Chuck Jordan: Infinite Blank Canvas. I’ve been plagued with indecision about the Vision Pro headset, kind of hoping that the demand would outstrip supply to the point the decision is made for me, or grateful that I can’t just make an impulse purchase without first scheduling a long-overdue appointment with an optometrist. (more)

developer of (more)

Baldur Bjarnason: The different kinds of notes. This is the second entry of three where I go over what I learned from the user research I’ve been doing for Colophon Cards... The notebook above, from 1994, is the oldest notebook of mine I’ve found. It’s the first proper notebook I kept. It wasn’t a journal, sketchbook, drafts, or workbook for school. Just notes. And it petered out pretty quickly. (more)

Baldur Bjarnason: On online collaboration and our obligations as makers of software. So, you believed in having a personal website, what of it? No, you see, at the time blogging was supposed to be so much more than that. I truly believed that it heralded the future of collaboration, communications, publishing, and intellectual discourse. (collaborationware) (more)

Cedric Chin: When Action Beats Prediction. One of the big ideas that we’ve covered in the past couple of weeks is the notion that ‘management is prediction’ — the W. Edwards Deming observation that you cannot run your business effectively if you are unable to predict the outcomes of your actions (more)

guru of effectual reasoning

old (2000?) David Brin speech on "Disputation Arenas: Harnessing Conflict and Competitiveness for Society's Benefit" - In the long run, the Internet will serve us best if it enhances two seemingly contradictory traits - Individualism and Accountability. This may seem an odd blend, but their synergy is what brought us nearly everything we cherish about the modern era... The ultimatum of a disputation arena won't be to award "victory" to any one side, but to create an atmosphere of practical Problem Solving, helping moderates understand each others' concerns and reach for some mutually beneficial consensus, leaving fanatics isolated and impotent at the wings. In today's political climate, we all win by forcing both sides to accept a little ambiguity... Ultimately, Free Speech is about much more than just self-expression. It is also how humans find ways to solve problems and live with one another. Compare to previous Accountability Arenas. (more)

A big challenge for Knowledge Management systems has always been actually getting some content into them. (more)

Consensus decision-making or consensus process (often abbreviated to consensus) are group decision-making processes in which participants develop and decide on proposals with the goal of acceptance by all. The focus on establishing agreement of at least the majority or the supermajority and avoiding unproductive opinion differentiates consensus from unanimity, which requires all participants to support a decision. Consensus decision-making in a democracy is consensus democracy. https://en.wikipedia.org/wiki/Consensus_decision-making

Consensus reality[1][2] is that which is generally agreed to be reality, based on a consensus view. The appeal to consensus arises from the fact that humans do not fully understand or agree upon the nature of knowledge or ontology, often making it uncertain what is real, given the vast inconsistencies between individual subjectivities.[3][4] We can, however, seek to obtain some form of consensus, with others, of what is real. We can use this consensus as a pragmatic guide, either on the assumption that it seems to approximate some kind of valid reality, or simply because it is more "practical" than perceived alternatives. Consensus reality therefore refers to the agreed-upon concepts of reality which people in the world, or a culture or group, believe are real (or treat as real), usually based upon their common experiences as they believe them to be; anyone who does not agree with these is sometimes stated to be "in effect... living in a different world." https://en.wikipedia.org/wiki/Consensus_reality (see also https://en.wikipedia.org/wiki/Talk:Consensus_reality) (more)

Sean Murphy asked me to give a talk to his lean-culture group, so I put together a rather "wide" talk on some wicked realities of business that make product management even more challenging than you'd expect. (more)

In economics and business decision-making, a sunk cost (also known as retrospective cost) is a cost that has already been incurred and cannot be recovered.[1][2] Sunk costs are contrasted with prospective costs, which are future costs that may be avoided if action is taken.[3] In other words, a sunk cost is a sum paid in the past that is no longer relevant to decisions about the future. Even though economists argue that sunk costs are no longer relevant to future rational decision-making, people in everyday life often take previous expenditures in situations, such as repairing a car or house, into their future decisions regarding those properties... The bygones principle does not always accord with real-world behavior. Sunk costs often influence people's decisions,[7][14] with people believing that investments (i.e., sunk costs) justify further expenditures.[16] People demonstrate "a greater tendency to continue an endeavor once an investment in money, effort, or time has been made".[17][18] This is the sunk cost fallacy, and such behavior may be described as "throwing good money after bad",[19][14] while refusing to succumb to what may be described as "cutting one's losses". https://en.wikipedia.org/wiki/Sunk_cost

Shreyas Doshi: Why do companies with major resources & distribution often make mediocre products? ...is one under-discussed reason: Operators Optimizing for Optics. (theater) (more)

Baldur Bjarnason: Feeling The Itch. Since I turned freelancer three years ago – almost exactly three years now – the only greenfield project I’ve been involved with was one I started myself, but that ran out of funding after the research and prototyping stage and finding additional funding here in Iceland proved extremely tricky. Colophon Cards (more)

Baldur Bjarnason: Sunk Cost Fallacy: chasing a half-baked idea for much too long. Colophon Cards: It all began well. In the first half of 2022 I worked, part-time, on a research project called Colophon Cards that was funded by The Icelandic Centre for Research’s Technology Development Fund. (more)

Joan Westenberg: The creator economy can't rely on Patreon. I've been thinking about a friend who used to run a cooking channel on YouTube. (more)

Parasocial interaction (PSI) refers to a kind of psychological relationship experienced by an audience in their mediated encounters with performers in the mass media, particularly on television and on online platforms.[1][2][3][4] Viewers or listeners come to consider media personalities as friends, despite having no or limited interactions with them. PSI is described as an illusory experience, such that media audiences interact with personas (e.g., talk show hosts, celebrities (celebrity), fictional characters, social media influencers) as if they are engaged in a reciprocal relationship with them. The term was coined by Donald Horton and Richard Wohl in 1956. https://en.wikipedia.org/wiki/Parasocial_interaction

aka Nadia Asparouhova, author, Working in Public: The Making and Maintenance of Open Source Software ASIN:B08BDGXVK9 (more)

Idea of a Virtual Reality-based ThinkingSpace. Goal: Augmenting Human Intellect. (more)

He is noted for having made several key contributions to the study of business and corporate strategy. His 1974 study of diversification strategy inaugurated a stream of work on the performance implications of diversification. His 1982 paper with Steven Lippman showed how classical industrial organization results---profitability being related to concentration and to market share---could arise under perfect competition if there was uncertainty in the sources of efficiency. This result was key in the development of the "resource-based view" of strategic success. Rumelt's 1991 empirical follow-on (How Much Does Industry Matter?) showed that the most of the dispersion of profit rates in the economy was between business units rather than between industries. His 2011 book (Good Strategy/Bad Strategy) redefined strategy as a form of problem solving. It was chosen one of six finalists for the Financial Times & Goldman Sachs Business Book of the Year award for 2011. https://en.wikipedia.org/wiki/Richard_Rumelt (see also more recent book Crux)