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.

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}

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

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.

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

The metric system ruined me.

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

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).

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.

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 was tradition, albeit a bad one, in mechanized units, to steal and hoard spare parts. It was certainly tempting. Possessing extra parts gave a driver or unit the ability to repair a vehicle rapidly, without going through the Army Repair Parts system with its paperwork and time lag for delivery. For a commander, fixing a vehicle rapidly meant better vehicle readiness reporting - a positive metric of performance. For a solider, fixing a vehicle rapidly meant finishing work earlier and having more time off. In countless movies over the years, Hollywood glamorized the "scrounger" who could come up with scarce parts quickly. But Graney knew it killed the system we ultimately depended on, and he taught us why. Besides the obvious theft involved, stealing or hoarding parts meant vehicles were fixed without forcing the repair system to work. The more we went around it, the less responsible it was. It was basic, but getting the basics right was Graney's brilliance.

Jack’s premise is very simple: You can boost performance by making a “game” of tracking and improving key metrics (i.e., real-time information systems) delivered directly to workers. “If you want employees to act like owners,” he says, “you should make them owners.” Taking it even one step closer to complete transparency, the company’s financials are available for everyone to see. There’s no top-down control and secrecy.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

The two systems are like joining a metric bolt with an American nut. They look like they ought to fit, but after the first couple of turns, they bind up.

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”).

This time, I expressed that radius in kilometers, lightseconds, football fields, and-” “Wait, you defined the radius by football fields?” “Yes, because you Americans will do pretty much anything to avoid using the Metric system. Would you prefer I use the height of a giraffe, of the length of a banana, rather than the length of a football field?

Unfortunately, many remnants of Industrial Revolution management still remain. In an overzealous quest to be competitive, ensure quality, and comply with regulations, most large organizations have designed work environments that make it difficult for employees to experiment, stretch beyond their specialized roles, leverage their unique skills, or see the ultimate impact of their work. Most leaders today don’t personally believe that people work best under these conditions. But each generation of managers walks into organizations where there are deeply entrenched assumptions and policies about control through standardized performance metrics, incentives and punishments, promotion tournaments, and so on. As a result, organizations deactivate their employees’ seeking systems and activate their fear systems, which narrows their perception and encourages their submission.

We should stop regarding users as metrics to be optimized, and remember that they are humans who deserve respect, dignity, and agency.

But what made universality useful also made it hard for physicists to believe. Universality meant that different systems would behave identically. Of course, Feigenbaum was only studying simple numerical functions. But he believed that his theory expressed a natural law about systems at the point of transition between orderly and turbulent. Everyone knew that turbulence meant a continuous spectrum of different frequencies, and everyone had wondered where the different frequencies came from. Suddenly you could see the frequencies coming in sequentially. The physical implication was that real-world systems would behave in the same, recognizable way, and that furthermore it would be measurably the same. Feigenbaum’s universality was not just qualitative, it was quantitative; not just structural, but metrical. It extended not just to patterns, but to precise numbers.

They can even end up pitting coworkers against one another, accidentally promoting behaviors that undermine the progress of the group as a whole. One of my favorite examples comes from the heady days of America Online (AOL). The company would routinely send out CDs in an attempt to get people to sign up for its product. One group within the company, responsible for acquisitions, was given financial incentives for hitting subscription goals. And so all tactics were designed to do just that: sign people up. There were offers of 100 free hours in the first month, which became 250 free hours, then even 700 hours. I remember when the offer got to 1,000 free hours, as long as they were used in the first 45 days (which left 1.7 hours of sleep per night for anyone who could take advantage of the promotion). It worked. Whatever tactics the acquisition group members developed were designed to do one thing and one thing only—maximize their bonus. The problem was there was another group responsible for retention; they had to find ways to get all the people who had canceled their subscriptions to come back. By creating a system in which each group was preoccupied with its own metrics without concern for anyone else’s or even what would serve the company best, the leaders of AOL had effectively incentivized their people to find ways to cost the company more money.

the most important thing is that you keep the customer, mission, metrics, and codebase together with that team. That last bit—the codebase—is the hard part because you have to plan ahead. Likely the system was built as one large codebase, and in order to split your teams, you must refactor the system into two codebases that two teams can independently own.

Controls are the mechanisms that you use to align with other leaders you work with, and they can range from defining metrics to sprint planning (although I wouldn’t recommend the latter). There is no universal set of controls—depending on the size of team and your relationships with its leaders, you’ll want to mix and match—but the controls structure itself is universally applicable. Some of the most common controls that I’ve seen and used: Metrics26 align on outcomes while leaving flexibility around how the outcomes are achieved. Visions27 ensure that you agree on long-term direction while preserving short-term flexibility. Strategies28 confirm you have a shared understanding of the current constraints and how to address them. Organization design allows you to coordinate the evolution of a wider organization within the context of sub-organizations. Head count and transfers are the ultimate form of prioritization, and a good forum for validating how organizational priorities align across individual teams. Roadmaps align on problem selection and solution validation. Performance reviews coordinate culture and recognition. Etc. There are an infinite number of other possibilities, many of which are specific to your company’s particular meetings and forums. Start with this list, but don’t stick to it!

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.

Any system for metrics is going to be flawed for a few reasons: we can’t see into the future, we can only evaluate the past, and the industry shifts rapidly. So depending on the space we’re in, we may have to adjust at times. But OKRs are still valuable to understand and evaluate progress.

Adam Back, the CEO of Blockstream and whose development of Hashcash in the 1990s was cited by Satoshi Nakamoto in the Bitcoin white paper, had this to say about Bitcoin trade-offs in a 2021 interview: There’s something unusual about Bitcoin. So, in 2013 I spent about 4 months of my spare time trying to find any way to appreciably improve Bitcoin, you know, across scalability, decentralization, privacy, fungibility, making it easier for people to mine on small devices… a bunch of metrics that I considered to be metrics of improvement. And so I looked at lots of different changing parameters, changing design, changing network, changing cryptography, and, you know, I came up with lots of different ideas — some of which have been proposed by other people since. But, basically to my surprise, it seemed that almost anything you did that arguably improved it in one way, made it worse in multiple other ways. It made it more complicated, used more bandwidth, made some other aspect of the system objectively worse. And so I came to think about it that Bitcoin kind of exists in a narrow pocket of design space. You know, the design space of all possible designs is an enormous search space, right, and counterintuitively it seems you can’t significantly improve it. And bear in mind I come from a background where I have a PhD in distributed systems, and spent most of my career working on large scale internet systems for startups and big companies and security protocols, and that sort of thing, so I feel like I have a reasonable chance — if anybody does — of incrementally improving something of this nature. And basically I gave it a shot and concluded, ‘Wow there is literally, basically nothing. Literally everything you do makes it worse.’ Which was not what I was expecting.344

At the start of my residency, the Affordable Care Act (ACA) was passed and all doctors had to get up to speed on the Merit-Based Incentive Payment System (MIPS), a new program under the Quality Payment Program (QPP), where a physician would now receive substantial adjustments to payments from Medicare if they met specific quality-of-care criteria. One would think that “quality” and “merit” in medicine would mean that the patient was actually getting better. But when I dug deep through the MIPS website to find the specific quality metrics for each specialty, I was shocked to see that these quality criteria were primarily based on whether doctors prescribed drugs regularly or did more interventions. Yes, a government incentive program focused less on actual patient outcomes (i.e., Did the patient get healthier?) and more on whether doctors prescribed long-term pharmaceuticals.

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.

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.

of measurement is in the metric system, our ovens are calibrated in Fahrenheit. However, if your oven is in Celsius, the following formulas might

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.

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).

Consider a simple comparison: The American government spends more on Americans’ health care (per capita) than the French government spends on their entire health care system (again in per capita terms). It is a fair criticism that some individuals are left out of this coverage, or perhaps too much is sent to doctors and hospitals, but using some very plausible metrics, the American government is more involved in health care than is the French government.

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.

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.

Nevertheless, in the field of second and foreign language teaching, behaviorist pedagogy—i.e., direct instruction in various forms—maintains a large following, which seems to grow ever larger in this era of high-stakes testing. The connection is obvious. When educators’ evaluations, pay, promotions, and job security depend on “metrics” of student performance, there is a natural tendency to teach to the test. Hence the proliferation of test-prep materials, paint-by-numbers teaching guides, and commercial learning systems, inevitably advertised as “research-based” and “aligned to the Common Core.

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.

Jefferson offered a simpler plan: Adopt the Spanish dollar. But with a twist. Rather than splitting it into eighths and sixteenths or twelfths and twentieths, Jefferson wanted to take the radical step of dividing the coin by tenths, hundredths, and thousandths—decimal fractions. It was a thing no other nation in the world had ever entirely achieved, not with coins or any other measure.

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.

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.

There is only one universal language, which is the language of numbers and proportions that are so striking and stunningly built into the Great Pyramid and to which our current science has no appropriate response. We can no longer ignore that this ancient civilization was aware of our units used in modern mathematics and physics and were even aware of our metric system. Our metric system originating in the eighteenth century, designed and implemented by a committee of mathematicians and physicists commissioned by the French revolutionary government.

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.

Value Stream Management Do policies need to be changed to enable improved performance? Are there organization departmental reporting structures that can be changed to reduce conflicting goals or align resources? Do existing performance metrics (if any) encourage desired behaviors and discourage dysfunctional behavior? What key performance indicators (KPIs) will we use to monitor value stream performance? Who will monitor the KPIs? How frequently? Who else will results be communicated to? What visual systems can be created to aid in managing and monitoring the value stream? Are the key processes within the value stream clearly defined with their own KPIs, standardized appropriately, and measured and improved regularly?

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.

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.

But Dean Krakel, director of the National Cowboy Hall of Fame in Oklahoma, saw things differently: “Metric is definitely Communist,” he solemnly said. “One monetary system, one language, one weight and measurement system, one world — all Communist.” Bob Greene, syndicated columnist and founder of the WAM! (We Ain’t Metric) organization, agreed. It was all an Arab plot “with some Frenchies and Limeys thrown in,” he wrote.

If we forget to give our measurements in units, or if we are not in agreement over which units we have both used to make our measurements, it is a recipe for disaster. For example, in 1999, the Mars Climate Orbiter space probe was intended to orbit Mars at a low altitude while mapping its surface. It was known that the probe could not get closer than 80 kilometres from the Martian surface or atmospheric stresses would rip it apart. However, the probe actually came within 57 kilometres of the surface and did, indeed, disintegrate. The crash investigators found that the cause of the error was due to the flight system software calculating thrust in metric units, while the ground crew were entering thruster data using imperial measures.

The ancient egyptian Royal Cubit -with reference to the metric system- equals to the ratio of Light's Speed (in 10^8th of a second) over 1.57. The latter number is just the ratio of Great Pyramid's base width to its height.

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:

Libraries exist for a number of different platforms that allow our services to send metrics to standard systems. Codahale’s Metrics library is one such example library for the JVM

Suro is Netflix’s data pipeline and operates in a similar space. Suro is explicitly used to handle both metrics associated with user behavior, and more operational data like application logs

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.

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.

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.

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

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.

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.

We get most of our energy from complications.

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

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