a glory that would be! “The contrast between ether and matter would fade away,” he said, “and, through the general theory of relativity, the whole of physics would become a complete system of thought.

Why did you come to the United States? Perhaps no one knows the real answer. I know that migrants, when they are still on their way here, learn the Immigrant’s Prayer. A friend who had been aboard La Bestia for a few days, working on a documentary, read it to me once. I didn’t learn the entire thing, but I remember these lines: “Partir es morir un poco / Llegar nunca es llegar”—“To leave is to die a little / To arrive is never to arrive.” I’ve had to ask so many children: Why did you come? Sometimes I ask myself the same question. I don’t have an answer yet. Before coming to the United States, I knew what others know: that the cruelty of its borders was only a thin crust, and that on the other side a possible life was waiting. I understood, some time after, that once you stay here long enough, you begin to remember the place where you originally came from the way a backyard might look from a high window in the deep of winter: a skeleton of the world, a tract of abandonment, objects dead and obsolete. And once you’re here, you’re ready to give everything, or almost everything, to stay and play a part in the great theater of belonging. In the United States, to stay is an end in itself and not a means: to stay is the founding myth of this society. To stay in the United States, you will unlearn the universal metric system so you can buy a pound and a half of cooked ham, accept that thirty-two degrees, and not zero, is where the line falls that divides cold and freezing. You might even begin to celebrate the pilgrims who removed the alien Indians, and the veterans who maybe killed other aliens, and the day of a president who will eventually declare a war on all the other so-called aliens. No matter the cost. No matter the cost of the rent, and milk, and cigarettes. The humiliations, the daily battles. You will give everything. You will convince yourself that it is only a matter of time before you can be yourself again, in America, despite the added layers of its otherness already so well adhered to your skin. But perhaps you will never want to be your former self again. There are too many things that ground you to this new life. Why did you come here? I asked one little girl once. Because I wanted to arrive.

They all succeed at changing both their mindset (the meaning-making system that shapes thoughts and feelings) and their behavior; rather than changing only mindset or behavior, and hoping the other will eventually follow. • They all become keen and focused observers of their own thoughts, emotions, and behaviors, and they learn to use these as information. They see the agenda that is driving them, not just the agenda they are driving. • Changes to their mindsets are always in the direction of seeing and feeling more possibilities: Spaces people had previously thought they could not or should not enter (because they were out of reach or too dangerous) are now fully accessible. • They take focused risks and build a new set of muscles and metrics around assumptions based on actual, rather than imagined, data about the consequences of their new actions. Their anxiety around the initial adaptive challenge is reduced, if not eliminated, while their experiences of pleasure significantly increase. • They experience increased mastery, more options, wider control, and greater degrees of freedom. They make progress on, or even accomplish, their column 1 commitment, and, more often than not, their accomplishments extend considerably beyond the initial aspiration. Because they have developed new mental capabilities—not just a new solution to a single problem—they can bring these capabilities to other challenges and other venues, in their work and in their personal lives.

Almost all official statistics and policy documents on wages, income, gross domestic product (GDP), crime, unemployment rates, innovation rates, cost of living indices, morbidity and mortality rates, and poverty rates are compiled by governmental agencies and international bodies worldwide in terms of both total aggregate and per capita metrics. Furthermore, well-known composite indices of urban performance and the quality of life, such as those assembled by the World Economic Forum and magazines like Fortune, Forbes, and The Economist, primarily rely on naive linear combinations of such measures.6 Because we have quantitative scaling curves for many of these urban characteristics and a theoretical framework for their underlying dynamics we can do much better in devising a scientific basis for assessing performance and ranking cities. The ubiquitous use of per capita indicators for ranking and comparing cities is particularly egregious because it implicitly assumes that the baseline, or null hypothesis, for any urban characteristic is that it scales linearly with population size. In other words, it presumes that an idealized city is just the linear sum of the activities of all of its citizens, thereby ignoring its most essential feature and the very point of its existence, namely, that it is a collective emergent agglomeration resulting from nonlinear social and organizational interactions. Cities are quintessentially complex adaptive systems and, as such, are significantly more than just the simple linear sum of their individual components and constituents, whether buildings, roads, people, or money. This is expressed by the superlinear scaling laws whose exponents are 1.15 rather than 1.00. This approximately 15 percent increase in all socioeconomic activity with every doubling of the population size happens almost independently of administrators, politicians, planners, history, geographical location, and culture.

It is deeply ironic that while America was hemming and hawing over whether to go metric on account of its shrinking place in world trade, a U.S. innovation sized in customary feet was becoming the most important measure of capacity ever to hit the global market.

containerization has had a greater impact on global trade than all GATT talks combined.

A company’s revenue engine is a critical success factor. I had seen from my own direct experience how easy it was to get caught in silos: marketing people would just think of marketing, salespeople would just think of sales, and accounting wouldn’t think of itself as part of the revenue engine at all. Furthermore, product and the revenue engine were too often thought of completely independent of each other. The need for a more integrated approach was on my mind from the beginning. The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend. I call my revenue engine model “the bowtie schema.” It was the product of continuous iteration. As I interacted with marketing and sales practitioners and waded through the research, the model slowly emerged. The final model conveys not just the product and customer journey across the bowtie, but also the foundational layers that support that journey-- the interaction between people tools, workflow, and metrics that make it all happen. The most basic question a CEO must answer is whether the product has achieved a value breakthrough. Without that, the revenue engine is irrelevant. Once product-market fit is confirmed, the next step is to clearly identify your ideal customer profile (ICP) and your business model. This includes the lifetime value (LTV) profile of your company. Assuming a strong product, a clear ICP, and a solid understanding of the constraints composed by your unit economics, the path forward is clear. Then, the focus will turn to uplifting the maturity of your revenue engine and scaling it efficiently.

it would be good to include staleness measurements in the standard set of metrics for databases. Eventual consistency is a deliberately vague guarantee, but for operability it’s important to be able to quantify “eventual.

Numerous state and federal policymakers are increasingly embracing competency-based learning. In a competency-based system, students advance upon demonstrating mastery. This model marks a sharp departure from the school system's traditional metric: hours spent in the classroom.

The revenue engine is a whole system. It encompasses a diverse set of integrated components, each doing its part to advance the system’s purpose. The engine is not just comprised of marketing and sales— it includes product, accounting, and the underlying technology and data infrastructure required to keep everything flowing. It involves people, tools, workflow, and metrics. Its purpose is to optimize reach, conversion, and expansion of customer spend.

Here’s the real irony: The human side of medicine—the compassion, communication, and empathy that lie at the heart of the art of medicine—is essential to achieving the outcomes that matter most to the business and science sides of medicine. Within health care, there has been an unyielding assumption embedded in both the protocols of science and the metrics of business: that patients will comply with what their doctors ask them to do. This is why balance matters: Study after study has shown that when the art of medicine disappears, there’s a significant and negative impact on health. When patients don’t feel valued and heard as human beings, their overall sense of well-being and willingness to trust the system will suffer. And then they’re much less likely to follow the steps that can help them manage their diabetes, lose weight, or deal with whatever their specific health challenge may be. If patients don’t feel a connection to their doctors when problems come up, they are less likely to seek help until those problems become much worse and more expensive. In other words, in losing the art of medicine, we’re sabotaging the broader goals we hold for America’s health-care system.

The term micro-hub didn't have much to do with the size of the drones. It was nomenclature Hail's crew used to refer to a drone's heritage. The main drone was Foghat, which dropped off the hub called Led Zeppelin or its mini-drone. The next group of hubs that were released by Led Zeppelin was referred to as micro-hubs. If those hubs parented more hubs, then those would be called nano-hubs and so on until pico has been used. Hail's drone laboratories had never nested drones deeper than pico, so there was no need for any further classification. The inventors of the metric system in 18th century France, had little need for any terminology smaller than micro, because they didn't have instruments fine enough to measure more minute increments. But in later years, pico, femto, atto, zepto and yocto metric increments had been established in case Hail's team ever needed them.

About the Author MEGAN MCDONALD grew up in a house full of books and sisters—four sisters, who inspire many of the stories she writes. She has loved to write since she was ten, when she got her first story published in her school newspaper. Megan vividly remembers growing up in the 1970s, from making apple-seed bracelets to learning the metric system. San Francisco is close to home for Megan, who lives with her husband in Sebastopol, California, where she writes the Judy Moody series and many other books for young people.

What do citizens expect of government agencies entrusted with crime control, risk control, or other harm reduction duties? The public does not expect that governments will be able to prevent all crimes or contain all harms. But they do expect government agencies to provide the best protection possible, and at a reasonable price, by being:           Vigilant, so they can spot emerging threats early, pick up on precursors and warning signs, use their imaginations to work out what could happen, use their intelligence systems to discover what others are planning, and do all this before much harm is done.           Nimble, flexible enough to organize themselves quickly and appropriately around each emerging crime pattern rather than being locked into routines and processes designed for traditional issues.           Skillful, masters of the entire intervention tool kit, experienced (as craftsmen) in picking the best tools for each task, and adept at inventing new approaches when existing methods turn out to be irrelevant or insufficient to suppress an emerging threat.8 Real success in crime control—spotting emerging crime problems early and suppressing them before they do much harm—would not produce substantial year-to-year reductions in crime figures, because genuine and substantial reductions are available only when crime problems have first grown out of control. Neither would best practices produce enormous numbers of arrests, coercive interventions, or any other specific activity, because skill demands economy in the use of force and financial resources and rests on artful and well-tailored responses rather than extensive and costly campaigns. Ironically, therefore, the two classes of metrics that still seem to wield the most influence in many departments—crime reduction and enforcement productivity—would utterly fail to reflect the very best performance in crime control. Further, we must take seriously the fact that other important duties of the police will never be captured through crime statistics or in measures of enforcement output. As NYPD Assistant Commissioner Ronald J. Wilhelmy wrote in a November 2013 internal NYPD strategy document:

As discussed in Chapter 2, data gathered from A/B tests by Ronny Kohavi, who directed Amazon’s Data Mining and Personalization group before joining Microsoft as General Manager of its Experimentation Platform, reveal that 60%–90% of ideas do not improve the metric they were intended to improve. Thus if we’re not running experiments to test the value of new ideas before completely developing them, the chances are that about 2/3 of the work we are doing is of either zero or negative value to our customers — and certainly of negative value to our organization, since this work costs us in three ways. In addition to the cost of developing the features, there is an opportunity cost associated with more valuable work we could have done instead, and the cost of the new complexity they add to our systems (which manifests itself as the cost of maintaining the code, a drag on the rate at which we can develop new functionality, and often, reduced operational stability and performance).

The tombstone of coinage, arguably the most important measure in history, could read: Born Lydia, Anatolia, 7th century B.C. Died Washington, D.C., 20th century A.D.

Don’t let your company default to the kind of numbers that your enterprise resource planning (ERP) system is likely to grind out. Instead, look for data that will help you understand whether a specific initiative is succeeding according to the most relevant metrics.

The best way to achieve alignment is to sequentially move through a series of structured discussions that clarify the organization’s strategy, defining precisely what differentiating capabilities are required, then to examine all the systems of choices that develop that capability: work processes; structure and governance; information and metrics; people and rewards; continuous improvement; and culture and leadership (fig. 1.5). These are the conversations entailed in organization alignment. They can—and should—be quick and to the point. But these critical conversations should not be skipped.

The IPCC report explains that every single metric ton of carbon dioxide we prevent from entering the atmosphere lessens the severity of the impacts we bake into the system. Our assessment meticulously describes how every fraction of a degree of warming matters—the scale and severity of impacts begin to compound and cascade with higher levels of warming.

Donald Wheeler, in his book Understanding Variation, explains: Before you can improve any system … you must understand how the inputs affect the outputs of the system. You must be able to change the inputs (and possibly the system) in order to achieve the desired results. This will require a sustained effort, constancy of purpose, and an environment where continual improvement is the operating philosophy.2 Amazon takes this philosophy to heart, focusing most of its effort on leading indicators (we call these “controllable input metrics”) rather than lagging indicators (“output metrics”).

Prince of Wales still lies, her huge 44,000-ton bulk turned upside down by the violence of the enemy, nearly 40 fathoms deep off the Malaysian coast. Here, in all its concentrated, solemn vastness, an official war grave, is a solid, enduring relic of Britain’s final days as a great industrial, economic and naval power. At 745 feet long and 105 feet wide, she contains centuries of shipbuilding and fighting experience, now dead, scattered, disbanded, forgotten or lost, thousands of tons of steel from blast furnaces, mills and forges long demolished, made with coal from mines long ago closed and sealed, and dug and smelted and hammered by an industrial working class now vanished. Every intricate part of her was made according to the traditional measurements of England, feet, inches, pounds and hundredweight. These are now abandoned in favour of the metric system which was used by our enemies in that war and which would have been imposed upon us had we been defeated. But in this matter, as in so many others, we have made a conquest of ourselves. Somewhere in her barnacled ruins is the cabin where Churchill slept, the cinema where he watched That Hamilton Woman with tears in his eyes, the bridge from which he waved so cheerfully, and perhaps the rotted fragments of the hymn book from which he so lustily sang ‘For Those in Peril on the Sea’ and ‘Onward, Christian Soldiers!’, beside his ally and supposed friend, the president of the United States.

The humanitarian silo model is increasingly out of touch. It fails against almost any metric. It doesn't help refugees, undermining their autonomy and dignity. It doesn't help host governments, transforming potential contributors into a disempowered and alienated generation in their midst. It doesn't help the international community, leaving people indefinitely dependent upon aid, less capable of ultimately rebulding their countries of origin, and with onward movement as their only viable rout to opportunity.

As market conditions worsened, it became clear that the metrics they were using had no grounding in reality.

Brave applies a two-pronged strategy to this problem. It has created a new browser designed to work seamlessly with its tokens. The browser blocks all ads by default and, with sophisticated analytics, collates and anonymizes data from users that indicate how much time they spend looking at certain content. That way it can come up with a useful record of the amount of time we all spend at Internet sites without identifying us. As a user of the Brave browser, you are offered the potential to earn BATs for selectively turning off the ad blocker to view ads; tokens are delivered to an integrated wallet that you uniquely control. You can in turn use those tokens to reward publishers of content that you appreciate—in effect, tipping them with donations. Meanwhile, to place ads with publishers of content on the system, advertisers must first acquire BATs and then pay those tokens to publishers, with the price for those ads dictated by the attention metrics associated with the latter’s content.

Many people believe that the metric system isn't so well suited to construction work. The old system is in better harmony with art and carpentry, where we operate with wholes, halves, and thirds—just think about the golden ratio. At one time, there was even an agreed model for sorting out any disagreements over the Saxon measurements. "Oh? Tell me!" "Four reputable men, who had never met before, would, on the king's orders, gather on a particular Saturday and spend the night travelling to some randomly chosen church. They would wait outside and, when Mass was over they'd pull aside the first sixteen men who came out and tell them to remove their right shoes. Then they'd take all these shoes and line them up toe to heel—in the order in which the men had emerged—and stretch a thin rope along the entire length of the shoes, cut it and bring it to the king. The rope would then be folded four times, and the resultant sixteenth part would be the new standard foot.

The best changes often go unnoticed, moving from one moment of stability to another, with teams and organizations feeling stable at every step. The key tools for leading efficient change are systems thinking, metrics, and vision. When the steps of change are too wide, teams get destabilized, and gaps open within them. In those moments, managers create stability by becoming glue.

Coercion is more debilitating than persuasion or even influence. Once immsersed in coercive system, we act without cinscious control - from a place that has little to do with reason. .. The further our coercive environment paralyzes our judgement, the more we depend on the metrics established for us by other people and institutions to gauge our progress. Everywhere we look - from media to politics to world finance - we encounter systems devised to suspend common sense and confirm our greatest fear: that we need to do more in order to just be.

The axioms of geometry, therefore, are neither synthetic a priori judgments nor experimental facts. They are conventions; our choice among all possible conventions is guided by experimental facts; but it remains free and is limited only by the necessity of avoiding all contradiction. . . . In other words, the axioms of geometry (I do not speak of those of arithmetic) are merely disguised definitions. Then what are we to think of that question: Is the Euclidean geometry true? It has no meaning. As well ask whether the metric system is true and the old measures false.

The criteria for metabolic health involves five metrics: blood sugar, blood pressure, HDL choles- terol, triglycerides, and waist circumference all being at healthy levels without the need for prescription medications. This tells us that “sick” is the new normal. So be aware that it might not be a good thing when your doctor tells you that everything looks “nor- mal.” You need to discover the truth for yourself. Our health care system is set up to treat sick people, not to prevent illness or disease. Until you’re at the point that you need to be prescribed medication or undergo a procedure, there is nothing they can do.

THE RISING FRONTIER IN THE fight for civil rights and human rights will require algorithmic justice, which for me ultimately means that people have a voice and a choice in determining and shaping the algorithmic decisions that shape their lives, that when harms are perpetuated by AI systems there is accountability in the form of redress to correct the harms inflicted, that we do not settle on notions of fairness that do not take historical and social factors into account, that the creators of AI reflect their societies, that data does not destine you to unjust discrimination, that you are not judged by the content of data profiles you never see, that we value people over metrics, that your hue is not a cue to dismiss your humanity, that AI is for the people and by the people, not just the privileged few.

Is Euclidean geometry true? It has no meaning. We might as well ask if the metric system is true, and if the old weights and measures are false; if Cartesian co-ordinates are true and polar co-ordinates false. One geometry cannot be more true than another; it can only be more convenient. Now, Euclidean geometry is, and will remain, the most convenient.

For Dumas, the reason for adopting the metric system was because it divided lengths into sensible units of ten. That was what pure scientists wanted and what pragmatic journeymen demanded.

Excellence in Statistics: Rigor Statisticians are specialists in coming to conclusions beyond your data safely—they are your best protection against fooling yourself in an uncertain world. To them, inferring something sloppily is a greater sin than leaving your mind a blank slate, so expect a good statistician to put the brakes on your exuberance. They care deeply about whether the methods applied are right for the problem and they agonize over which inferences are valid from the information at hand. The result? A perspective that helps leaders make important decisions in a risk-controlled manner. In other words, they use data to minimize the chance that you’ll come to an unwise conclusion. Excellence in Machine Learning: Performance You might be an applied machine-learning/AI engineer if your response to “I bet you couldn’t build a model that passes testing at 99.99999% accuracy” is “Watch me.” With the coding chops to build both prototypes and production systems that work and the stubborn resilience to fail every hour for several years if that’s what it takes, machine-learning specialists know that they won’t find the perfect solution in a textbook. Instead, they’ll be engaged in a marathon of trial and error. Having great intuition for how long it’ll take them to try each new option is a huge plus and is more valuable than an intimate knowledge of how the algorithms work (though it’s nice to have both). Performance means more than clearing a metric—it also means reliable, scalable, and easy-to-maintain models that perform well in production. Engineering excellence is a must. The result? A system that automates a tricky task well enough to pass your statistician’s strict testing bar and deliver the audacious performance a business leader demands. Wide Versus Deep What the previous two roles have in common is that they both provide high-effort solutions to specific problems. If the problems they tackle aren’t worth solving, you end up wasting their time and your money. A frequent lament among business leaders is, “Our data science group is useless.” And the problem usually lies in an absence of analytics expertise. Statisticians and machine-learning engineers are narrow-and-deep workers—the shape of a rabbit hole, incidentally—so it’s really important to point them at problems that deserve the effort. If your experts are carefully solving the wrong problems, your investment in data science will suffer low returns. To ensure that you can make good use of narrow-and-deep experts, you either need to be sure you already have the right problem or you need a wide-and-shallow approach to finding one.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

France had recently switched to the metric system of measurement. This gave scientists a much-needed standardized system to measure and compare results, but it also required a whole new set of calculating tables. The sheer number of calculations was beyond what could be accomplished by all the mathematicians in France, so Riche established calculating 'factories' to manufacture logarithms the same way workers manufactured mercantile goods. Each factory employed between 60 and 80 human 'computers.' But they weren’t trained mathematicians; they were mostly out-of-work hairdressers who had found their skill at constructing elaborate pompadours for aristocrats much less in demand after so many former clients lost their heads at the height of the French Revolution. Riche had hit upon a rote system of compiling results based on a set of given values and formulas, and the workers just cranked out the answers in what must have been the world’s first mathematical assembly line. Babbage figured that if an army of untrained hairdressers could make the calculations, so could a computing 'engine.

Even the most elite of engineers commits the most mundane and costly of errors. In late 1998, NASA launched the Mars Climate Orbiter on a daunting nine-month trip to Mars, a mission that fewer than half the world’s launched probes headed for that destination have completed successfully. This $327.6 million calamity crashed and burned indeed, due not to the flip of fate’s coin, but rather a simple snafu. The spacecraft came too close to Mars and disintegrated in its atmosphere. The source of the navigational bungle? One system expected to receive information in metric units (newton-seconds), but a computer programmer for another system had it speak in English imperial units (pound-seconds). Oops.

joule is a unit of energy in the metric system, about the amount you expend to lift a small apple one yard straight up;

In short: by imagining a space-filling fluid, and allowing for its possible effects, we are able to consider a wide variety of transformed images as representations of the same scene, viewed through different states of the fluid. In a similar way, by introducing just the right kind of material into space-time, Einstein was able to allow the distortions of physical law, which are introduced by Galilean transformations that vary in space and time, to be accomplished as modifications of a new material. That material is called the metric field or, as I prefer to say, metric fluid. The expanded system, containing the original world plus a hypothetical new material, obeys laws that remain the same even when we make variable changes in velocity, though the state of the metric fluid changes. In other words, the equations for the expanded system can support our huge, "outrageous" local symmetry. We might expect that systems of equations that support such an enormous amount of symmetry are very special, and hard to come by. The new material must have just the right properties. Equations with such enormous symmetry are the analogue of the Platonic solids-or, better, the spheres-among equations!

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

knowledge-based one. And this is just beginning. Ten years ago we had five hundred million Internet-connected devices. Today there are about eight billion. By 2020 there will be fifty billion and a decade later we’ll have a trillion Internet-connected devices as we literally information-enable every aspect of the world in the Internet of Things. The Internet is now the world’s nervous system, with our mobile devices serving as edge points and nodes on that network. Think about that for a second: we’ll be jumping from eight billion Internet-connected devices today to fifty billion by 2025, and to a trillion a mere decade later. We like to think that thirty or forty years into the Information Revolution we are well along in terms of its development. But according to this metric, we’re just 1 percent of the way down the road. Not only is most of that growth still ahead of us, all of it is. And everything is being disrupted in the process.

The central processor, built by a different firm, was providing the input in newtons, the metric system measurement. Every time the processor said “X,” the thrusters heard “4.45 times X.

Ann put the oven to heat. She washed the lamb under the tap, turning it around to clean the entire leg. Then it was dried with a paper towel, stretched out on the cutting board to be hammered flat, and rubbed with salt and rosemary she took from the kitchen window. She waited for the oven to reach two hundred. The cleaned scent of the meat and the clatter of the water in the skink, the branches of rosemary, the dogs finding each other’s ears in the evening, the children being called indoors, servants standing on the road for the Indian bus, and the rising heat of the oven against the remaining heat of the day made her aware of her own happiness. This happiness was like the sea wind when the temperature of the water and the land reversed and everything was free in new darkness.

You’re telling stories again. You have the disease of telling stories, Roland.

Mr Shabangu stood for a system, fixed in place, in which you knew how to measure who and what was important.

He would only admit a word, or an action, into a play when it satisfied some internal ruler. He made sure everything counted.

They waited for the bill. On the borders there were new guerrilla armies. The rouble and the dollar had replaced the pound sterling. The kilometre and the kilogram and the litre were new ways of measuring miles and imperial pounds and fluid ounces. In Zaire, Patrice Lumumba had been murdered on the instruction of the White House. They wanted to expel her son for possessing two bottles of brandy. The measurements made by Curzon College were as outdated as yards and inches. They didn’t know what counted.

I believe, Sebastian, that novels are more important than ever. They are more important than video recorders and record players and television because they enable us to exercise our minds. They allow us to step back and see where the history is taking us.

They put exclusively black history in the syllabus. Is there a difference between a black history of the world and a proper history? They say children must read black novels. Does a novel have a skin colour?

You listened for the rapping on the door, which might come in the early hours of the morning, and tried to think if there was anything you had missed. You went upstairs again and checked the shelves and made sure that any entries in the telephone book had been scratched out. It was impossible to live without leaving clues. Suddenly, as if a knife was buried in you up to the hilt, you yearned for life in an ordinary country, ordinary happiness and unhappiness.

It was a harbinger of the metric system.

We get most of our energy from complications.

Everybody wished to confess, not to admit anything. The sins they remembered, before the end of the world, were general rather than particular. Nobody even knew how to tell the time. Banks of computers around the planet were predicted to crash when the end of the millennium arrived. All the machinery dependent on electronic calculation would go: jumbo jets and atomic power plants, satellites and radio stations, nuclear submarines beneath the ice caps and the stock exchange in New York. Each sin demanded to be told to its full extent before the day arrived. The culprits counted them out one after the other, arriving at a total just as if they were finding the sums of the cents in their hands. But there was no simple way to measure sin.

So this is our drama. He’s in love with her. She’s in love with me. I am in love with myself. We have a merry triangle going.

When managers and consultants fail, government frequently responds with legislation, policies, and regulations. In earlier times, the federal government limited its formal influence to national concerns such as the Homestead Act and the Post Office. Now constituents badger elected officials to “do something” about a variety of ills: pollution, dangerous products, hazardous working conditions, and chaotic schools, to name a few. Governing bodies respond by making “policy.” But policymakers often don’t understand the problem well enough to get the solution right, and a sizable body of research records a continuing saga of perverse ways in which the implementation process undermines even good solutions (Bardach, 1977; Elmore, 1978; Freudenberg and Gramling, 1994; Peters, 1999; Pressman and Wildavsky, 1973). Policymakers, for example, have been trying for decades to reform U.S. public schools. Billions of taxpayer dollars have been spent. The result? About as successful as America’s switch to the metric system. In the 1950s Congress passed legislation mandating adoption of metric standards and measures. More than six decades later, if you know what a hectare is, or can visualize the size of a three-hundred-gram package of crackers, you’re ahead of most Americans. Legislators did not factor into their solution what it would take to get their decision implemented.

If God wanted us to use the metric system, He would have given us ten fingers and ten toes.

Personal Thinking Blockchains More speculatively for the farther future, the notion of blockchain technology as the automated accounting ledger, the quantized-level tracking device, could be extensible to yet another category of record keeping and administration. There could be “personal thinking chains” as a life-logging storage and backup mechanism. The concept is “blockchain technology + in vivo personal connectome” to encode and make useful in a standardized compressed data format all of a person’s thinking. The data could be captured via intracortical recordings, consumer EEGs, brain/computer interfaces, cognitive nanorobots, and other methodologies. Thus, thinking could be instantiated in a blockchain — and really all of an individual’s subjective experience, possibly eventually consciousness, especially if it’s more precisely defined. After they’re on the blockchain, the various components could be administered and transacted — for example, in the case of a post-stroke memory restoration. Just as there has not been a good model with the appropriate privacy and reward systems that the blockchain offers for the public sharing of health data and quantified-self-tracking data, likewise there has not been a model or means of sharing mental performance data. In the case of mental performance data, there is even more stigma attached to sharing personal data, but these kinds of “life-streaming + blockchain technology” models could facilitate a number of ways to share data privately, safely, and remuneratively. As mentioned, in the vein of life logging, there could be personal thinking blockchains to capture and safely encode all of an individual’s mental performance, emotions, and subjective experiences onto the blockchain, at minimum for backup and to pass on to one’s heirs as a historical record. Personal mindfile blockchains could be like a next generation of Fitbit or Apple’s iHealth on the iPhone 6, which now automatically captures 200+ health metrics and sends them to the cloud for data aggregation and imputation into actionable recommendations. Similarly, personal thinking blockchains could be easily and securely recorded (assuming all of the usual privacy concerns with blockchain technology are addressed) and mental performance recommendations made to individuals through services such as Siri or Amazon’s Alexa voice assistant, perhaps piped seamlessly through personal brain/computer interfaces and delivered as both conscious and unconscious suggestions. Again perhaps speculatively verging on science fiction, ultimately the whole of a society’s history might include not just a public records and document repository, and an Internet archive of all digital activity, but also the mindfiles of individuals. Mindfiles could include the recording of every “transaction” in the sense of capturing every thought and emotion of every entity, human and machine, encoding and archiving this activity into life-logging blockchains.

What weighs more, a pound of feathers or a pound of gold? sounds like a trick question for third-graders, for which the answer should be, A pound is the same no matter what it weighs! Except it doesn’t. A pound of feathers is heavier than one of gold by 22 percent, because plumage and precious metals in the United States are weighed according to different pounds.