Alan Kay talk notes: 'When "What Will It Take?" Seems Beyond Possible, We Need To Study How immense Challenges Have Been Successfully Dealt With In The Past'. (more)

cf Problem Discovery

Frank Chimero: What Screens Want. What does it mean to natively design for screens? (more)

Michael Nielsen: Thought as a Technology. Have you ever felt awe and delight upon first experiencing a computer interface? An interface that surprised you with its strangeness, with a sense of entering an alien world? (ThinkingTools) (more)

Chet Richards 2004 book Certain to Win: The Strategy of John Boyd, Applied to Business ISBN:1413453767 (more)

Chet Richards reviews Frans Osinga's Science, Strategy, and War ISBN:0415371031 book about John Boyd. Where Carl von Clausewitz and practically every strategist since considered war as a clash of wills, Boyd sees it as “the non-linear clash of two Complex Adaptive Systems” (124). In Boyd’s scheme, this is equivalent to a non-linear clash between two learning, or equivalently, novelty-generating systems, although it should be noted that Boyd rarely uses the term "system." (more)

Cedric Chin: Much Ado About The OODA Loop. Any discussion about fast adaptation in response to uncertainty should probably begin with John Boyd and the OODA Loop. (more)

person who get/has to do the decision making

Recognition-primed decision (RPD) is a model of how people make quick, effective decisions when faced with complex situations. In this model, the decision maker is assumed to generate a possible course of action, compare it to the constraints imposed by the situation, and select the first course of action that is not rejected. RPD has been described in diverse groups including trauma nurses, fireground commanders, chess players, and stock market traders. It functions well in conditions of time pressure, and in which information is partial and goals poorly defined. The limitations of RPD include the need for extensive experience among decision-makers (in order to correctly recognize the salient features of a problem and model solutions) and the problem of the failure of recognition and modeling in unusual or misidentified circumstances. It appears, as discussed by Gary Klein in Sources of Power,[1] to be a valid model for how human decision-makers make decisions. https://en.wikipedia.org/wiki/Recognition-primed_decision

Uncertainty Project: Improving strategic decision making in 2024. 3 Challenges for improving strategic decision making in 2024... (more)

Dialogue process using IBIS, Shared Display, and Active Listening. Dialogue Mapping™ is a radically inclusive facilitation process that creates a diagram or 'map' (cf mind-map) that captures and connects participants' comments as a meeting conversation unfolds. It is especially effective with highly complex or “Wicked” problems that are wrought with both social and technical complexity, as well as a sometimes maddening inability to move forward in a meaningful and cost effective way. Dialogue Mapping™ creates forward progress in situations that have been stuck; it clears the way for robust decisions that last. It is effective because it works with the non-linear way humans really think, communicate, and make decisions. (more)

NYC spends $44k/yr/student on public schools. Right-sizing Big Apple education could be even more difficult after state lawmakers imposed an expensive class size reduction law, even as enrollment shrinks, critics said. (more)

see Israel-Palestine

see Gaza Strip

The Gaza Strip, also known simply as Gaza,[b] is the smaller of the two Palestinian territories (the other being the West Bank) that make up the State of Palestine in the Southern Levant region of West Asia. The area is not recognized internationally as part of any sovereign country but is claimed by the Palestinian National Authority as part of the Palestinian territories. Since the June 2007 battle of Gaza, actual control of the area is in the hands of the Hamas de facto government. (more)

Pondering a claim-refactoring UI. You'd highlight a sentence, as in hypothes.is (annotation systems), and ask "what does this really mean?" (more)

Simon Sillison on Anthropic: How we built our multi-agent research system. OK, I'm sold on multi-agent LLM systems now. I've been pretty skeptical of these until recently (more)

Gordon Brander: Tools for thought in your OODA loop. (more)

Venkatesh Rao: The Use and Misuse of the OODA Loop. Boyd's famous OODA loop (observe-orient-decide-act) is probably the most misunderstood and misused diagram of practical significance in decision making. (more)

Eleanor Konik: Strategy & a pilot named Boyd (Part II: Business). So back in Norway, I was sitting in the car with my boss, we got to talking about books...for reasons I no longer recall, Tristan recommended Certain to Win. They weren’t marching orders — Tristan is not that kind of leader — but I've rarely heard him endorse anything so strongly. (more)