Operating Model Quotes

What makes something simple or complex? It's not the number of dials or controls or how many features it has: It is whether the person using the device has a good conceptual model of how it operates.

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

Everybody allows that to know any other science you must have first studied it, and that you can only claim to express a judgment upon it in virtue of such knowledge. Everybody allows that to make a shoe you must have learned and practised the craft of the shoemaker, though every man has a model in his own foot, and possesses in his hands the natural endowments for the operations required. For philosophy alone, it seems to be imagined, such study, care, and application are not in the least requisite

Science manipulates things and gives up living in them. It makes its own limited models of things; operating upon these indices or variables to effect whatever transformations are permitted by their definition, it comes face to face with the real world only at rare intervals. Science is and always will be that admirably active, ingenious, and bold way of thinking whose fundamental bias is to treat everything as though it were an object-in-general - as though it meant nothing to us and yet was predestined for our own use.

Most people, on waking up, accelerate through a quick panicky pre-consciousness check-up: who am I, where am I, who is he/she, good god, why am I cuddling a policeman's helmet, what happened last night? And this is because people are riddled by Doubt. It is the engine that drives them through their lives. It is the elastic band in the little model aeroplane of their soul, and they spend their time winding it up until it knots. Early morning is the worst time -there's that little moment of panic in case You have drifted away in the night and something else has moved in. This never happened to Granny Weatherwax. She went straight from asleep to instant operation on all six cylinders. She never needed to find herself because she always knew who was doing the looking.

Whereas gross revenue speaks more to a businesses pricing power and scale, net income speaks more to it's efficiency and operations.

[People] cannot live without seeking to describe and explain the universe to themselves. The models they use in doing this must deeply affect their lives, not least when they are unconscious; much of [their] misery and frustration…is due to the mechanical and unconscious, as well as deliberate, application of models where they do not work…The goal of philosophy is always the same, to assist [people] to understand themselves and thus operate in the open and not wildly, in the dark.

Ours was now a country in which the cost of replacing a broken machine with a newer model was typically lower than the cost of having it fixed by an expert, which itself was typically lower than the cost of sourcing the parts and figuring out how to fix it yourself. This fact alone virtually guaranteed technological tyranny, which was perpetuated not by the technology itself but by the ignorance of everyone who used it daily and yet failed to understand it. To refuse to inform yourself about the basic operation and maintenance of the equipment you depended on was to passively accept that tyranny and agree to its terms: when your equipment works, you’ll work, but when your equipment breaks down you’ll break down, too. Your possessions would possess you.

The next industrial revolution is toward decentralized, autonomous, and resilient systems where individuals and communities control their own destinies. This requires a transformation of our economic model from privatized control to co-operative models of ownership, which the social technologies of the Internet can facilitate.

To trace the development of mind from earliest times...requires...not a categorical concept, but a functional one.... The most promising operational principle for this purpose is the principle of individuation.[p. 310]" "[yet she also says:]...we have no physical model of this endless rhythm of individuation and involvement, we do have its image in the world of art, most purely in dance;...this dialectic of vital continuity...[p. 355]

From the mid-twentieth century until today, physiological and neurocognitive research has yielded a number of well-corroborated findings about dreams and the dreaming state. Although the brain scientists and the analysts of dream reports operate on different sets of assumptions, they are almost unanimous in putting aside the Freudian model, which turns out to have been erroneous on every point.

He has impressed upon our natures or states—must be an imitation of God incarnate: our model is the Jesus, not only of Calvary, but of the workshop, the roads, the crowds, the clamorous demands and surly oppositions, the lack of all peace and privacy, the interruptions. For this, so strangely unlike anything we can attribute to the Divine life in itself, is apparently not only like, but is, the Divine life operating under human conditions.

Our metaphors for the operation of the brain are frequently drawn from the production line. We think of the brain as a glorified sausage machine, taking in information from the senses, processing it and regurgitating it in a different form, as thoughts or actions. The digital computer reinforces this idea because it is quite explicitly a machine that does to information what a sausage machine does to pork. Indeed, the brain was the original inspiration and metaphor for the development of the digital computer, and early computers were often described as 'giant brains'. Unfortunately, neuroscientists have sometimes turned this analogy on its head, and based their models of brain function on the workings of the digital computer (for example by assuming that memory is separate and distinct from processing, as it is in a computer). This makes the whole metaphor dangerously self-reinforcing.

So, in your view, children have pompoms and operate as urine dispensers?

He bought an existing business with a well-defined business model and one with a long history of operations that he could analyze. This is waaaaaaaay less risky than doing a startup.

Structural factors are those such as ownership and control, dependence on other major funding sources (notably, advertisers), and mutual interests and relationships between the media and those who make the news and have the power to define it and explain what it means. The propaganda model also incorporates other closely related factors such as the ability to complain about the media’s treatment of news (that is, produce “flak”), to provide “experts” to confirm the official slant on the news, and to fix the basic principles and ideologies that are taken for granted by media personnel and the elite, but are often resisted by the general population.1 In our view, the same underlying power sources that own the media and fund them as advertisers, that serve as primary definers of the news, and that produce flak and proper-thinking experts, also play a key role in fixing basic principles and the dominant ideologies. We believe that what journalists do, what they see as newsworthy, and what they take for granted as premises of their work are frequently well explained by the incentives, pressures, and constraints incorporated into such a structural analysis. These structural factors that dominate media operations are not allcontrolling and do not always produce simple and homogeneous results.

I believe in Chipotle. They have great tasting and nutritious food. And they're also a great case study for business efficiency and business resiliency. The company has no long term debt, a loyal customer base, it owns and operates all of it's stores, it has a clear business model and a clear growth path. They've got good company culture and they live by a set of values that earn the respect of their customers. In so many ways Chipotle is superior to it's peers in the restaurant industry.

A farmer by birth, Purchase was 'rugged in appearance and character,' with 'an impish sense of humor' and a finely calibrated sense of the ridiculous: he loved Gilbert and Sullivan operas, toy trains, boiled eggs, and his model piggery in Ipswitch.

So why does the world appear stable to you when you’re looking at it? Why doesn’t it appear as jerky and nauseating as the poorly filmed video? Here’s why: your internal model operates under the assumption that the world outside is stable. Your eyes are not like video cameras – they simply venture out to find more details to feed into the internal model. They’re not like camera lenses that you’re seeing through; they’re gathering bits of data to feed the world inside your skull." The Brain: The Story of You - David Eagleman

Another kind of transcendence myth has been dramatization of human life in terms of conflict and vindication. This focuses upon the situation of oppression and the struggle for liberation. It is a short-circuited transcendence when the struggle against oppression becomes an end in itself, the focal point of all meaning. There is an inherent contradiction in the idea that those devoted to a cause have found their whole meaning in the struggle, so that the desired victory becomes implicitly an undesirable meaninglessness. Such a truncated vision is one of the pitfalls of theologies of the oppressed. Sometimes black theology, for example that of James Cone, resounds with a cry for vengeance and is fiercely biblical and patriarchal. It transcends religion as a crutch (the separation and return of much old-fashioned Negro spirituality) but tends to settle for being religion as a gun. Tailored to fit only the situation of racial oppression, it inspires a will to vindication but leaves unexplored other dimensions of liberation. It does not get beyond the sexist models internalized by the self and controlling society — models that are at the root of racism and that perpetuate it. The Black God and the Black Messiah apparently are merely the same patriarchs after a pigmentation operation — their behavior unaltered.

He shakes his head. “I’m sorry, but the official Home Office superhero team is going to have to conform to public expectations of what a superhero team should look like, or it’s not really going to work terribly well. There’s room for one person of color, one female or LGBT, and one disability in a core team of four – if you push it beyond that ratio it’ll lose credibility with the crucial sixteen to twenty-four male target demographic, by deviating too far from their expectations. Remember, reasonable people who acquire superpowers are not our target. This is a propaganda operation aimed at the unreasonable ones: disturbed hero-worshiping nerd-bigots who, if they accidentally acquire superpowers, will go on a Macht Recht spree unless they’re held in check by firm guidance and a role model to channel them in less destructive directions.

Surgeons scan patient parts and print models of them, to practice on before operating in earnest.

You no longer watch TV, it is TV that watches you (live),” or again: “You are no longer listening to Don’t Panic, it is Don’t Panic that is listening to you”—a switch from the panoptic mechanism of surveillance (Discipline and Punish [Surveiller et punir]) to a system of deterrence, in which the distinction between the passive and the active is abolished. There is no longer any imperative of submission to the model, or to the gaze “YOU are the model!” “YOU are the majority!” Such is the watershed of a hyperreal sociality, in which the real is confused with the model, as in the statistical operation, or with the medium. …Such is the last stage of the social relation, ours, which is no longer one of persuasion (the classical age of propaganda, of ideology, of publicity, etc.) but one of deterrence: “YOU are information, you are the social, you are the event, you are involved, you have the word, etc.” An about-face through which it becomes impossible to locate one instance of the model, of power, of the gaze, of the medium itself, because you are always already on the other side.

A good systems thinker, particularly in an organizational setting, is someone who can see four levels operating simultaneously: events, patterns of behavior, systems, and mental models.

It's a complex song, and it's fascinating to watch the creative process as they went back and forth and finally created it over a few months. Lennon was always my favorite Beatle. [ He laughs as Lennon stops during the first take and makes the band go back and revise a chord.] Did you hear that little detour they took? It didn't work, so they went back and started from where they were. It's so raw in this version. It actually makes the sound like mere mortals. You could actually imagine other people doing this, up to this version. Maybe not writing and conceiving it, but certainly playing it. Yet they just didn't stop. They were such perfectionists they kept it going This made a big impression on me when I was in my thirties. You could just tell how much they worked at this. They did a bundle of work between each of these recording. They kept sending it back to make it closer to perfect.[ As he listens to the third take, he points out how instrumentation has gotten more complex.] The way we build stuff at Apple is often this way. Even the number of models we'd make of a new notebook or iPod. We would start off with a version and then begin refining and refining, doing detailed models of the design, or the buttons, or how a function operates. It's a lot of work, but in the end it just gets better, and soon it's like, " Wow, how did they do that?!? Where are the screws?

The unconscious operation of the attachment system via internal working models probably plays an important part in the choice of marital partner and relationship patterns in marriage. Holmes (1993) has described a pattern of 'phobic-counterphobic' marriage in which an ambivalently attached person will be attracted to an avoidant 'counter-phobic' spouse in a system of mutual defence against separation anxiety.

I restrained the urge to slam my door. On the right stood a teenage guy with thick chestnut hair, chocolatey brown eyes, and the kind of perfectly square jaw I thought only existed on models. He wore khaki pants and a white shirt - classic preppy gear, though on him it looked incredibly hot. The man on the left had black hair with wings of pure white at the temples, and unbelievable blue eyes the color of the Caribbean. Not that I've ever seen the Caribbean, but I swear you could have cut and pasted his eyes right into an ad for the Bahamas. Meanwhile, I looked like I didn't know how to operate a washing machine. My shorts had a glob of strawberry jelly on them from breakfast, my wrinkled gray T-shirt looked like it had been slept in (which it had), and my Seattle Mariners baseball hat had a dark ring around the brim. Grandma practically winced as her gaze traveled up and down my outfit. Her taste runs toward matching velour tracksuits, so I don't usually worry about her opinion much. Still, this time I think she was right.

Mathematics is much more than a language for dealing with the physical world. It is a source of models and abstractions which will enable us to obtain amazing new insights into the way in which nature operates.

One way multi-sided platforms solve this problem is by subsidizing a Customer Segment. Though a platform operator incurs costs by serving all customer groups, it often decides to lure one segment to the platform with an inexpensive or free Value Proposition in order to subsequently attract users of the platform’s “other side.” One difficulty multi-sided platform operators face is understanding which side to subsidize and how to price correctly to attract customers.

ESG is already built into our Principles of Permaculture Capital Stewardship. By modeling nature, we operate in a way that respects the environment, promotes thriving beyond sustainability, and applies high ethical standards to governance.

Throughout the human life span there remains a constant two-way interaction between psychological states and the neurochemistry of the frontal lobes, a fact that many doctors do not pay enough attention to. One result is the overreliance on medications in the treatment of mental disorders. Modern psychiatry is doing too much listening to Prozac and not enough listening to human beings; people’s life histories should be given at least as much importance as the chemistry of their brains. The dominant tendency is to explain mental conditions by deficiencies of the brain’s chemical messengers, the neurotransmitters. As Daniel J. Siegel has sharply remarked, “We hear it said everywhere these days that the experience of human beings comes from their chemicals.” Depression, according to the simple biochemical model, is due to a lack of serotonin — and, it is said, so is excessive aggression. The answer is Prozac, which increases serotonin levels in the brain. Attention deficit is thought to be due in part to an undersupply of dopamine, one of the brain’s most important neurotransmitters, crucial to attention and to experiencing reward states. The answer is Ritalin. Just as Prozac elevates serotonin levels, Ritalin or other psychostimulants are thought to increase the availability of dopamine in the brain’s prefrontal areas. This is believed to increase motivation and attention by improving the functioning of areas in the prefrontal cortex. Although they carry some truth, such biochemical explanations of complex mental states are dangerous oversimplifications — as the neurologist Antonio Damasio cautions: "When it comes to explaining behavior and mind, it is not enough to mention neurochemistry... The problem is that it is not the absence or low amount of serotonin per se that “causes” certain manifestations. Serotonin is part of an exceedingly complicated mechanism which operates at the level of molecules, synapses, local circuits, and systems, and in which sociocultural factors, past and present, also intervene powerfully. The deficiencies and imbalances of brain chemicals are as much effect as cause. They are greatly influenced by emotional experiences. Some experiences deplete the supply of neurotransmitters; other experiences enhance them. In turn, the availability — or lack of availability — of brain chemicals can promote certain behaviors and emotional responses and inhibit others. Once more we see that the relationship between behavior and biology is not a one-way street.

don’t operate in the transformation model. I can’t give a happy ending to things. I can’t tie things up in a pretty bow and say, “Everything’s going to be OK, and you’re going to be even better than before,” because I don’t believe that and it’s not true.

I’ll suggest that the kingdom Jesus came to establish is “not from this world” (John 18:36), for it operates differently than the governments of the world do. While all the versions of the kingdom of the world acquire and exercise power over others, the kingdom of God, incarnated and modeled in the person of Jesus Christ, advances only by exercising power under others.5 It expands by manifesting the power of self-sacrificial, Calvary-like love. To put it differently, the governments of the world seek to establish, protect, and advance their ideals and agendas. It’s in the fallen nature of all those governments to want to “win.” By contrast, the kingdom Jesus established and modeled with his life, death, and resurrection doesn’t seek to “win” by any criteria the world would use. Rather, it seeks to be faithful. It demonstrates the reign of God by manifesting the sacrificial character of God, and in the process, it reveals the most beautiful, dynamic, and transformative power in the universe. It testifies that this power alone—the power to transform people from the inside out by coming under them—holds the hope of the world. Everything the church is about, I argue, hangs on preserving the radical uniqueness of this kingdom in contrast to the kingdom of the world.

No one ever knew they were old-fashioned; everyone always thought they were up-to-the-minute: Rickety Model T cars weren't rickety when they were invented, scratchy radio wasn't scratchy until television, and silent movies weren't a feeble precursor of talkies until there were talkies. Your two-piece telephone that demanded that you hold a cylinder to your ear while you screeched into the wall demanding a particular exchange of a harried, plug-juggling operator was the highest of high-tech. To know it was anything less would have been like acknowledging you were going to die and life was transient and you were already halfway to being a memory or worse. The real and worst tragedy of twentieth-century East Europeans: They had known they were old-fashioned before they could do anything about it.

The fundamental thesis of generative anthropology is that the principal concern of human culture is and has been from the outset to defer the potential violence of mimetic desire. To this mode of thought, constructing a model of the good society in any but the general terms of “exchange” and “reciprocity” is unfaithful to the human community, whose operations have been from the beginning beyond the grasp of any individual mind whitin the society, and in which since the rise of the market system we participate largely unmediated by ritual.

As an amateur Air Machine Architect, I design contraptions meant to take man from Point A to Point Z without touching points B through Y. My first Air Machine was modeled off the aerodynamic bodies of ducks, which is why it required water to operate and left poop everywhere.

In school we learn that one of the best survival strategies is being part of a clique . With our friends, we create a little, tiny world with codes for conduct, morality, dress, communication, ethnicity and sexuality. We then learn to judge everyone else who is not part of our little world by the standards that are acceptable to us. This is called "divide and conquer," and happens to be exactly how male, white patriarchal society operates. When you choose not to see how you, yourself, perpetuate this social model, your world assuredly becomes-or remains-small, "safe," persnickety, judgmental and uninspiring.

In describing how we think and decide, modern psychologists often deploy a dual-system model that partitions our mental universe into two domains. System 2 is the familiar realm of conscious thought. It consists of everything we choose to focus on. By contrast, System 1 is largely a stranger to us. It is the realm of automatic perceptual and cognitive operations—like those you are running right now to transform the print on this page into a meaningful sentence or to hold the book while reaching for a glass and taking a sip. We have no awareness of these rapid-fire processes but we could not function without them. We would shut down.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

In order to assimilate the culture of the oppressor and venture into his fold, the colonized subject has to pawn some of his own intellectual possessions. For instance, one of the things he has had to assimilate is the way the colonialist bourgeoisie thinks. This is apparent in the colonized intellectual's inaptitude to engage in dialogue. For he is unable to make himself inessential when confronted with a purpose or idea. On the other hand, when he operates among the people he is constantly awestruck. He is literally disarmed by their good faith and integrity. He is then constantly at risk of becoming a demagogue. He turns into a kind of mimic man who nods his assent to every word by the people, transformed by him into an arbiter of truth. But the fellah, the unemployed and the starving do not lay claim to truth. They do not say they represent the truth because they are the truth in their very being. During this period the intellectual behaves objectively like a vulgar opportunist. His maneuvering, in fact, is still at work. The people would never think of rejecting him or cutting the ground from under his feet. What the people want is for everything to be pooled together. The colonized intellectual's insertion into this human tide will find itself on hold because of his curious obsession with detail. It is not that the people are opposed to analysis. They appreciate clarification, understand the reasoning behind an argument, and like to see where they are going. But at the start of his cohabitation with the people the colonized intellectual gives priority to detail and tends to forget the very purpose of the struggle - the defeat of colonialism. Swept along by the many facets of the struggle, he tends to concentrate on local tasks, undertaken zealously but almost always too pedantically. He does not always see the overall picture. He introduces the notion of disciplines, specialized areas and fields into that awesome mixer and grinder called a people's revolution. Committed to certain frontline issues he tends to lose sight of the unity of the movement and in the event of failure at the local level he succumbs to doubt, even despair. The people, on the other hand, take a global stance from the very start. "Bread and land: how do we go about getting bread and land?" And this stubborn, apparently limited, narrow-minded aspect of the people is finally the most rewarding and effective model.

the group listed dangerous insufficiencies that DARPA had to shore up at once: “Inadequate nuclear, BW, CW [biological weapon, chemical weapon] detection; inadequate underground bunker detection; limited secure, real-time command and control to lower-echelon units [i.e., getting the information to soldiers on the ground]; limited ISR [intelligence, surveillance, and reconnaissance] and dissemination; inadequate mine, booby trap and explosive detection capabilities; inadequate non-lethal capabilities [i.e., incapacitating agents]; inadequate modeling/simulation for training, rehearsal and operations; no voice recognition or language translation; inadequate ability to deal with sniper attacks.

It is important to note that the design of an entire brain region is simpler than the design of a single neuron. As discussed earlier, models often get simpler at a higher level—consider an analogy with a computer. We do need to understand the detailed physics ofsemiconductors to model a transistor, and the equations underlying a single real transistor are complex. A digital circuit that multiples two numbers requires hundreds of them. Yet we can model this multiplication circuit very simply with one or two formulas. An entire computer with billions of transistors can be modeled through its instruction set and register description, which can be described on a handful of written pages of text and formulas. The software programs for an operating system, language compilers, and assemblers are reasonably complex, but modeling a particular program—for example, a speech recognition programbased on hierarchical hidden Markov modeling—may likewise be described in only a few pages of equations. Nowhere in such a description would be found the details ofsemiconductor physics or even of computer architecture. A similar observation holds true for the brain. A particular neocortical pattern recognizer that detects a particular invariant visualfeature (such as a face) or that performs a bandpass filtering (restricting input to a specific frequency range) on sound or that evaluates the temporal proximity of two events can be described with far fewer specific details than the actual physics and chemicalrelations controlling the neurotransmitters, ion channels, and other synaptic and dendritic variables involved in the neural processes. Although all of this complexity needs to be carefully considered before advancing to the next higher conceptual level, much of it can be simplified as the operating principles of the brain are revealed.

Criminals were people who operated outside social constraint. They were driven by their own dark impulses: mental illness, greed, despair, anger. Weisburd had been taught that the best way to understand why criminals did what they did was to understand who they were. “I call it the Dracula model,” Weisburd said. “There are people and they’re like Dracula. They have to commit crime. It’s a model that says that people are so highly motivated to commit crime, nothing else really matters.” Yet if criminals were like Dracula, driven by an insatiable desire to create mayhem, they should have been roaming throughout the 72nd. The kinds of social conditions that Draculas feed on were everywhere. But the Draculas weren’t everywhere. They were only on particular streets.

Governments and public sector organizations across the world are trying to balance essential, and often conflicting, demands: to deliver better, more relevant public services centred on the needs of the citizens and businesses they serve; to reduce costs and improve the efficiency of their operations; and to reinvent supply chains to deliver services quickly, cheaply and effectively.

The way we build stuff at Apple is often this way. Even the number of models we’d make of a new notebook or iPod. We would start off with a version and then begin refining and refining, doing detailed models of the design, or the buttons, or how a function operates. It’s a lot of work, but in the end it just gets better, and soon it’s like, “Wow, how did they do that?!? Where are the screws?

While reading, you may wonder, If Berkshire got out of the market, shouldn’t I do the same? or If Berkshire bought it, should I buy it too? Buffett and Munger are clear in their advice—people should learn from them and model their advice rather than copy their behavior. The main reason is this: Unless you find yourself in the enviable position that Berkshire operates in, you would do well not to copy its moves.

Moreover, the question at hand concerns modes of operation or schemata of action, and not directly the subjects (or persons) who are their authors or vehicles. It concerns an operational logic whose models may go as far back as the age-old ruses of fishes and insects that disguise or transform themselves in order to survive, and which has in any case been concealed by the form of rationality currently dominant in Western culture.

And yet I have constructed in my mind a model city from which all possible cities can be deduced,” Kublai said. “It contains everything corresponding to the norm. Since the cities that exist diverge in varying degree from the norm, I need only foresee the exceptions to the norm and calculate the most probable combinations.” “I have also thought of a model city from which I deduce all the others,” Marco answered. “It is a city made only of exceptions, exclusions, incongruities, contradictions. If such a city is the most improbable, by reducing the number of abnormal elements, we increase the probability that the city really exists. So I have only to subtract exceptions from my model, and in whatever direction I proceed, I will arrive at one of the cities which, always as an exception, exist. But I cannot force my operation beyond a certain limit: I would achieve cities too probable to be real.

Like other tyrannies, the tyranny of the majority was at first, and is still vulgarly, held in dread, chiefly as operating through the acts of the public authorities. But reflecting persons perceived that when society is itself the tyrant—society collectively, over the separate individuals who compose it—its means of tyrannizing are not restricted to the acts which it may do by the hands of its political functionaries. Society can and does execute its own mandates: and if it issues wrong mandates instead of right, or any mandates at all in things with which it ought not to meddle, it practices a social tyranny more formidable than many kinds of political oppression, since, though not usually upheld by such extreme penalties, it leaves fewer means of escape, penetrating much more deeply into the details of life, and enslaving the soul itself. Protection, therefore, against the tyranny of the magistrate is not enough: there needs protection also against the tyranny of the prevailing opinion and feeling; against the tendency of society to impose, by other means than civil penalties, its own ideas and practices as rules of conduct on those who dissent from them; to fetter the development, and, if possible, prevent the formation, of any individuality not in harmony with its ways, and compel all characters to fashion themselves upon the model of its own.

The charge that Anarchism is destructive, rather than constructive, and that, therefore, Anarchism is opposed to organization, is one of the many falsehoods spread by our opponents. They confound our present social institutions with organization; hence they fail to understand how we can oppose the former, and yet favor the latter. The fact, however, is that the two are not identical. “The State is commonly regarded as the highest form of organization. But is it in reality a true organization? Is it not rather an arbitrary institution, cunningly imposed upon the masses? “Industry, too, is called an organization; yet nothing is farther from the truth. Industry is the ceaseless piracy of the rich against the poor. “We are asked to believe that the Army is an organization, but a close investigation will show that it is nothing else than a cruel instrument of blind force. “The Public School! The colleges and other institutions of learning, are they not models of organization, offering the people fine opportunities for instruction? Far from it. The school, more than any other institution, is a veritable barrack, where the human mind is drilled and manipulated into submission to various social and moral spooks, and thus fitted to continue our system of exploitation and oppression. “Organization, as WE understand it, however, is a different thing. It is based, primarily, on freedom. It is a natural and voluntary grouping of energies to secure results beneficial to humanity. “It is the harmony of organic growth which produces variety of color and form, the complete whole we admire in the flower. Analogously will the organized activity of free human beings, imbued with the spirit of solidarity, result in the perfection of social harmony, which we call Anarchism. In fact, Anarchism alone makes non-authoritarian organization of common interests possible, since it abolishes the existing antagonism between individuals and classes. “Under present conditions the antagonism of economic and social interests results in relentless war among the social units, and creates an insurmountable obstacle in the way of a co-operative commonwealth. “There is a mistaken notion that organization does not foster individual freedom; that, on the contrary, it means the decay of individuality. In reality, however, the true function of organization is to aid the development and growth of personality. “Just as the animal cells, by mutual co-operation, express their latent powers in formation of the complete organism, so does the individual, by co-operative effort with other individuals, attain his highest form of development. “An organization, in the true sense, cannot result from the combination of mere nonentities. It must be composed of self-conscious, intelligent individualities. Indeed, the total of the possibilities and activities of an organization is represented in the expression of individual energies. “It therefore logically follows that the greater the number of strong, self-conscious personalities in an organization, the less danger of stagnation, and the more intense its life element. “Anarchism asserts the possibility of an organization without discipline, fear, or punishment, and without the pressure of poverty: a new social organism which will make an end to the terrible struggle for the means of existence,—the savage struggle which undermines the finest qualities in man, and ever widens the social abyss. In short, Anarchism strives towards a social organization which will establish well-being for all. “The germ of such an organization can be found in that form of trades unionism which has done away with centralization, bureaucracy, and discipline, and which favors independent and direct action on the part of its members.

We find aspects of the market model for education to actually impede the academic effectiveness of schools. Specifically, while reformers laud the operational autonomy granted to independent schools,41 the evidence analyzed in the following chapters actually shows that such autonomy is associated with less effective teaching, with schools using their freedom to hang onto outdated methods and to avoid staying current on the professional practices embraced by public schools.

But many of us love the fact that Ricardo was able, nearly two hundred years ago, to produce insights that illuminate our understanding today. It’s easy to see the difference between nineteenth-century farming and twenty-first-century frothing, but not so easy to see the similarity before it is pointed out to us. Economics is partly about modelling, about articulating basic principles and patterns that operate behind seemingly complex subjects like the rent on farms or coffee bars.

Here's what an e-reader is. A battery operated slab, about a pound, one half-inch thick, perhaps an aluminum border, rubberized back, plastic, metal, silicon, a bit of gold, plus rare metals such as columbite-tantalite (Google it) ripped from the earth, often in war-torn Africa. To make one e-reader requires 33 pounds of minerals, plus 79 gallons of water to produce the battery and printed writing and refine the minerals. The production of other e-reading devices such as cell phones, iPads and whatever new gizmo will pop up (and down) in the years ahead is similar. "The adverse health impacts from making one e-reader are estimated to be 70 times greater than those for making a single book," says the Times. Then you figure that the one hundred million e-readers will be outmoded in short order--to be replaced by one hundred million new and improved devices in the years ahead that will likewise be replace by new models ad infinitum, and you realize an environmental disaster is at hand.

THE DEVELOPMENT OF THE ARYAN INVASION THEORY Before the 1857 uprising it was recognized that British rule in India could not be sustained without a large number of supporters and collaborators from within the Indian population. Recognizing this, it was influential men like Thomas Babbington Macaulay, who, as Chairman of the Education Board, sought to set up an educational system modeled after the British system, which, in the case of India, would serve to undermine the Hindu tradition. While not a missionary himself, Macaulay came from a deeply religious family steeped in the Protestant Christian faith. His father was a Presbyterian minister and his mother a Quaker. He believed that the conversion of Hindus to Christianity held the answer to the problems of administering India. His idea was to create a class of English educated elite that would repudiate its tradition and become British collaborators. In 1836, while serving as chairman of the Education Board in India, he enthusiastically wrote his father about his idea and how it was proceeding: “Our English schools are flourishing wonderfully. The effect of this education on the Hindus is prodigious... It is my belief that if our plans of education are followed up, there will not be a single idolator among the respectable classes in Bengal thirty years hence. And this will be effected without any efforts to proselytise, without the smallest interference with religious liberty, by natural operation of knowledge and reflection. I heartily rejoice in the project.

I made a considerable dent in the bourbon reserves of three bars. Maybe I couldn’t quite walk a straight line after that, but I was still thinking up a storm and getting nowhere. I switched to Calvert’s the way the ads tell you, with no better results. I thought maybe if I got in touch with Doc Kincaid and asked him for a list of people who had answered his questions I’d be able to find out if the killer had broken his code. It seemed like a fine idea, but I wasn’t buying any of that, either. It was the professional way to go about things and it might bring results in a month or two or twenty, but I didn’t have the time. I’d drink myself into an alcoholic ward long before that. But Tad Barrett might like the idea and might be able to do more about it with a whole staff of trained operatives. Jason Chase, you are a genius. You must drink to this brilliant idea. You must. You will. But the barman shook his head. “What do you mean, I’ve had enough?” “I mean, I don’t think you ought to take another. Not here.” “That’s ridiculous, my good sir.

understand that there are rules to follow if you are to win: 1. The model will provide consistent value to your customers, employees, suppliers, and lenders, beyond what they expect. 2. The model will be operated by people with the lowest possible level of skill. 3. The model will stand out as a place of impeccable order. 4. All work in the model will be documented in Operations Manuals. 5. The model will provide a uniformly predictable service to the customer. 6. The model will utilize a uniform color, dress, and facilities code.

2. The classics are those books which constitute a treasured experience for those who have read and loved them; but they remain just as rich an experience for those who reserve the chance to read them for when they are in the best condition to enjoy them. For the fact is that the reading we do when young can often be of little value because we are impatient, cannot concentrate, lack expertise in how to read, or because we lack experience of life. This youthful reading can be (perhaps at the same time) literally formative in that it gives a form or shape to our future experiences, providing them with models, ways of dealing with them, terms of comparison, schemes for categorising them, scales of value, paradigms of beauty: all things which continue to operate in us even when we remember little or nothing about the book we read when young. When we reread the book in our maturity, we then rediscover these constants which by now form part of our inner mechanisms though we have forgotten where they came from. There is a particular potency in the work which can be forgotten in itself but which leaves its seed behind in us. The definition which we can now give is

If the body is no longer a site of otherness but of identification, then we have urgently to become reconciled with it, repair it, perfect it, turn it into an ideal object. Everyone treats their bodies the way men treat women in projective identification: they invest them as a fetish, making an autistic cult of them, subjecting them to a quasi-incestuous manipulation. And it is the body's resemblance to its model which becomes a source of eroticism and 'white' seduction -- in the sense that it effects a kind of white magic of identity, as opposed to the black magic of otherness. This is how it is with body-building: you get into your body as you would into a suit of nerve and muscle. The body is not muscular, but muscled. It is the same with the brain and with social relations or exchanges: body-building, brainstorming, word-processing. Madonna is the ideal specimen of this, our muscled Immaculate Conception, our muscular angel who delivers us from the weaknesses of the body (pity the poor shade of Marilyn!). The sheath of muscles is the equivalent of character armour. In the past, women merely wrapped themselves in their image and their finery -- Freud speaks of those people who live with a kind of inner mirror, in a fleshly, happy self-reference. That narcissistic ideal is past and gone; body-building has wiped it out and replaced it with a gymnastic Ego-Ideal -- cold, hard, stressed, artificial self-reference. The construction of a double, of a physical and mental identity shell. Thus, in `body simulation', where you can animate your body remotely at any moment, the phantasy of being present in more than one body becomes an operational reality. An extension of the human being. And not a metaphorical or poetic extension, as in Pessoa's heteronyms, but quite simply a technical one.

teachers, surrogate grandparents, babysitters, friends’ parents—decided I was worthy of their time, their interest. They provided examples, role models, family meals at dinner tables, reprimands that didn’t come with a swat or a cutting remark or end in the questions Why don’t you ever listen, Benny? Why are you so stupid sometimes? People around me invited me into homes that operated on a schedule and where parents spoke encouraging words. They showed me what a stable life could look like. If they hadn’t bothered, how would I have even known there was another way to live? You can’t aspire to something you’ve never seen.

There was no reason why Fox, which, by the time I joined, had been in business for nearly a decade and had been number one in the ratings for more than two years, should still have been running such a rinky-dink operation, with broken-down tape machines, control rooms that smelled like a sewer whenever it rained more than half an inch, chronic intentional understaffing, and a workforce composed of barely trained, underpaid children like myself. But that was the business model, and the ratings were good enough—and the on-air product was just this side of mistake-free enough—that there was no incentive for the bosses to change it.

In a representative statement from 1963, he claimed, “Man does not know most of the rules on which he acts; and even what we call his intelligence is largely a system of rules which operate on him but which he does not know.”60 This deference to the precognitive or the pre-rational is what separated him from the rational choice and rational expectations models of Chicago School economists, who professed much more faith in the possibility of both formal mathematical modeling and forecasting. As he explained in his Nobel speech, Hayek saw such efforts as not only presumptuous but misleading. The best one could hope for was pattern prediction.

For power to be withdrawn, power itself would have to be understood as the retractable operation of volition; indeed, the heterosexual contract would be understood to be sustained through a series of choices, just as the social contract in Locke or Rousseau is understood to presuppose the rational choice or deliberate will of those it is said to govern. If power is not reduced to volition, however, and the classical liberal and existential model of freedom is refused, then power relations can be understood, as I think they ought to be, as constraining and constituting the very possibilities of volition. Hence, power can neither be withdrawn nor refused, but only redeployed.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

Eyuran,” I addressed his Node. “What was in this one?” He came closer and studied the huge case, which was easily twice the height of an adult Danna and had body slots for some kind of gear. “I don’t know for sure. I haven't seen this before. It resembles a gearbot sarx, but those are usually larger. Must be a new, compact model.” Observing the empty sarx, a wave of bad feelings came over me. “I also saw some of the weapon crates with broken locks.” “If someone is operating a gearbot, a bunch of guns will be the least of our worries. A hull repairer can’t even begin to compete with the power of an assault exomachine.” He looked around and frowned. “By the way, the whole hull repairer rack is empty. Counting the one you took out, we should have seven more roaming somewhere on the ship.

To recap, Motivation 2.0 suffers from three compatibility problems. It doesn't mesh with the way many new business models are organizing what we do - because we're intrinsically motivated purpose maximizers, not only extrinsically motivated profit maximizers. It doesn't comport with the way that twenty-first-century economics thinks about what we do - because economists are finally realizing tht we're full-fledged human beings, not single-minded economic robots. And perhaps most important, it's hard to reconcile with much of what we actually do at work - because for growing numbers of people, work is often creative, interesting, and self-directed rather than routine, boring and other-directed. Taken together, these compatibility problems warn us that something's gone awry in our motivational operating system.

Search engines and social networks are analog computers of unprecedented scale. Information is being encoded (and operated upon) as continuous (and noise-tolerant) variables such as frequencies (of connection or occurrence) and the topology of what connects where, with location being increasingly defined by a fault-tolerant template rather than by an unforgiving numerical address. Pulse-frequency coding for the Internet is one way to describe the working architecture of a search engine, and PageRank for neurons is one way to describe the working architecture of the brain. These computational structures use digital components, but the analog computing being performed by the system as a whole exceeds the complexity of the digital code on which it runs. The model (of the social graph, or of human knowledge) constructs and updates itself.

Paris-Plage: the operation would be perfect if an oil slick drifted in to pollute this pretty little beach. Then the illusion would be total: the beach attendants would be transformed into ecological clean-up agents; they would have stopped sunbathing stupid. WTC: no trace of the bodies of the 3,000 victims. It's as though they had been dropped into quicklime. All the images without the sound, silent, vitrified, pellicularized. The scrap metal and the rubble are auctioned off. The event has more or less vanished into thin air. The pope has reached the state of 'martyr', that is to say, of witness: witness to the possibility that the human race can live beyond death. Living experience of brain-death, of spirituality on a life-support system, of automatic piloting of the vital functions in their death throes. A great model for future generations

Before the troops left Rome, the consul Varro made a number of extremely arrogant speeches. The nobles, he complained, were directly responsible for the war on Italian soil, and it would continue to prey upon the country's vitals if there were any more commanders on the Fabian model. He himself, on the contrary, would bring it to an end on the day he first caught sight of the enemy. His colleague Paullus spoke only once before the army marched, and in words which though true were hardly popular. His only harsh criticism of Varro was to express his surprise about how any army commander, while still at Rome, in his civilian clothes, could possibly know what his task on the field of battle would be, before he had become acquainted either with his own troops or the enemy's or had any idea of the lie and nature of the country where he was to operate--or how he could prophesy exactly when a pitched battle would occur. As for himself, he refused to recommend any sort of policy prematurely; for policy was moulded by circumstance, not circumstance by policy. . . . [T]o strengthen [Paullus'] determination Fabius (we are told) spoke to him at his departure in the following words. 'If, Lucius Aemilius, you were like your colleague, or if--which I should much prefer--you had a colleague like yourself, anything I could now say would be superfluous. Two good consuls would serve the country well in virtue of their own sense of honour, without any words from me; and two bad consuls would not accept my advice, nor even listen to me. But as things are, I know your colleague's qualities and I know your own, so it is to you alone I address myself, understanding as I do that all your courage and patriotism will be in vain, if our country must limp on one sound leg and one lame one. With the two of you equal in command, bad counsels will be backed by the same legal authority as good ones; for you are wrong, Paullus, if you think to find less opposition from Varro than from Hannibal. Hannibal is your enemy, Varro your rival, but I hardly know which will prove the more hostile to your designs; with the former you will be contending only on the field of battle, but with the latter everywhere and always. . . . [I]t is not the enemy who will make it difficult and dangerous for you to tread, but your fellow-countrymen. Your own men will want precisely what the enemy wants; the wishes of Varro, the Roman consul, will play straight into the hands of Hannibal, commander-in-chief of the Carthaginian armies. You will have two generals against you; but you will stand firm against both, if you can steel yourself to ignore the tongues of men who will defame you--if you remain unmoved by the empty glory your colleague seeks and the false infamy he tries to bring upon yourself. . . . Never mind if they call your caution timidity, your wisdom sloth, your generalship weakness; it is better that a wise enemy should fear you than that foolish friends should praise. Hannibal will despise a reckless antagonist, but he will fear a cautious one. Not that I wish you to do nothing--all I want is that your actions should be guided by a reasoned policy, all risks avoided; that the conduct of the war should be controlled by you at all times; that you should neither lay aside your sword nor relax your vigilance but seize the opportunity that offers, while never giving the enemy a chance to take you at a disadvantage. Go slowly, and all will be clear and sure. Haste is always improvident and blind.

From this failure to expunge the microeconomic foundations of neoclassical economics from post-Great Depression theory arose the "microfoundations of macroeconomics" debate, which ultimately led to a model in which the economy is viewed as a single utility-maximizing individual blessed with perfect knowledge of the future. Fortunately, behavioral economics provides the beginnings of an alternative vision of how individuals operate in a market environment, while multi-agent modelling and network theory give us foundations for understanding group dynamics in a complex society. These approaches explicitly emphasize what neoclassical economics has evaded: that aggregation of heterogeneous individuals results in emergent properties of the group, which cannot be reduced to the behavior of any "representative individual." These approaches should replace neoclassical microeconomics completely.

We largely persist in modelling our sense of what other people are like – and of what might be going on in their heads – on our experience of ourselves. We find it remarkably difficult to imagine clearly and calmly that others might not be very much like us at all. Others have different skills, different weaknesses, different motives and fears. It is as if the human brain did not evolve with the need to address this particular problem. And it may have been that for most of the time that human beings have existed it has been sufficient – for individual and group survival – to operate with a very limited interest in how people might differ from us in terms of how their minds work. In the office, other people are out of our control – and yet we need their assistance in performing delicate, complicated tasks. When we are doing things ourselves, we don’t actually give ourselves clear instructions. If

Creatures are made in their varying ways images of God without their own collaboration or even consent. It is not so that they become sons of God. And the likeness they receive by sonship is not that of images or portraits. It is in one way more than likeness, for it is unison or unity with God in will; but this is consistent with all the differences we have been considering. Hence, as a better writer has said, our imitation of God in this life—that is, our willed imitation as distinct from any of the likenesses which He has impressed upon our natures or states—must be an imitation of God incarnate: our model is the Jesus, not only of Calvary, but of the workshop, the roads, the crowds, the clamorous demands and surly oppositions, the lack of all peace and privacy, the interruptions. For this, so strangely unlike anything we can attribute to the Divine life in itself, is apparently not only like, but is, the Divine life operating under human conditions.

We're all equal before a wave. —Laird Hamilton, professional surfer In 2005, I was working as an equity analyst at Merrill Lynch. When one afternoon I told a close friend that I was going to leave Wall Street, she was dumbfounded. "Are you sure you know what you're doing?" she asked me. This was her polite, euphemistic way of wondering if I'd lost my mind. My job was to issue buy or sell recommendations on corporate stocks—and I was at the top of my game. I had just returned from Mexico City for an investor day at America Movíl, now the fourth largest wireless operator in the world. As I sat in the audience with hundreds of others, Carlos Slim, the controlling shareholder and one of the world's richest men, quoted my research, referring to me as "La Whitney." I had large financial institutions like Fidelity Investments asking for my financial models, and when I upgraded or downgraded a stock, the stock price would frequently move several percentage points.

Like all my father’s lessons, this one had broad applications beyond our immediate task. Ultimately, it was a lesson in the principle of self-reliance, which my father insisted that America had forgotten sometime between his own childhood and mine. Ours was now a country in which the cost of replacing a broken machine with a newer model was typically lower than the cost of having it fixed by an expert, which itself was typically lower than the cost of sourcing the parts and figuring out how to fix it yourself. This fact alone virtually guaranteed technological tyranny, which was perpetuated not by the technology itself but by the ignorance of everyone who used it daily and yet failed to understand it. To refuse to inform yourself about the basic operation and maintenance of the equipment you depended on was to passively accept that tyranny and agree to its terms: when your equipment works, you’ll work, but when your equipment breaks down you’ll break down, too. Your possessions would possess you.

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

Joscha: For me a very interesting discovery in the last year was the word spirit—because I realized that what “spirit” actually means: It’s an operating system for an autonomous robot. And when the word was invented, people needed this word, but they didn’t have robots that built themselves yet; the only autonomous robots that were known were people, animals, plants, ecosystems, cities and so on. And they all had spirits. And it makes sense to say that a plant is an operating system, right? If you pinch the plant in one area, then it’s going to have repercussions throughout the plant. Everything in the plant is in some sense connected into some global aesthetics, like in other organisms. An organism is not a collection of cells; it’s a function that tells cells how to behave. And this function is not implemented as some kind of supernatural thing, like some morphogenetic field, it is an emergent result of the interactions of each cell with each other cell. Lex: Oh my god, so what you’re saying is the organism is a function that tells the cells what to do? And the function emerges from the interaction of the cells. Joscha: Yes. So it’s basically a description of what the plant is doing in terms of macro-states. And the macro-states, the physical implementation are too many of them to describe them, so the software that we use to describe what a plant is doing—this spirit of the plant—is the software, the operating system of the plant, right? This is a way in which we, the observers, make sense of the plant. The same is true for people, so people have spirits, which is their operating system in a way, right, and there’s aspects of that operating system that relate to how your body functions, and others how you socially interact, how you interact with yourself and so on. And we make models of that spirit and we think it’s a loaded term because it’s from a pre-scientific age, but it took the scientific age a long time to rediscover a term that is pretty much the same thing and I suspect that the differences that we still see between the old word and the new word are translation errors that over the centuries.

Computational models of the mind would make sense if what a computer actually does could be characterized as an elementary version of what the mind does, or at least as something remotely like thinking. In fact, though, there is not even a useful analogy to be drawn here. A computer does not even really compute. We compute, using it as a tool. We can set a program in motion to calculate the square root of pi, but the stream of digits that will appear on the screen will have mathematical content only because of our intentions, and because we—not the computer—are running algorithms. The computer, in itself, as an object or a series of physical events, does not contain or produce any symbols at all; its operations are not determined by any semantic content but only by binary sequences that mean nothing in themselves. The visible figures that appear on the computer’s screen are only the electronic traces of sets of binary correlates, and they serve as symbols only when we represent them as such, and assign them intelligible significances. The computer could just as well be programmed so that it would respond to the request for the square root of pi with the result “Rupert Bear”; nor would it be wrong to do so, because an ensemble of merely material components and purely physical events can be neither wrong nor right about anything—in fact, it cannot be about anything at all. Software no more “thinks” than a minute hand knows the time or the printed word “pelican” knows what a pelican is. We might just as well liken the mind to an abacus, a typewriter, or a library. No computer has ever used language, or responded to a question, or assigned a meaning to anything. No computer has ever so much as added two numbers together, let alone entertained a thought, and none ever will. The only intelligence or consciousness or even illusion of consciousness in the whole computational process is situated, quite incommutably, in us; everything seemingly analogous to our minds in our machines is reducible, when analyzed correctly, only back to our own minds once again, and we end where we began, immersed in the same mystery as ever. We believe otherwise only when, like Narcissus bent above the waters, we look down at our creations and, captivated by what we see reflected in them, imagine that another gaze has met our own.

Educated people, of course, know that perception, cognition, language, and emotion are rooted in the brain. But it is still tempting to think of the brain as it was shown in old educational cartoons, as a control panel with gauges and levers operated by a user — the self, the soul, the ghost, the person, the “me.” But cognitive neuroscience is showing that the self, too, is just another network of brain systems. [C]ognitive neuroscientists have not only exorcised the ghost but have shown that the brain does not even have a part that does exactly what the ghost is supposed to do: review all the facts and make a decision for the rest of the brain to carry out. Each of us feels that there is a single “I” in control. But that is an illusion that the brain works hard to produce, like the impression that our visual fields are rich in detail from edge to edge. The brain does have supervisory systems in the prefrontal lobes and anterior cingulate cortex, which can push the buttons of behavior and override habits and urges. But those systems are gadgets with specific quirks and limitations; they are not implementations of the rational free agent traditionally identified with the soul or the self.

As I was completing this book, I saw news reports quoting NASA chief Charles Bolden announcing that from now on the primary mission of America’s space agency would be to improve relations with the Muslim world. Come again? Bolden said he got the word directly from the president. “He wanted me to find a way to reach out to the Muslim world and engage much more with dominantly Muslim nations to help them feel good about their historic contribution to science and math and engineering.” Bolden added that the International Space Station was a kind of model for NASA’s future, since it was not just a U.S. operation but included the Russians and the Chinese. Bolden, who made these remarks in an interview with Al-Jazeera, timed them to coincide with the one-year anniversary of Obama’s own Cairo address to the Muslim world.3 Bolden’s remarks provoked consternation not only among conservatives but also among famous former astronauts Neil Armstrong and John Glenn and others involved in America’s space programs. No surprise: most people think of NASA’s job as one of landing on the moon and Mars and exploring other faraway destinations. Even some of Obama’s supporters expressed puzzlement. Sure, we are all for Islamic self-esteem, and seven or eight hundred years ago the Muslims did make a couple of important discoveries, but what on earth was Obama up to here?

the slow, contemplative “academic” mechanism of drug testing, Kramer groused, was becoming life-threatening rather than lifesaving. Randomized, placebo-controlled trials were all well and good in the cool ivory towers of medicine, but patients afflicted by a deadly illness needed drugs now. “Drugs into bodies; drugs into bodies,” ACT UP chanted. A new model for accelerated clinical trials was needed. “The FDA is fuckedup, the NIH is fucked-up… the boys and girls who are running this show have been unable to get whatever system they’re operating to work,” Kramer told his audience in New York. “Double-blind studies,” he argued in an editorial, “were not created with terminal illnesses in mind.” He concluded, “AIDS sufferers who have nothing to lose, are more than willing to be guinea pigs.” Even Kramer knew that that statement was extraordinary; Halsted’s ghost had, after all, barely been laid to rest. But as ACT UP members paraded through the streets of New York and Washington, frothing with anger and burning paper effigies of FDA administrators, their argument ricocheted potently through the media and the public imagination. And the argument had a natural spillover to other, equally politicized diseases. If AIDS patients demanded direct access to drugs and treatments, should other patients with terminal illnesses not also make similar demands? Patients with AIDS wanted drugs into bodies, so why should bodies with cancer be left without drugs?

The situation gets still more concerning. As Chapter Six argues, two important factors that are frequently assumed to be constants in the traditional security dilemma models are in fact variables in cybersecurity. In most other security dilemma discussions, each actor sees the moves of its potential adversaries and must determine the intentions behind those moves. In cybersecurity, the distribution of information is vastly more asymmetric, which increases risk and uncertainty for decision-makers. With proper tradecraft, many actions, including the development of powerful capabilities and the launching of significant intrusions, often remain out of view to others. Thus, unlike in many historical and theoretical textbook cases, in cyber operations not only must states potentially fear what they see, but they must potentially fear what they do not see as well. Defensive-minded intrusions that resolve this uncertainty thus seem still more appealing. Similarly, in the traditional security dilemma model there is almost always some status quo of shared expectations. This implicit or formal consensus of behavior provides significant guidance about which activities the involved parties consider normal and non-threatening. The potential for escalation in this model occurs only when this shared vision of normalcy breaks. In cybersecurity, however, there is only a nascent status quo. Without a common conception of appropriate national behavior, the probability of dangerous misinterpretation increases. Building on these five steps to the argument, the final two chapters of the book are somewhat different in kind. Chapter Seven pauses to consider three objections to the cybersecurity dilemma logic and how they might constrain the argument.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

YOU FIRST When entering into relationships, we have a tendency to bend. We bend closer to one another, because regardless of what type of relationship it might be — romantic, business, friendship — there’s a reason you’re bringing that other person into your life, and that means the load is easier to carry if you carry it together, both bending toward the center. I picture people in relationships as two trees, leaning toward one another. Over time, as the relationship solidifies, you both become more comfortable bending, and as such bend farther, eventually resting trunk to trunk. You support each other and are stronger because of the shared strength of your root system and entwined branches. Double-tree power! But there’s a flaw in this mode of operation. Once you’ve spent some time leaning on someone else, if they disappear — because of a breakup, a business upset, a death, a move, an argument — you’re all that’s left, and far weaker than when you started. You’re a tree leaning sideways; the second foundation that once supported you is…gone. This is a big part of why the ending of particularly strong relationships can be so disruptive. When your support system presupposes two trunks — two people bearing the load, and divvying up the responsibilities; coping with the strong winds and hailstorms of life — it can be shocking and uncomfortable and incredibly difficult to function as an individual again; to be just a solitary tree, alone in the world, dealing with it all on your own. A lone tree needn’t be lonely, though. It’s most ideal, in fact, to grow tall and strong, straight up, with many branches. The strength of your trunk — your character, your professional life, your health, your sense of self — will help you cope with anything the world can throw at you, while your branches — your myriad interests, relationships, and experiences — will allow you to reach out to other trees who are likewise growing up toward the sky, rather than leaning and becoming co-dependent. Relationships of this sort, between two equally strong, independent people, tend to outlast even the most intertwined co-dependencies. Why? Because neither person worries that their world will collapse if the other disappears. It’s a relationship based on the connections between two people, not co-dependence. Being a strong individual first alleviates a great deal of jealousy, suspicion, and our innate desire to capture or cage someone else for our own benefit. Rather than worrying that our lives will end if that other person disappears, we know that they’re in our lives because they want to be; their lives won’t end if we’re not there, either. Two trees growing tall and strong, their branches intertwined, is a far sturdier image than two trees bent and twisted, tying themselves into uncomfortable knots to wrap around one another, desperately trying to prevent the other from leaving. You can choose which type of tree to be, and there’s nothing inherently wrong with either model; we all have different wants, needs, and priorities. But if you’re aiming for sturdier, more resilient relationships, it’s a safe bet that you’ll have better options and less drama if you focus on yourself and your own growth, first. Then reach out and connect with others who are doing the same.

Avis Budget, recognising the emerging threat, spent $500m last year buying Zipcar, the world’s largest example of a “car club”, a form of sharing in which vehicles are parked on the streets and users can rent them, using a swipe-card, by the hour. In theory, the giant hire firms are well-placed to operate the car-club model: conventional rentals peak during the week, whereas club-car use peaks at weekends, so they can achieve high utilisation rates by shifting cars between the two services. Car clubs and other forms of sharing are proving especially attractive to young drivers. That is encouraging the carmakers to return to a business they have dabbled in before (Hertz has been owned by both Ford and GM; and GM once part-owned Avis).

...decision makers should realize that even with rational models and established parameters, situations will arise that may compel the United States to participate in peace operations. Humanitarian issues may seem compelling; domestic political pressures and pressures from allies may develop; and a range of foreign and domestic policy issues may require response, even if important U.S. security interests are not at stake directly. Military strategist and planners should be aware, also, that in a democratic society and an interdependent world, sometime decisions will be made outside established parameters for interventions. That makes the development of a strategy and the establishment of criteria all the more important, although planning for such events is necessarily less predictable and necessarily of lower priority. The systematic ability to analyze both the significance for national security and the immediate rationale for involvement may permit policy makers to withstand pressures if the consequences might be negative, or set limits that reduce potential harm. The...debate...about U.S. involvement in the former Yugoslavia is a microcosm of the varied and conflicting pressures that may arise. Some combination of assessment of national interest weighed against risk has militated against any commitment of ground troops while hostilities continue. Yet the importance of protecting allies may cause the policy to bend somewhat before the war ends, and the United States may become involved in an operation on a scale that may have been unnecessary if a strategy and the organization of national assets to support it had been available to prevent the crisis in the first place. Traditionally, peace operations, especially peacekeeping, were viewed as operations that came at the tail end of conflict. There will continue to be a need for peace operations to assist in bringing about and guaranteeing peace. However, the value of peace operations in dealing with precursor instabilities - to prevent, contain, or ameliorate incipient conflicts -- must be considered also. In this sense, peace operations are investments. Properly conducted by forces that have planned, prepared and trained for them within the proper strategic framework, peace operations may well preclude the need to deploy larger forces at substantial costs in both blood and treasure later.

Steps in the IPB Process  First, define the battlefield environment. Identify characteristics of the battlefield that influence both friendly and competitor operations. Establish the limits of the battlefield and identify elements that are unknown but should be known.  Second, describe the battlefield’s effects on operations. This step always includes an examination of terrain and weather but may also include the characteristics of geography and infrastructure and their effects on friendly and threat operations, as well as such factors as politics, civilian press, local population, and demographics.  The third step is to evaluate the competitor. If the competitor is known, determine how it normally organizes for combat and conducts operations under similar circumstances. This information can be drawn from historical databases and well-developed threat models. With new or less well-known competitors, intelligence databases and threat courses of action may have to be developed simultaneously.  Finally, determine the competitor’s possible courses of action. The main question to be answered here is: Given what the competitor normally prefers to do and the effects of the specific environment in which it is operating, what are its likely objectives and courses of action?

When operators receive input about the state of the system being controlled, they will first try to fit that information into their current mental model and will find reasons to exclude information that does not fit. Because operators are continually testing their mental models against reality (see figure 2.9), the longer a model has been held and the more different sources of information that led to that incorrect model, the more resistant the models will be to change due to conflicting information, particularly ambiguous information.

For modern cosmology God cannot be a working hypothesis because God is not given to us in the observable nature of things. The poetic and theological idea that the universe is an expression of God's creative power is false. And yet the possibility that underlying the nature of things is an undiscoverable force of unimaginable simplicity that one may call God haunts and frustrates modern science. If this principle exists, then it cannot be different from our experience of it: it must be inherent, not transcendent; purely natural, therefore, not a violation of its own being, and hence intelligent, in the sense it requires coherence rather than chaos and confusion to exist at all--as the ancient myths tell us; impersonal to the extent that we cannot attribute moral purposes or even will, classically understood, to what we can observe of its operations. It is entirely coextensive and if it has a limit coterminous with what is--a perception that dates in theology from Anselm to Tillich and in natural philosophy from Democritus to Planck. It does not exist in gaps of undiscovered data or models or as an unsolved mystery but in the givenness of the world and the intelligent life form that has arisen to ponder it.

Almost every PC owner has lost a weekend sorting through the debris of worms, viruses, spyware, and broken permissions. Since Windows was originally created in the pre-Internet days, programmers didn’t worry about closing holes in the operating system. Unfortunately, hackers and spammers could easily exploit these vulnerabilities. While security continues to improve with each new release, the Windows operating system is still based on a pre-Internet model, which is prone to viruses. Mac OS X was created only a few years ago with ultimate security and stability. There are no known Mac OS X viruses, and Windows Word Macros (a common home to threats)

A mental model can be seen as an accumulation of a lifetime’s learning about what works and what doesn’t. We have a model for our boss’s personality and how she will respond to certain behaviors; a model for things that will go well for a family outing and things that won’t; a model for how to get ahead at work; a model for how to navigate the local traffic flow to get to work on time. The problem with any mental model is that it is always operating on information from the past. In contrast, true vision is never an arrangement or rearrangement of solutions that have worked in previous circumstances, but springs from the immediacy of today.

Community-supported enterprise: The community-supported enterprise model is well established in the realm of agriculture and makes increasing sense for many kinds of businesses in an economy based on relationships. In the community-supported agriculture (CSA) model, a farmer and a group of customers form a relationship and agree to share a handful of things, including, to varying extents, the financing, the bounty, and the potential risks of farming. In a CSA’s purest form, a CSA member generally pays the farm money at planting time, which gives the farmer operating capital throughout the year.

Pragmatically, there is an evident need for the continuation of many of the functions of the original apostles. This would include church planting, laying good foundations in churches, continuing to oversee those churches, appointing the leaders, giving ongoing fatherly care to leaders, and handling difficult questions that may arise from those churches. There are really only three ways for churches to carry out these functions: 1. Each church is free to act totally independently and to seek God’s mind for its own government and pastoral wisdom, without any help from outside, unless the church may choose to seek it at any particular time. When we started the church which I am still a part of, for example, we were so concerned to be ‘independent’ that we would not even join the Fellowship of Independent Evangelical Churches, although we adopted their trust deed and constitution because that would prevent us being purely independent. We were at that time very proud of our ‘independence’! 2. Churches operate under some sort of structured and formal oversight, as in many denominations today, where local church leaders are appointed by and accountable to regional leadership, whether ‘bishops’, ‘superintendents’ or ‘overseers’. It is hard to justify this model from the pages of the New Testament, though we recognize that it developed very early in church history. Even the word episkopos, translated ‘bishop’ or ‘overseer’, which came to be used of those having wider authority and oversight over other leaders and churches, was used in the New Testament as a synonym for the local leaders or elders of a particular church. The three main forms of church government current in the institutional church are Episcopalianism (government by bishops), Presbyterianism (government by local elders) and Congregationalism (government by the church meeting). Each of these is only a partial reflection of the New Testament. Commenting on these forms of government without apostolic ministry, Phil Greenslade says, ‘We assert as our starting point what the other three viewpoints deny: that the apostolic role is as valid and vital today as ever before. This is to agree with the German charismatic theologian, Arnold Bittlinger, when he says “the New Testament nowhere suggests that the apostolic ministry was intended only for first-century Christians”.’39 3. We aim to imitate the New Testament practice of travelling ministries of apostles and prophets, with apostles having their own spheres of responsibility as a result of having planted and laid the foundations in the churches they oversee. Such ministries continue the connection with local churches as a result of fatherly relationships and not denominational election or appointment, recognizing that there will need to be new charismatically gifted and friendship-based relationships continuing into later generations. This is the model that the ‘New Apostolic Reformation’ (to use Peter Wagner’s phrase) is attempting to follow. Though mistakes have been made, including some quite serious ones involving controlling authority, and though those of us involved are still seeking to find our way with the Holy Spirit’s help, it seems to reflect more accurately the New Testament pattern and a present-day outworking of scriptures such as 1 Corinthians 12 and Ephesians 4. ‘Is the building finished? Is the Bride ready? Is the Body full-grown, are the saints completely equipped? Has the church attained its ordained unity and maturity? Only if the answer to these questions is “yes” can we dispense with apostolic ministry. But as long as the church is still growing up into Christ, who is its head, this ministry is needed. If the church of Jesus Christ is to grow faster than the twentieth century population explosion, which I assume to be God’s intention, then we will need to produce, recognize and use Pauline apostles.’40

Business Processes Business processes are the operational activities performed by your organization, such as taking an order, processing an insurance claim, registering students for a class, or snapshotting every account each month. Business process events generate or capture performance metrics that translate into facts in a fact table. Most fact tables focus on the results of a single business process. Choosing the process is important because it defines a specific design target and allows the grain, dimensions, and facts to be declared. Each business process corresponds to a row in the enterprise data warehouse bus matrix.

This asset is almost always used for two purposes: operational record keeping and analytical decision making. Simply speaking, the operational systems are where you put the data in, and the DW/BI system

there are four separate and distinct components to consider in the DW/BI environment: operational source systems, ETL system, data presentation area, and business intelligence applications.

Have you adopted any new ideas or practices generated by your staff and lawyers? Yes. In the pricing area, our policy is that if you come up with a new way to price with the customer, then do it. The young people have come up with ways to use Twitter, for example, to keep up with customers. That comes from the younger people, not from my generation. Over the past fifteen years, we’ve had lots of contributions from staff to keep our model and practices up to date and responsive. Everyone takes this seriously. A couple years ago, someone on staff was talking about a late-night brief or a big project, and two to three other legal assistants stayed until midnight to help this person out. They coined the phrase, “The Summit team runs toward the fire.” If I’m doing something that requires a late-night effort, I don’t have to go to anyone to get permission for help and work and support from others. Another person who doesn’t have anything on the case will run to the project to help out. That happens every single day. The staff sees a problem someone else has, and they run to the problem to help out. This stuff just happens. It’s one of the things I’m most proud of. Many years ago, someone sent an email thanking other people for helping. No one officially adopted the practice, but somebody did it, and it was rewarded, and now whenever someone does something they should be congratulated for, someone sends an email to everyone in the firm praising the efforts of that person to everyone else in the firm. Those emails fly around Summit on a daily basis. That has the impact of encouraging supportive behavior and making it part of the way Summit operates.

Not only did the paper suggest that the pure funded broadcasters could legitimately operate in the areas of entertainment and sport while the mixed funded broadcasters would be excluded from using public resources in these areas, but it encroached on the terms of the Member States’ right to define what could be constituted a part of the public service remit. If one Member State with a pure funding model of public broadcasting was free to pursue these areas, it would be difficult to argue that Member States with alternative systems of funding could be excluded from these same areas.

Attempting to retrieve values from undefined will throw a TypeError exception. This can be guarded against with the && operator: flight.equipment                              // undefined flight.equipment.model                        // throw "TypeError" flight.equipment && flight.equipment.model    // undefined

This shows that even a slight spatial or casual dependency between data entries or operations could kill scalability, so separation of data into independent shards and careful data modeling is extremely important for scalability.