By Andres Agostini (Andy)
© Copyright 2008 Andres Agostini
From the Power of Complexity and Leading Scientific Knowledge as per Century-21 Management by Andres Agostini !!!
cHaNGeD cHAngE®
By Andres Agostini
www.AgostiniNews.blogspot.com
PS: There is no leadership without immeasurably omniscience perspective. One should never raise false expectations.
INTRODUCTION!!!
I do some frequent writing. I like to disseminate ideas via my web site or blogs. I like to divulge. No one, from the scientific establishment, is going to come out TO SPEAK OUT his / her findings just to make anyone happy or uncomfortable.
Note that to me, in all cases, scientists, scientific establishment is the boldest vanguard. In researching, I made some true friends from the leading-edge. All of them ignited my mind further.
Let’s take an example. When I mention teleporting, many will think I am out of my mind. Let it be known that at some discrete scale of experimentation a world’s renowned laboratory of the
What I do the most is pervasive researching. Hence, I refine my thinking processes since I wake up from Monday through Monday. Internet is great for researching. Nonetheless and up to now, the most-recent publications from the best acknowledged luminaries (2005, 2006, 2007, 2008) is my firmest north.
What do I mean by a luminary?
Chiefly, I based my process thinking on leading-edge scientists, mostly physicists, mathematicians, biologists, astrophysicist, neuroscientist, so forth. I have no time neither interest to read SciFi.
Many of the authors whose findings I read have been awarded Nobel Prize Awards. In addition, scientists from the National Science Foundation, DARPA, NASA, etc. are of my extreme interests.
I also do experimentation and a lot of testing. I look for evidence to disconfirm as Karl Popper always suggests.
Every source is cross-referenced with the greatest rigor. The ensuing statements are thoroughly mine.
The “power of simplicity” can only operate—these days—if it stems from the grandiose “power of complexity.”
Those in behalf of “Common Sense” I truly respect. Thomas Phaine was correct at his time and context.
If a ‘rocket scientist’ speaks today of “Common Sense,” his/her definition nothing has to do with the habitual definition.
This very definition is hugely challenged daily, second by second.
If you ask a scientist to look at the horizon, he might see 45 things. If you ask the majority of all-walks-of-life people might see only 3.
In any case, I respect any occupation, any profession, any tenure, any job, any credo, any ethnical group, any citizenry, any POV. In sum, I RESPECT ALL HUMANITY UNCONDITIONALLY.
-Andy
www.AgostiniNews.blogspot.com
A FOREWORD ON CHANGE AND ITS PROGRESSION…
If there is not a true calamity or catastrophe (either made by man or Nature), ‘CHANGED CHANGE’ will be a rogue, pervasive monarch without a fail.
1) Time has changed.
2) Timing has changed.
3) Tempo has changed.
4) Time thread has changed.
5) Time counting has changed.
6) Interrelationships of time, tempo, timing, thread, and counting have changed.
7) Time understanding has changed.
8) Time counting has changed.
9) Time numbering has changed.
10) Epoch has changed.
11) Era has changed.
12) Uniqueness between epoch and era has changed.
13) Because of changed change, epoch and era used to be lengthy “snapshots,” lacking kinetics of their own. BECAUSE OF CHANGED CHANGE, epoch and era-- more like FILMS with many treacherous scripts--, whose rolling is expelled from the ‘so so’ known stratum into the Dom strata of captured outputs, where impossibles are sometimes turned into viables at whichever cost.
14) Epoch and Era, because of changed change, take place in a context that looks like a funnel (system’s transformation box). The flow enters the thin side to transform itself into an immensurable force, of many layers (mostly novel scientific properties), that—via the widest side—become a many-times (orders of magnitude) redefining force, second by second as it keeps increasing to elevate (a) Perpetual Innovation, and (b) Beyond Perpetual Innovation.
15) Weltanschauung has changed.
16) Zeitgeist has changed.
17) Shifting has changed.
18) The nature of shifting has changed.
19) Transitory has changed.
20) The nature of transitory has changed.
21) Technique has changed.
22) Discipline of thinking has changed.
23) Discipline of technique has changed.
24) Discipline of implementation has changed.
25) Generational gaps have changed.
26) The spirit of times has changed.
27) Sprits of Corps have changed.
28) Subsequently, leadership has changed.
29) Priorities have changed.
30) Law has changed.
31) Enforcement has changed.
32) Politics has changed.
33) Geopolitics has changed.
34) Fine arts have changed.
35) Diplomacy has changed.
36) Real Politicks have changed.
37) Prudence and tact have changed.
38) Pride and honor have changed.
39) Change has changed and will keeping on changing.
40) Changes will be continuously chagrining.
41) Nonlinearity has changed.
42) Therefore, discontinuity has changed.
43) Scientific properties of change have profoundly changed.
44) Weather and geology have changed.
45) The universe is changing.
46) Dark matter / dark energy are changing.
47) Mother Nature is changing.
48) Father Universe is changing.
49) Interceptions between Nature and Universe have changed deeply.
50) Driving forces are changing.
51) Subtle forces are changing.
52) Forceful frameworks are changing.
53) Time measuring changed.
54) Humans have changed.
55) TransHumans will change.
56) Humanoids are changing.
57) Robots are changing.
58) Swarms of nanobots are changing.
59) Because of changed changed, innocuous virus has been reprogrammed to do good to the human body.
60) Farseeing has changed.
61) Foreseeing has changed.
62) Right-here seeing has changed.
63) Recalling has changed.
64) Remembering has changed.
65) Retrospective analyzing has changed.
66) Presumptive analyzing has changed.
67) Prospective analyzing has changed.
68) Social sciences have changed and are changing.
69) Because of changed change, social sciences are dealing less sub-optimally with subjectivity.
70) Exact sciences have changed and are changing.
71) Interactions between Social Sciences and Exact Sciences have changed and are changing.
72) Because of changed change, new, classic fashion is the integration OF ALL SCIENCES across the board.
73) Worldview has changed.
74) Ethos has changed.
75) Systems of beliefs and values have changed.
76) Experimentation has changed.
77) R&D has changed.
78) Innovation has changed.
79) Global sophistication has changed.
80) Cosmosvison, Microvison, and Macrovision have changed.
81) Detail has changed.
82) Granularity of detail has changed.
83) So have their atomic and sub-atomic particles.
84) PAST, PRESENT, and FUTURE have changed.
85) Dimensions have changed.
86) Relating to the other has changed.
87) Relating to the self has changed.
88) Interrelating between the self and other has changed.
89) Media has changed.
90) Opinion has changed.
91) POV has changed.
92) Preferences have changed.
93) Priorities have changed.
94) Ideas have changed.
95) Initiatives have changed.
96) Driving forces have changed.
97) New frontiers have changed.
98) Life and death have changed.
99) Professions, occupations, crafts, careers, jobs have changed.
100) Dialogue has changed.
101) Debate has changed.
102) Writing has changed.
103) Critique has changed.
104) Communicating has changed.
105) The extracurricular has changed.
106) Sports have changed.
107) Pass-times and hobbies have changed.
108) Opinions have changed.
109) Healthcare has changed.
110) Neurosciences have changed.
111) Biology has changed.
112) Chemistry has changed.
113) Classic physics has changed.
114) Quantum Mechanics is changing.
115) Material Sciences have changed.
116) Law has changed.
117) Best practices have changed and will yet change more.
118) Thinking has changed and is changing.
119) Over-Specialitization has changed.
120) Converge (Supra, Efficacious Generalization) has changed.
121) Historic persons of interest have changed.
122) Heroes have changed.
123) Antiheroes have changed.
124) Antisystem has changed.
125) Good Samaritans have changed.
126) Reciprocity has changed.
127) Lexicon has changed. And will change to the unexpectedly.
128) Society has changed.
129) Men have changed.
130) Women have changed.
131) Economy and Economics have changed.
132) Financials and Finance have changed.
133) Demands and supplies have changed.
134) Societal dilemmas and predicaments have changed.
135) The spheres of influence have changed.
136) Contradictions have changed.
137) Paradoxes have changed.
138) Prose has changed.
139) Poetry has changed.
140) Mail has changed.
141) Energy has changed.
142) Pollution has changed.
143) Contamination has changed.
144) Raw materials have changed.
145) Commodities have changed.
146) Manufacturing has changed.
147) Lingua franca (English) has changed.
148) The space walk has changed.
149) Outer space priorities have changed.
150) The Ocean has changed.
151) The atmosphere has changed.
152) The blogosphere has changed.
153) Virtual world has changed.
154) The weather has changed.
155) Demographics have changed.
156) The inconsequential has changed.
157) The irrelevant has changed.
158) The meaningless has changed.
159) The relevant and meaningful have changed.
160) Journalists have changed.
161) Pharmaceuticals have changed.
162) Understanding has changed.
163) Comprehension has changed.
164) Eliciting has changed.
165) Society has changed.
166) Work style has changed.
167) Lifestyle has changed.
168) The West has changed.
169) The East has changed.
170)
171) Western hemisphere has changed.
172) Eastern hemisphere has changed.
173) Northern hemisphere has changed.
174) Southern hemisphere has changed.
175) Education has changed.
176) Mind-shaping (formation) has changed.
177) Mind-expansion has changed.
178)
179) Internet telephony has changed.
180) Global infrastructure has changed.
181) Breathing modes have changed.
182) Love has changed.
183) Aspirations have changed.
184) Exercising and fitness have changed.
185) Expectations have changed.
186) Deal-making has changed.
187) Competitiveness has changed.
188) Competitions have changed.
189) Difficulties have changed.
190) Frequency, severity, magnitude, probability, and likelihood have changed.
191) Press and printing has changed.
192) Music distribution has changed.
193) Books have changed.
194) Newspapers have changed.
195) Formats of knowledge-contents have changed.
196) Collaboration has changed.
197) Purchasing power has changed.
198) Tourism has changed.
199) Chain of command has changed.
200) Serendipity has changed.
201) Pseudo-Serendipity has changed.
202) Randomized serendipity + randomized pseudo-serendipity have changed.
203) Sales and marketing have changed.
204) Strategy has changed.
205) Calamities have changed.
206) Catastrophes have changed.
207) Risk has changed.
208) Risk Management has changed.
209) Advanced Risk Management has changed.
210) Insurance has changed.
211) Reinsurance has changed.
212) Man-made risks have changed.
213) Nature-made risk has changed.
214) Existential risks poised by mediocre people, because of this change, have become grave indeed.
215) Existential risks have changed.
216) Best practices have changed.
217) Threats and vulnerabilities and ‘emergency preparedness’ have changed.
218) Hazards have changed.
219) Safety and Security and Reliability have changed.
220) Terrorism has changed.
221) New opportunities have changed.
222) Business opportunities have changed.
223) Paradigms have changed.
224) Limits have changed.
225) Probabilities have changed.
226) Feasibilities have changed.
227) Publishing has changed.
228) Advantages have changed.
229) Compilation of diverse advantages has changed.
230) The World’s Order has changed.
231) Children have changed.
232) Youth have changed.
233) Older adults have changed.
234) All sorts of authorities have changed.
235) ‘Relating to’ has changed.
236) Nostalgia has changed.
237) Forecasting has changed.
238) Entrepreneurial accountability and transparency have changed.
239) Music has changed.
240) Melody and remnants of it have changed.
241) Because of changed change, time-driven echoes come from the future to be.
242) Novels have changed.
243) Poetry has changed.
244) Poems have changed.
245) SciFi has changed to irrelevant, because of distinguish mass media.
246) Designs and functions have changed.
247) Because of change, the golden ratio has become so generalized among those in stubborn quest.
248) The brain has changed.
249) Conventions have changed.
250) Social rites have changed.
251) Web-rites have changed.
252) Wildlife has changed.
253) The Procreators of Internet are always changing in nonlinearity mode.
254) Insects have changed.
255) Homo Sapiens Sapiens has changed.
256) Homo Bot Sapiens will change.
257) 48-atom bot have changed and keep on changing.
258) Analyzing the past has changed.
259) Fitness has changed.
260) The power, hierarchical pyramid has changed.
261) The structuralized and organizational (chiefly while a tangible) have changed.
262) Earth has changed.
263) The Milky Way and neighboring galaxies have changed.
264) Frequency has changed.
265) Iteration has changed.
266) Velocity has changed.
267) Speed has changed.
268) Acceleration has changed.
269) Inertia has changed.
270) Momentum has changed.
271) Fast has changed.
272) Quick has changed.
273) Prompt has changed.
274) Immediately has changed.
275) Urgent has changed.
276) Real-time has changed.
277) Perception and misperception has changed.
278) Values have changed.
279) Ethics have changed.
280) Commandments have changed.
281) Martial arts have changed.
282) Public confidence has changed.
283) Going public has changed massively.
284) Maritime has changed.
285) Avionics has changed.
286) Genomics has changed.
287) Nanotechnology has changed.
288) Biotechnology has changed.
289) Success has changed.
290) Failure has changed.
291) ‘Street smarts’ have changed.
292) Savvy-ness has changed.
293) Logic has changed.
294) Fuzzy logic has changed.
295) Points of inflections have changed. And will keep on changing boldly.
296) American lapstick has changed.
297) True British humor remains intact, regardless of change.
298) Intuition has changed.
299) Inspiration has changed.
300) Adaptation has changed.
301) Evolution has changed.
302) Revolution-based evolution has quickly changed.
303) ‘What is’ has changed.
304) ‘What might’ be has changed.
305) What one can do has changed.
306) Never has changed.
307) Limit bypassing has graciously changed.
308) ‘Never ever’ has changed.
309) Manufacturing (intangible and tangible) has changed.
310) Mind-sheltered LAB-TO-FAB has changed.
311) Einsteinian Gendaken has changed.
312) Standards have changed.
313) Protocols have changed.
314) Guidelines have changed.
315) Benchmarks have changed.
316) Expectations have changed.
317) Capital ideas that they’re now evolving have changed.
318) Education has changed. And requires profound change at the reform level from bottom to the top.
319) Interest for education has changed.
320) Rocks are awake for a change.
321) Internet has changed.
322) Management has changed.
323) Assumptions have changed.
324) Anomalies have changed.
325) Phenomena have changed.
326) Paranormal have changed.
327) ‘Luck’ has changed.
328) Theory has changed.
329) Speculation has changed.
330) Charity has changed.
331) Greed has changed.
332) ‘Open Content’ (mass collaboration a la wiki) has changed.
333) Photo has changed.
334) Virus has changed.
335) Bacteria have changed.
336) DNA has changed.
337) Evolution has changed.
338)
339) Energy sources will change forever.
340) Nonlinearity has drastically changed.
341) Books will change.
342) E-books have changed.
343) Omniscience (totality of knowledge) will change.
344) Our galaxy will change.
345) Our oceans will change.
346) Our weather will change.
347) The rule of law will change.
348) Law enforcement will change.
349) Persuasion will be changed by soft-suation.
350) Education will be changed with Edutainment (partly).
351) Essential R&D will change.
352) Places for tourism will change drastically.
353) Nations’ borders will change.
354) Nations’ interactions will change.
355) Migration and immigration flows will change.
356) United Nations will change.
357) NATO will change.
358) The power of scientific knowledge will not change.
359) Globalization will change by expanding its boundaries beyond Earth.
360) Commute will be changed by teleporting.
361) Infrastructure will change.
362) Regional governance will change.
363) Corporate governance will change.
364) TV broadcasting / TV cabling will change.
365) Cell phones will change.
366) PDAs will change.
367) Energy to automobiles will change.
368) Ethics and morality will change.
369) Institutions will change.
370) Tenure profiles will change.
371) The known world will profoundly change.
372) Personal computers will change.
373) Software will change.
374) Financial institutions will change.
375) University careers will change.
376) Medicine will change.
377) Pharmaceutical labs will change their roles.
378) Taxes will change.
379) Subsidies will change.
380) Inflation will change.
381) Purchasing power will change.
382) Socio-Cultural levels will change.
383) The way to make a living will change.
384) Meritocracy will change.
385) Adhocracy will change.
386) Scenario-formulation to envision and practice futuristic trends will change.
387) Movie, Movies, Cinema will change.
388) Fine artists will change.
389) Law and order and justice will chance.
390) The disfranchised will change.
391) The empowered will change.
392) The outsiders will change.
393) The underdogs and the overdogs will change.
394) Money will change.
395) Financial exchange will change.
396) Perceptions will change.
397)
398) Discerning the degree of grayness or not will change.
399) Intuitions will change.
400) The technological progression will change.
401) Innovation will change.
402) Innovation management will change.
403) Humankind will change.
404) Friendship will change.
405) Communities will change.
406) New intelligences will make a piercing entrance to change.
407) Musical instruments will change.
408) Branding will change.
409) A more scientific branding will change.
410) Minorities will change.
411) Winter and summer will change.
412) Corporate communications, public affairs, crisis management will change.
413) Advertising will change.
414) Merchandising will change.
415) Violence will change.
416) Peace will change.
417) Calmness will change.
418) Keeping composure will change.
419) Gravity usages will change.
420) Power emanating from atomic particles and sub-particles will change.
421) History has changed.
422) Prehistory has changed.
423) Geography and geology will change.
424) Attention has changed.
425) Paying attention has changed.
426) Preferences have changed.
427) Choices have changed.
428) Options have changed.
429) Ideals have changed.
430) Culture has changed.
431) Idiosyncrasy has changed.
432) Heroes have changed.
433) Leadership has changed.
434) Followship has changed.
435) Poverty has changed.
436) The affluent has changed.
437) Sponsors have changed.
438) Sponsorships have changed.
439) The sense of proportion has changed.
440) The sense of magnitude has changed.
441) The sense of order and priority have changed.
442) The sense of opportunity has changed.
443) The opportunity cost has changed.
444) The sense of chaos and inherent order has changed.
445) The sense of detail has changed.
446) The sense of granularity of detail has changed.
447) The sense from impossibility into viable has changed.
448) The sense of depth has changed.
449) The sense of in-depth has changed.
450) The sense of scope has changed.
451) The sense of criticality has changed.
452) The sense of creative disruption has changed.
453) There is a new age, epoch to disruption that has changed.
454) There is a new age / epoch to act as innovator’s disruption has changed.
455) The sense of urgency has changed.
456) The sense of primacy has changed.
457) Work delegated to robots has changed and will change.
458) Work assume by robots has changed and will change.
459) Leadership has changed.
460) True statesman has changed.
461) Because of changed change, new conceptions, lexicons, ideas, approaches, methodologies have changed and will maintain changing.
462) Due to change, long-held beliefs are, in many cases, obsolete.
463) Under the CHANGED CHANGE DICTATORSHIP, if something is subject to perpetual innovation forever, then the existing / operating ones are obsolete and must be transformed, from the automobile to the Homo Sapiens Sapiens into a rampant novelty.
464) Brain + Thumb + Tool + Ideas = Thinking, self-replicating, self-enhancing, self-improving ROBOTS.
465) The nature of (a) GROWTH, (b) GROWTH SUSTAINABILITY, and (c) SUSTAINABILITY WITH ACTUAL PROFITABILITY HAS CHANGED.
466) The GAME has changed.
467) Sportsmanship has changed.
468) The GROUND RULES of every game has changed and will further change to disbelief.
469) The GROUND RULES of every business and organization has changed and will further change to disbelief.
470) Because of changed change, MEDIOCRITY will cease to exist.
471) CHANGE equates with the most-determined search of perfectionism (even if one errs and learns from it).
472) Surprise has changed.
473) Technological surprise has changed.
474) Innovative surprise has changed.
475) Strategic surprise has changed.
476) Tactics have changed.
477) Strategy has changed.
478) Stratagems have changed.
479) Experiments to capture INNOVATION with directness and indirectness have changed.
480) Heuristics have changed.
481) Loose / tight heuristics have changed.
482) Technicolor has changed. And will change further.
483) Ad infinitum has changed and will keep on changing.
484) A priori has changed.
485) A posteriori has changed.
486) Destiny has changed and will keep on changing.
487) Existence has changed and will keep on changing. To peak in to toy with this forthcoming idea, we will require our DREAMING / DAYDREAMING in vivo brain to be replaced by an in silico, competing supercomputer, one that beyond computing digitally can also simulate analog computation.
488) Size has changed.
489) Shape has changed.
490) Form has changed.
491) Links have changed.
492) Supervision has changed.
493) Point of origination has changed.
494) Point of destination has changed.
495) Destiny has changed.
496) Common sense has changed.
497) Simplicity has changed.
498) Complexity has changed.
499) Management has changed and will change to great depth.
500) The vanguard has changed.
501) The old guard has changed.
SUMMARIZING / CONCLUSION
The Nature of cHaNGe chANgeD and will change beyond the boldest dream / nightmare. Change has mutated. Nothing will stop it from further transmutations beyond future imagination and recognition.
The nature of CHANGE has—alongside and for a long while now—CHANGED dramatically.
Now, “change” means something profound against the status quo to a great extent, but, in many instances, has turned the term into a functional “neology,” not yet published neither communicated and, hence, not yet thoroughly understood.
Quintessential CHANGE has changed.
Andy
A QUICK NOTE:
Professionally speaking, My Saint Patrons are:
Moses, Solomon, Socrates, Leonardo, Hannibal, Archimedes, Shakespeare, Napoleon, Goethe, Darwin, Newton, Galileo, Churchill, Jefferson, Edison, Franklyn, Russell, Ford, Howard Hughes, Ferdinand Porsche, Howard Hughes, Einstein, Feynman, Queen Elizabeth, John Paul II, Gandhi, Mandela, so forth. My mind welcomes any knowledge stemming from scientific eminence, mango consultant, august guru, The Illuminatis, and those born and/or self-made outside the Milky Way, etc.
Saint Andrew, incidentally, is the Saint Patron of
LearningMania !:
1) I write to learn.
2) I think to learn.
3) I reflect to learn.
4) I read to learn.
5) I study to learn.
6) I think over it to learn.
7) I read to learn.
8) I survey to learn.
9) I listen up to respondents to learn.
10) I census to learn.
11) I blog to learn.
12) I webcast to learn.
13) I slideshare to learn.
14) I argument to learn.
15) I dialogue to learn.
16) I draw to learn.
17) I listen to so I learn.
18) I see to learn.
19) I envision to learn.
20) I hear to learn.
21) I observe to learn.
22) I glean to learn.
23) I touch to learn.
24) I sense to learn.
25) I care to learn.
26) I opine to learn.
27) I explain to learn.
28) I smell to learn.
29) I respond to learn.
30) I react to learn.
31) I taste to learn.
32) I discern to learn.
33) I reckon to learn.
34) I compute to learn.
35) I graphic to learn.
36) I relate to learn.
37) I correlate to learn.
38) I associate to learn.
39) I dissociate to learn.
40) I interrelate to learn.
41) I walk to learn.
42) I run to learn.
43) I surf to learn.
44) I dive to learn.
45) I fly to learn.
46) I dream to learn.
47) I daydream to learn.
48) I imagine to learn.
49) I make scenarios to learn.
50) I practice futures to learn.
51) I exist to learn.
52) I help to learn.
53) I support to learn.
54) I assist to learn.
55) I cooperate to learn.
56) I collaborate to learn.
57) I rule in to learn.
58) I rule out to learn.
59) I design to learn.
60) I demolish to learn.
61) I give to learn.
62) I take in to learn.
63) I assimilate to learn.
64) I choose peace to learn.
65) I get things relaxed to learn.
66) I get things in chaos to learn.
67) I mean well to learn.
68) I raise a contemplative prayer to learn.
69) I breathe to learn.
70) I work to learn.
71) I industry to learn.
72) I ponder to learn.
73) I place under perspective to learn.
74) I breathe to learn.
75) I inhale to learn.
76) I exhale to learn.
77) I do it in reversal to learn.
78) I do it step by step to learn.
79) I do it at once to learn.
80) I study to learn.
81) I analyze to learn.
82) I wonder to learn.
83) I sleep to learn.
84) I eat to learn.
85) I disseminate to learn.
86) I divulge to learn.
87) I think in the unthinkable to learn.
88) I unveil secrets to learn.
89) I connect to learn.
90) I disconnect to learn.
91) I gather to learn.
92) I speak to learn.
93) I make presentations to learn.
94) I get consulted on to learn.
95) I have clients to learn.
96) I have associates to learn.
97) I socialize to learn.
98) I dialogue to learn.
99) I debate to learn.
100) I state to learn.
101) I address to learn.
102) I move to learn.
103) I act to learn.
104) I ride to learn.
105) I commute to learn.
106) I sail to learn.
107) I chat to learn.
108) I meet civility to learn.
109) I encountered the learned to learn.
110) I generate to learn.
111) I consume to learn.
112) I question myself to learn.
113) I judge myself to learn.
114) I assess my self to learn.
115) I do to learn.
116) I make to learn.
117) I build to learn.
118) I go upstairs to learn.
119) I am aware to learn.
120) I am conscientious to learn.
121) I live to learn.
122) I respect legacies to learn.
123) I respect values to learn.
124) I dance to learn.
125) I swim to learn.
126) I close my eyes to learn.
127) I close my mouth to learn.
128) I listen to academic music to learn.
129) I study recondite studies to learn.
130) I apply transparency to learn.
131) I apply accountability to learn.
132) I empower the self with simplicity to learn.
133) I embrace complexity to learn.
134) I decline violence to learn.
135) I respect to learn.
136) I err early to learn.
137) I play hoopla to learn.
138) I randomize to learn.
139) I pseudo-randomize to learn.
140) I institute fuzzy logic to learn.
141) I offer an apology to learn.
142) I say sorry to learn.
143) I keep composure to learn.
144) I write and draw with ambidexterity to learn.
145) I make notes to learn.
146) I take notes to learn.
147) I jot down to learn.
148) I speak the lingua franca to learn.
149) I visit terra incognita to learn.
150) I get into uncharted waters to learn.
151) I ask for advice to learn.
152) I solicit a recommendation to learn.
153) I request a suggestion to learn.
154) I seek wisdom to learn.
155) I state my gratitude to learn.
156) I don’t deplore to learn.
157) I am not perfect to learn.
158) I am a perfectionist to learn.
159) I pick to see Gestalt to learn.
160) I play combinatorially and re-combinatorially to learn.
161) I choose Gendaken to learn.
162) I experience to learn.
163) I undergo to learn.
164) I revisit all theories to learn.
165) I drill all practices to learn.
166) I see through the window to learn.
167) I love bookstores to learn.
168) I love libraries to learn.
169) I hold in high regard the Internet.
170) I like Library of Congress to learn.
171) I enjoy reverse-engineering to learn.
172) I see a horse seeing to learn.
173) I study many, diverse disciplines to learn.
174) I foresee the futuristic trends to learn.
175) I enjoy subtleties to learn.
176) I love peculiarities.
177) I admire singularities.
178) I in love with phenomena.
179) Intricacies appeal to me to learn.
180) Treacherous roads are splendid teachers to learn.
181) Ambiguous roadmaps are fine to me to learn.
182) I greet to learn.
183) I thank to learn.
184) I think of the other to learn.
185) To learn, I like the context established between my eyes and other.
186) I like to instill—in my writings—the framework to let the reader’s intellect to speak to mine, so to learn.
187) I acknowledge receipt to learn.
188) I wonder child-like to learn.
189) I give an idea to learn.
190) I listen up to the other to learn.
191) To learn, I respect who don’t respect me.
192) To learn, when there is superfluous conflict, I remain introspect and peaceful.
193) I enjoy to be integrated and integrity across-the-board diversity to learn.
194) I make a little bets to learn.
195) I calculatingly raise the ante to learn.
196) I am heavy into post-Fleming serendipity to learn.
197) I am into pseudo-serendipity to learn.
198) I blend serendipity to pseudo-serendipity to learn.
199) I document failures to learn.
200) I communicate bad news timely to learn.
201) I awake before dawn to learn.
202) I attempt to commit to discoveries to learn.
203) I fail to learn.
204) I succeed to get better prepared to learn.
205) I recycle to learn.
206) I support the environment to learn.
207) I commit to learn.
208) I honor to learn.
209) I pay tribute to learn.
210) I can lead to learn.
211) I can follow to learn.
212) I support to learn.
213) I back the success of others to learn.
214) I help the other with his/her failure to learn.
215) I admire and honor our forefathers to learn.
216) I try to reform myself to learn.
217) I pay attention to mine as well as that of others to learn.
218) I am concerned about humankind and wish to help out to learn.
219) I manage risk to facilitate non volatile contexts to ease marketplaces and learn.
220) I am studying a-to-z branding to learn.
221) I will do anything to suppress any societal divide to learn.
222) I will incorporate the disfranchised into dignity and decency to learn.
223) I will do anything to promote an egalitarian society globally to learn.
224) I will do my part to lessen so many outcries to learn.
225) I am going to improve relationships between constituencies from one civilization to another.
226) I share to learn.
227) I exchange to learn.
228) I dissect to learn.
229) I am into Singularity to learn.
230) I am into Artificial Intelligence to learn.
231) I am into Artificial Amplification to learn.
232) I love Neurosciences to learn.
233) I love physics and quantum mechanics to learn.
234) I appreciate Harvard, MIT, Caltech,
235) I am a revisionist to learn.
236) I am a science-driven to learn.
237) I like omniscience to learn.
238) I enjoy exact sciences to learn.
239) So, I have fun with the State of
240) I like Social Sciences to learn.
241) I like Fine Arts, Performing Arts, and Martial Arts to learn.
242) I enjoy philosophy and theology.
243) I love literature, chiefly that encoded in lingua franca.
244) So that I learn, I will live my life like a blending of that lived by Leonardo, Archimedes, Goethe, Churchill, Einstein, and Feynman.
245) I respect your point of view not less than I respect my own to learn.
246) I will marshal my believes beyond the boldest nightmare had by an extraterrestrial to learn.
247) I seek up that one that is in seeking mode to learn.
248) I will let go and in peace all those glued to superficiality.
249) I will make feel at home all those who are fascinated by overwhelming complexity.
250) I will bypass the final frontiers to seek up new adventures to learn.
251) I shall appreciate Napoleon’s support to reshaping the mind of the one paying heed, so that I learn.
252) I will venture to embarking on a calculated risk to capture lucre to learn.
253) I am spiritual and secular at the same time to learn.
254) Learn Shakespeare in Spanish and Cervantes in English to learn.
255) I study German language to learn.
256) Then, I will study Japanese to learn.
257) Any unconceivable was already contemplated in advance by me in a past-tense node, so that I learn.
258) I embrace gurus, geeks, nerds to learn.
259) I use symbols to place recalling layers so that my mind can retrieve anything from its hard-working repository to learn.
260) I only support TOP MANAGERS who are always immersed in thorough mind cultivation via tough-and-rough studying, hence I learn.
261) I only support TOP TEACHERS / PROFESSORS who are always immersed in thorough mind cultivation via tough-and-rough studying, hence I learn.
262) I recall not forgetting so that I learn.
263) I study (so I don’t read) to learn.
264) Some say I see more where others see less. Don’t matter, all sighting is great, hence I learn.
265) My beloved crop circles to remind the utter relevance of geometry, hence I learn.
266) A risk is a cumulous of energy whose unleashing and/or transformation is waiting to happen in no time, so I learn.
267) I aim highest to learn.
268) I think of the Universe to learn.
269) I think of the MultiVerse to learn.
270) I think of the MetaVerse to learn.
271) I think outside the growing boundaries of the current century.
272) I color outside the lines and words to learn.
273) I think that the greatest luxury that a society cannot afford to bestow is ignorance, hence I learn.
274) I wish to go from perpetual innovation into constant breakthroughs in real-time, thus I learn.
275) I want a space walk into Deep Nine, thus I lear.
276) I am a BIO+’IN SILICO’+AWAKEN persona, committed to humanity / trans-humanity and beyond, thus I learn.
277) I toughly support true democracy, thus I learn.
278) So that I learn, there is no culture enjoyment without the avant garde of leading omniscience a
279) I have a portfolio of innovation to develop so I learn.
280) Thus I learn, I possess a mind-based lab-to-fab intangible infrastructure with (a) known inputs, (b) desired/undesired outputs, (c) and the alpha and omega of the ‘Systems Approach’ box of transformation and in its throughput.
281) I do believe so that I learn.
282) I am sure many impossible-s are turnable into viable, hence I learn.
283) I am positive that limits, such as that poised by the light speed, will be overcome. In this I reflect to learn.
284) I love contrarians to learn.
285) I love activism to redefine this in-pain world.
286) I believe a great enough tribute to Peter F. Drucker has not yet come about. I wonder to learn.
287) To learn, when asked, Why don’t you speak my language? I reply I never will until I see zillion R&D+Innovation organizations in due place. Not top-notch scientific hotbeds, no future without fail. Go back to the lingua franca unconditionally NOW.
288) What times are these? Put simply, if these times were those of the
289) One neuron, one gene is infinitely more relevant to humankind sustainability than the largest oil reservoirs. Got it? Thus I learn.
290) There is more cash in demolishing oil as a source of energy than keeping the status quo. You’ll see oilers themselves disrupting the oil as an energy source. So that I learn.
291) The incognita I like the most is terra incognita, so I learn.
292) What can we learn from Mars and satellite
293) Electromagnetic gravity is the optimum source of energy to fuel automobiles, home, industry, economy, so forth. Please, no more Cambrian raw materials. Thus, I learn.
294) SETI and I wish to believe that there is life beyond the tiny village, Earth. So I learn.
295) I will give NASA all and all and all the resources and then interface with the Silicon Valley and Boeing plus Lockheed Martin plus Los Alamos National Laboratories and so on. That is, I learn.
296) Plug and play with the interface of each node of connectedness so I learn.
297) Play with the plug. Make it hot swappable. Then, I learn.
298) Those with great resources, who are very becoming when they throw around their rampant ignorance to all, go away. Then, I learn.
299) You cannot teleport if you use simplicity. Teleporting is making progresses so that I learn.
300) I interviewed a Mayan Shaman about humans and the world. Hence, I learn.
301) I embrace Japanese unconventional wisdom. I love Dakota, Coyote, and Sioux W-I-S-D-O-M-S, which in many cases supersedes that of “leading” Romanic Europeans. Hence, I learn.
302) I will bring to public light secrets of some low-key companies. So will I do with their discrete knowledge. Thus, I learn.
303) My best domestic pets are the cute octopus and the nice cuttlefish. Thus, I learn (subtleties).
304) As the “Melon Park Wizard,” each one can bring L-I-G-H-T and I-L-L-U-M-I-N-A-T-I-O-N to this world of evil, darkness, and opaqueness.
305) Since (a) code is code, and (b) everything is related to everything else, I create and decipher my own. Thus, I learn.
306) In order to learn, I focus rigorously on two items in a 10-item list. I document and make an unambiguous conclusion. Subsequently, I focus rigorously on three items out of said 10-item list in later time. I document and make an unambiguous conclusion. Subsequently, I keep on marshalling until list completion. Then, I holistically study the interrelationships of each part as an integrated TOTALITY. If there were four efforts, cohesive integration will tell me a great deal. I just practiced Heuristics four times.
307) With legitimacy, I tease to learn.
308) I, sometimes, fail to tease to learn.
309) With stubbornness I marshal into finding and capturing mentors and tutors, so I can learn from their guidance and wisdom.
310) To learn, I strongly demand to be hired by the most complex and demanding customers, endowed with fuzzy thinking.
311) Thus I learn, I like to form alliances with incumbents who are not uncomfortable in losing their own sense of ridicule.
312) So that there is something to learn, I live out of eventually (whose ‘core’ was previously and duly foreseen).
313) Risk is, forever, many forms of energy— pent-up or dynamically flowing in increasing transmutation— always ready to elicit in codes manifesting it is near our whereabouts. I PAY, THEN, THE FIRMEST HEED TO THIS IN FORESIGHT THUS I LEARN BEFORE ENERGY UNLEASHES OR GOES ON TO ITS
314) My willingness to cooperate allows me to learn.
315) Because digitalism is much more into our lives than the realm of analog, leadership in Century 21 will differ. This I pay strongest attention to so I learn.
316) Because the load of novel knowledge overwhelms the incumbents, Century-21 leaders have little commonality with their forefathers. This I daily remember so I learn.
317) Because of the DENSITY OF PROCESSES, TRANSACTIONS, AND KNOWLEDGE, Century-21 leaders have little commonality with their forefathers. This I daily remember so I learn.
318) One cannot speak of simplicity if he/she does not FIRST grasp the complexity mayhem GRACIOUSLY. This I recall to learn.
319) Some decision-making is done via supercomputers. The in-charge person makes decisions using partly supercomputer “suggestions.” What is the name of the naive who still believed, ONCE CHANGED CHANGES RULES AS A DICTATORSHIP, who professes love to Century-21 simplicity ( ? ) without paying (before) the ‘tax’ of thorough knowing complexity? Continued stupidity from those days makes me learn a great deal.
320) If I can assist, when I am asked, a colleague because of a challenge of his, I enjoy to being useful, thus I learn.
321) You learn because I exist. I learn because you and (hopefully from) others(*) exist. Let’s exist together so everyone can learn optimally. (*) Those whose life is seek out by SETI (Search of ExtraTerrestrial Intelligence,
322) Many dislike Tony Blair because of his conception of life while a
323) When a private-sector ecosystem emerges, I learn.
324) I learn to err on the side of daring than the side of caution.
325) I love definitions thus I learn. I instill them into my empirical experiments (applications in the battlefield of scientific management. There is nothing here belonging to the quasi-girly realm of CHATTY TALKERS of the same crawling B. A. acronym. Incidentally, one of the definitions of sanity (e.g.) is the ability to tell real from unreal. Soon we’ll need a new definition.
326) I learn when technology feeds on itself. Technology makes more technology possible.
327) I learn so much when the great growling engine begets technology via arrogant technology.
328) I learn a bunch when I bet against the actual existence of luck. What a mediocre thing to say! Are you studying and practicing for the Lee Strassberg’s Actor’s Studio? Indeed!
329) On paranormality I learn too. What a silly thing to do when empowered with the omniscience perspective. Everything is normal. Run away from superficiality, stupid (so to say). Please excuse me.
330) On anomaly I learn too. If one does not mean some sort of quantitative and/or statistical deviation ONLY, I must tell you that all the anomalous is all the normal(ous), toying with words a nano-bit.
331) Supernatural and synonymous preternatural are just natural. Isn’t lovely to learn?
332) Nothing is singled-factorial. Thus I learn.
333) Everything—plus each and everything of the stemming, inherent “everything” — is always a cross-pollinated, open-ended flow of hyper-multifactorial-ty. Gotten it? Hence, I learn.
334) The repositories of fact-checked scientific truths, to date (2008), are immense. Nonetheless, when one comes to thinking over it deep, tough, rough, enhanced, and refine, these repositories—to me—are somewhat short. I concluded this statement (“as is”) so I learn.
335) I am positive that something huge will happen to (a) classic physics (large scales), and (b) quantum mechanics (discrete scales). Love thinking about the emergence of the integrated strata. But love it further because of my learning staggering-ly. Go ask honorable Dr. Lisa Randall, Harvard’s Physics Dean.
336) Why learn? Where does Andy learn from? REPLY: For instance, from Paul Valéry, “…All the notions we thought solid, all the values of civilized life, all that made for stability in international relations, all that made for regularity in the economy . . . in a word, all that tended happily to limit the uncertainty of the morrow, all that gave nations and individuals some confidence in the morrow .. . all this seems badly compromised I have consulted all the augurs I could find, of every species, and I have heard only vague words, contradictory prophecies, curiously feeble assurances. Never has humanity combined so much [knowledge-based] power with so much disorder, so much anxiety with so many playthings, so much knowledge with so much uncertainty [making a beachhead into terra incognita]…Unpredictability in every field is the result of the conquest of the whole of the present world by scientific power. This invasion [visiting from a hyper-premature FUTURE] by active knowledge tends to transform [crucial, subtle and powerful, UNSTOPPABLE DRIVING FORCES] man's environment and man himself—to what extent, WITH WHAT RISKS, what deviations (PAST is not the SCRIPT of the FUTURE anymore] from the basic conditions of existence and of the preservation (this indicates the augmented requirements of hyper-adaptation if one wishes to breathe] of life we simply do not know [advent of transhumans the soonest]….Life has become, in short, the object of an experiment of which we can say only one thing—that it tends to estrange us more and more from what we were, or what we think we are, and that it is leading us ... we do not know, and can by no means imagine, where….” (—Paul Valéry, "Historical Fact,” 1932).
337) I am immorally in love with KNOWLEDGE. This clandestine, perpetual status is a beauty of good purposes. WHY? Because of the launchers of corruption, and mediocrity will meet the lord of LIGTH WITH WELL-MEANT PURPOSES TOWARDS SOCIETY. What for? So that I learn. What is to be learned erudite and pundit ones? The dimensions and dynamics of knowledge perennial formation. Put stupidly, say:
338) There is a long-used phrase repeated and sung that is so wrong, “it’s the economy, stupid.” Campaign advisors to the presidential pre-candidates throw their weight around, pontificating that wrong phrase. The golden hummingbirds sing, “it’s the SCIENCE, stupid.” Fools + Monsieur / Madame of Laziness are pervasive drivers to motivate the most robust learning of all. Their laggard neurons will comprehend a lesson of physics NOW, ‘Piercing Power
339) It is an act of outrage not to create scientific knowledge frequently. To not do it, it’s to massacre society. Everyone is responsible to his / her own knowledge formation. As I embarked on a 10-century crusade to capture knowledge, including breakthrough one, I am always learning beyond the unthinkable and viable.
340) I am routed to unveil knowledge, unleashing all of disruptive kinetic energy to recreate cathedrals (so to speak) as it has never been seen / done. Because, as I value my life, I wish to learn.
341) I ascertain daily to instill more and better and deeper and more sophisticated and more enhance and more refined and more streamlined Century-21 knowledge into my repositories. The described process will get, by the second, staggeringly amplified. Therefore, I learn.
342) I like the metropolis of
SUMMARIZING / CONCLUSION
The Nature of cHaNGeD chANges that will keep on changing omnimode-ly beyond the boldest dream / nightmare.
Change has mutated. Nothing will stop it from further transmutations beyond future imagination and recognition.
The nature of CHANGE has—alongside and for a long while now—CHANGED dramatically.
Now, “change” means something profound against the status quo to a great extent, but, in many instances and every second more and more increasingly so (by the hyper-geometric standards), has turned the term into a functional “neology,” not yet published neither communicated and, hence, not yet thoroughly understood.
Quintessential CHANGE has changed intertwined-ly, both forcefully and subtle-ly.
Subsequently,
I LEARN TO DE-LEARN, RE-LEARN TO ADJUST TO LEARNING FURTHER (ONCE, TWICE, THRICE, ETC.). I RE-ADAPT MY RAMPANT PROPENSITY TO RE-ADAPTATION WITHOUT CONSTRAINTS. IN THE PROCESS I LEARN MORE ABOUT ADAPTATION AND, HENCE, ON LEARNING ITSELF. I HAVE LEARNED TO REPEAT AND ENHANCE AND IMPROVE AND REFINE AND STREAMLINE THIS CYCLE THAT IS BOTH STATIONAL AND CYCLICAL ENDLESSLY. I WORK TO LEARN. I LEARN TO ENJOY LIFE. I ENJOY LIFE TO LEARN. TO LEARN IS A SPLENDID AND MEANINGFUL LIFE. TO ME, LEARN BEGINS WITH DE-LEARN, RE-LEARN, FORCEFUL LEARNING, AND REPEATING THIS CYCLE AD INFINITUM AS I MAKE—IN PARALLEL AND IN REAL TIME—AN ARMORED REPOSITORY OF THE LESSONS LEARNED. HUMBLE OR NOT (WHO CARES? THERE IS NO TIME TO WASTE WITH EGO-TRIPPERS OR NON EGO-TRIPPERS), I WILL NEVER DESIST OF MAKING—BASED ON MY EMPIRICAL EXPERIENCES—A BODY OF NEW, SOPHISTICATED KNOWLEDGE INDEED TO BE OR NOT TO BE TRANSFERRED TO SOME USEFUL END TO HUMANKIND AT LARGE. LIFE HAS BEEN INTRODUCED TO US—ESPECIALLY SINCE SEPTEMBER 11, 20001— WITH ZERO HUMILITY. TO LEARN, I WILL OVERCOME EVERYTHING WITHOUT A FAIL! WOULD LIKE TO JOIN ME?
WHAT A LEADER IS…BY ANDRES AGOSTINI
A leader is an expert on knowledge arbitrage, moving discerned intuitions between the acutely learned of trends and new developments and that one is unaware of what is happening or is about to happen, between who knows and doesn’t know, between the vanguard and the old guard. Among many other characteristics, leadership includes a great diversity to build greater strategic value.
Management is about solving problems. Leadership, on its part, is inherent to management and is, above all, a function of responding questions. And the first question poised to a leader is, Who do we mean to be? No, it is not about, What are we going to do? It is always of who we wish to be.
By
Andres Agostini (Andy)
www.LearnMania.blogspot.com
www.AndresAgostini.blogspot.com
www.AndyBelieves.blogspot.com
www.AgoZone.blogspot.com
www.AgostiniNews.com
© Copyright 2008 Andres Agostini
ANDRES AGOSTINI BIO
Published on November 03, 2007
For more information on Andres Agostini, please log onto:
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© Copyright 2007 Andres Agostini. All Rights Reserved.
….continued…
ANDRES AGOSTINI, Andres E. Agostini, is Executive Associate for Global Markets at Omega Systems Group Incorporated (
He is also Charter Member of the Advisory Board of ACC Group Worldwide (
He has 29 years of applied, professional experience regarding the corporate world (business, management +) and beyond. He has two majors on insurance from the Broward Community College (US).
Previously, he took some courses on “Mechanical Engineering Technology” at
Over fourteen years—that included operations in Europe, North and South America—he was highly committed to PDVSA (CITGO’s parent company) in many consulting and managing initiatives / responsibilities, involving corporate security, systems safety (industrial), advanced enterprise risk management and other related lines of practices of his expertise, especially related with risk control and corporate strategy.
Relevant developments include a major employee benefits plans, such as a the healthcare plans of the corporation for some 210,000 beneficiaries.
Mr. Agostini is multicultural and a corporate, cross-functional strategy consultant / analyst / researcher / thinker / trainer, and manager with a multidimensional vista of the realm of RISK / STRATEGY and its concurrent administration based on Systems Approach.
Given the fact that change has changed—so its properties—efficacious risk manager must envision future problems now (well in advance). So he must always be prepared to keep this in mind to respond appropriately and timely. Because of the latter, Mr. Agostini has embarked on a crusade to analyzing and applying Professional Scenarios (“practicing plausible scenarios” ad infinitum) so that his Preparedness and Readiness Strategies are even more robust.
As intelligence amplification instituted towards this effort, he has over seventeen years rigorously committed to Professional Futurology (never Futurism).
As per the request of Windham/General Motors Acceptance Corporation (GMAC), he has addressed major business advisory services to high-ranking executives from GE (General Electrics) and Abbot Laboratories in the
In a persistent, recursive search for cutting-edge, applied knowledge—consistent with this new epoch of swirling change (chaos), researching (ongoing-ly and progressively), these topics has been a major, prevalent endeavor of his everyday activities of study and empirical experimentation.
He has also been engaged in independent consultancy/management services pertaining to (i) business innovation, (ii) management transformation, (iii) performance enhancement, (iv) organizational strategies, (v) systems thinking, (vi) outsourcing, (vii) transformational risk management, (viii) change stewardship (impact management), (ix) crisis and emergency administration, (x) scenario planning, (xi) organizational effectiveness, (xii) healthcare systems (delivery), and (xiii) intercultural counseling for world-class executives.
In addition to those aforementioned, Mr. Agostini has had institutional/corporate clients such as the World Bank,
Some of Mr. Agostini’s business allies involve MINET/St. Paul Final Group of Companies (
Other clients include, Petroleos de Venezuela (PDVSA, CITGO’s parent company), and its subsidiary companies.
It can too be cited LAGOVEN (formerly EXXON in Venezuela), MARAVEN (formerly SHELL in Venezuela), CORPOVEN (a fully integrated petroleum company, stemming from the merger of several American and British oil producers), INTEVEP (PDVSA's R&D), BARIVEN (PDVSA's trader, based in Caracas and Houston, U.S.), CARBOZULIA (PDVSA's coal company), PALMAVEN (PDVSA's agribusiness company), INTERVEN (PDVSA's division for the internationalization expansion of the group of companies), and PEQUIVEN (PDVSA's petrochemical operation).
His relationship with PDVSA (CITGO's parent company), not only in Venezuela, also extends to London (formerly PDV Europe), the trader unit of PDVSA in Houston, and some U.S.-wide executive and operational units/divisions that were all merged into CITGO. Andres Agostini has worked with clients from nearly all fields among major industries.
His professional experience has been mainly gained within the
He has devoted himself to the advancement in new practices of management per se and holistic, especially concerning “transformative risk management” (TRM). He has published many of his works on the World Wide Web.
He is dedicated to developing and constantly enhancing many "knowledge / skill /dexterities / competencies transfers" events as per his lines of practice and specialized experience.
To Mr. Agostini, a "solution" is in no way a "quick fix," but a "fundamental, continuing, evolutionary, optimum solution." By means of using breakthrough ideas and parathinking processes, he envisions challenging solutions with the “evolution under revolution of ‘perpetual innovation’ mode” mindset.
A more fundamental solution is even a more holistic one, especially when it is practiced / rendered / sustained systematically and systematically. Some people mistakenly associate "solutions" (optimum and on-going) to "quick fixes" (sub-optimum and always discontinued and, in many times, out of the mainstream flow).
His global sophistication has allowed him to walk across several complex frameworks (clients, industries, allies, disciplines, practices, methods, approaches, techniques, conceptions, teams, cultures, dynamics, worldviews, values) to get the client a set of unique, effective solutions adequate to his/her highest expectations.
Beyond methodologies such as Total Quality Assurance (Deeming, Juran), Kaisen (Toyota), Six Sigma (Motorola), and other Multidimensional, [omni-mode] Cross-Functional methodologies compiled into one multi-procedure tool, Mr. Agostini believes that corporate strategies must be reinforced at all times with applied, evolutionary "Systems Thinking," and other novelties from the utmost determined “organizational learning” and “learning self” stance as well as the implantation of new practices to maximize the development of human intelligence.
Especially when one considers that human intelligence is in thereat poised by (a) Robotics, and (b) A.I. (Artificial Intelligence).
In 1991 Mr. Agostini was appointed as Chairman of The Presidential Council on Healthcare by the then President of Venezuela.
This endeavor had as main objective to organize and streamline ―with universal best management practices―the business processes of public healthcare centers at the national, regional, and local level.
In 1990 Mr. Agostini rendered consultancy services to a Senator of the U.S. Congress.
He was indoctrinated by (a) OMEGA SYSTEMS GROUP INCORPORATED (Arlington, Virginia, U.S.), (b) ERNST & YOUNG Consulting via Dr. Carol J. Bilsborough, (c) SEDGWICK Group (London, U.K.), (d) MINET Risk Services (London, U.K.), (e) MARSH & MCLENNAN (New York City, U.S.), (f) HOGG Insurance Brokers Ltd. (London, U.K.), (g) JENNER FENTON SLADE Insurance Brokers (London, U.K.), (h) JARDINE Insurance Brokers (London, U.K.), (i) AON Reinsurance Brokers Group (London, U.K.), (j) JOHNSON & HIGGINS Brokers (Caracas, Venezuela). At LLOYD’S OF LONDON (London, U.K.), was given a (k) Lloyd’s internship with based insurance brokerage/advisory firms, having access to some special underwriting “syndicates,” mostly those of Special Risks, (l) U.K. PANDI CLUB, mutual organization—in the mode of providing professional “reciprocal exchange” (PANDI, TOVALOP, CRISTAL, etc.)—to supply financial coverage for petroleum-plus tankers.
In 1987 was invited to participate in a Swiss Re Seminar on How To Manage Insurance and Reinsurance Markets. The 5-day long event had Mr. Agostini’s team wining over seven other groups that were competing against his. HP instituted the computational model with a sense of marked realism.
Nota Bene: In Mr. Agostini’s case, his does not address the RISK factor through the insurance / coinsurance / reinsurance standpoint. He manages Upside Risk and Downside Risk with an extremely thorough multi-methodology, one chapter including the Systems Approach. His own designed method is termed "Transformative Risk Management."
Mentors:
Dr.
Dr. Carol Bilsborough, Ph.D.
Stephen J. Lockwood
Published on November 03, 2007
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© 2007 Andres Agostini. All Rights Reserved.
Vernor Vinge
Department of Mathematical
(c) 1993 by Vernor Vinge
(This article may be reproduced for noncommercial purposes if it is copied in its entirety, including this notice.)
The original version of this article was presented at the VISION-21 Symposium sponsored by
Abstract
Within thirty years, we will have the technological means to create superhuman intelligence. Shortly after, the human era will be ended.
Is such progress avoidable? If not to be avoided, can events be guided so that we may survive? These questions are investigated. Some possible answers (and some further dangers) are presented.
What is The Singularity?
The acceleration of technological progress has been the central feature of this century. I argue in this paper that we are on the edge of change comparable to the rise of human life on Earth. The precise cause of this change is the imminent creation by technology of entities with greater than human intelligence. There are several means by which science may achieve this breakthrough (and this is another reason for having confidence that the event will occur):
- There may be developed computers that are "awake" and superhumanly intelligent. (To date, there has been much controversy as to whether we can create human equivalence in a machine. But if the answer is "yes, we can", then there is little doubt that beings more intelligent can be constructed shortly thereafter.)
- Large computer networks (and their associated users) may "wake up" as a superhumanly intelligent entity.
- Computer/human interfaces may become so intimate that users may reasonably be considered superhumanly intelligent.
- Biological science may provide means to improve natural human intellect.
The first three possibilities depend in large part on improvements in computer hardware. Progress in computer hardware has followed an amazingly steady curve in the last few decades [17]. Based largely on this trend, I believe that the creation of greater than human intelligence will occur during the next thirty years. (Charles Platt [20] has pointed out that AI enthusiasts have been making claims like this for the last thirty years. Just so I'm not guilty of a relative-time ambiguity, let me more specific: I'll be surprised if this event occurs before 2005 or after 2030.)
What are the consequences of this event? When greater-than-human intelligence drives progress, that progress will be much more rapid. In fact, there seems no reason why progress itself would not involve the creation of still more intelligent entities -- on a still-shorter time scale. The best analogy that I see is with the evolutionary past: Animals can adapt to problems and make inventions, but often no faster than natural selection can do its work -- the world acts as its own simulator in the case of natural selection. We humans have the ability to internalize the world and conduct "what if's" in our heads; we can solve many problems thousands of times faster than natural selection. Now, by creating the means to execute those simulations at much higher speeds, we are entering a regime as radically different from our human past as we humans are from the lower animals.
From the human point of view this change will be a throwing away of all the previous rules, perhaps in the blink of an eye, an exponential runaway beyond any hope of control. Developments that before were thought might only happen in "a million years" (if ever) will likely happen in the next century. (In [5], Greg Bear paints a picture of the major changes happening in a matter of hours.)
I think it's fair to call this event a singularity ("the Singularity" for the purposes of this paper). It is a point where our old models must be discarded and a new reality rules. As we move closer to this point, it will loom vaster and vaster over human affairs till the notion becomes a commonplace. Yet when it finally happens it may still be a great surprise and a greater unknown. In the 1950s there were very few who saw it: Stan Ulam [28] paraphrased John von Neumann as saying:
One conversation centered on the ever accelerating progress of technology and changes in the mode of human life, which gives the appearance of approaching some essential singularity in the history of the race beyond which human affairs, as we know them, could not continue.
Von Neumann even uses the term singularity, though it appears he is thinking of normal progress, not the creation of superhuman intellect. (For me, the superhumanity is the essence of the Singularity. Without that we would get a glut of technical riches, never properly absorbed (see [25]).)
In the 1960s there was recognition of some of the implications of superhuman intelligence. I. J. Good wrote [11]:
Let an ultraintelligent machine be defined as a machine that can far surpass all the intellectual activities of any any man however clever. Since the design of machines is one of these intellectual activities, an ultraintelligent machine could design even better machines; there would then unquestionably be an "intelligence explosion," and the intelligence of man would be left far behind. Thus the first ultraintelligent machine is the _last_ invention that man need ever make, provided that the machine is docile enough to tell us how to keep it under control. ... It is more probable than not that, within the twentieth century, an ultraintelligent machine will be built and that it will be the last invention that man need make.
Good has captured the essence of the runaway, but does not pursue its most disturbing consequences. Any intelligent machine of the sort he describes would not be humankind's "tool" -- any more than humans are the tools of rabbits or robins or chimpanzees.
Through the '60s and '70s and '80s, recognition of the cataclysm spread [29] [1] [31] [5]. Perhaps it was the science-fiction writers who felt the first concrete impact. After all, the "hard" science-fiction writers are the ones who try to write specific stories about all that technology may do for us. More and more, these writers felt an opaque wall across the future. Once, they could put such fantasies millions of years in the future [24]. Now they saw that their most diligent extrapolations resulted in the unknowable ... soon. Once, galactic empires might have seemed a Post-Human domain. Now, sadly, even interplanetary ones are.
What about the '90s and the '00s and the '10s, as we slide toward the edge? How will the approach of the Singularity spread across the human world view? For a while yet, the general critics of machine sapience will have good press. After all, till we have hardware as powerful as a human brain it is probably foolish to think we'll be able to create human equivalent (or greater) intelligence. (There is the far-fetched possibility that we could make a human equivalent out of less powerful hardware, if we were willing to give up speed, if we were willing to settle for an artificial being who was literally slow [30]. But it's much more likely that devising the software will be a tricky process, involving lots of false starts and experimentation. If so, then the arrival of self-aware machines will not happen till after the development of hardware that is substantially more powerful than humans' natural equipment.)
But as time passes, we should see more symptoms. The dilemma felt by science fiction writers will be perceived in other creative endeavors. (I have heard thoughtful comic book writers worry about how to have spectacular effects when everything visible can be produced by the technologically commonplace.) We will see automation replacing higher and higher level jobs. We have tools right now (symbolic math programs, cad/cam) that release us from most low-level drudgery. Or put another way: The work that is truly productive is the domain of a steadily smaller and more elite fraction of humanity. In the coming of the Singularity, we are seeing the predictions of _true_ technological unemployment finally come true.
Another symptom of progress toward the Singularity: ideas themselves should spread ever faster, and even the most radical will quickly become commonplace. When I began writing science fiction in the middle '60s, it seemed very easy to find ideas that took decades to percolate into the cultural consciousness; now the lead time seems more like eighteen months. (Of course, this could just be me losing my imagination as I get old, but I see the effect in others too.) Like the shock in a compressible flow, the Singularity moves closer as we accelerate through the critical speed.
And what of the arrival of the Singularity itself? What can be said of its actual appearance? Since it involves an intellectual runaway, it will probably occur faster than any technical revolution seen so far. The precipitating event will likely be unexpected -- perhaps even to the researchers involved. ("But all our previous models were catatonic! We were just tweaking some parameters....") If networking is widespread enough (into ubiquitous embedded systems), it may seem as if our artifacts as a whole had suddenly wakened.
And what happens a month or two (or a day or two) after that? I have only analogies to point to: The rise of humankind. We will be in the Post-Human era. And for all my rampant technological optimism, sometimes I think I'd be more comfortable if I were regarding these transcendental events from one thousand years remove ... instead of twenty.
Can the Singularity be Avoided?
Well, maybe it won't happen at all: Sometimes I try to imagine the symptoms that we should expect to see if the Singularity is not to develop. There are the widely respected arguments of Penrose [19] and Searle [22] against the practicality of machine sapience. In August of 1992, Thinking Machines Corporation held a workshop to investigate the question "How We Will Build a Machine that Thinks" [27]. As you might guess from the workshop's title, the participants were not especially supportive of the arguments against machine intelligence. In fact, there was general agreement that minds can exist on nonbiological substrates and that algorithms are of central importance to the existence of minds. However, there was much debate about the raw hardware power that is present in organic brains. A minority felt that the largest 1992 computers were within three orders of magnitude of the power of the human brain. The majority of the participants agreed with Moravec's estimate [17] that we are ten to forty years away from hardware parity. And yet there was another minority who pointed to [7] [21], and conjectured that the computational competence of single neurons may be far higher than generally believed. If so, our present computer hardware might be as much as _ten_ orders of magnitude short of the equipment we carry around in our heads. If this is true (or for that matter, if the Penrose or Searle critique is valid), we might never see a Singularity. Instead, in the early '00s we would find our hardware performance curves beginning to level off -- this because of our inability to automate the design work needed to support further hardware improvements. We'd end up with some _very_ powerful hardware, but without the ability to push it further. Commercial digital signal processing might be awesome, giving an analog appearance even to digital operations, but nothing would ever "wake up" and there would never be the intellectual runaway which is the essence of the Singularity. It would likely be seen as a golden age ... and it would also be an end of progress. This is very like the future predicted by Gunther Stent. In fact, on page 137 of [25], Stent explicitly cites the development of transhuman intelligence as a sufficient condition to break his projections.
But if the technological Singularity can happen, it will. Even if all the governments of the world were to understand the "threat" and be in deadly fear of it, progress toward the goal would continue. In fiction, there have been stories of laws passed forbidding the construction of "a machine in the likeness of the human mind" [13]. In fact, the competitive advantage -- economic, military, even artistic -- of every advance in automation is so compelling that passing laws, or having customs, that forbid such things merely assures that someone else will get them first.
Eric Drexler [8] has provided spectacular insights about how far technical improvement may go. He agrees that superhuman intelligences will be available in the near future -- and that such entities pose a threat to the human status quo. But Drexler argues that we can confine such transhuman devices so that their results can be examined and used safely. This is I. J. Good's ultraintelligent machine, with a dose of caution. I argue that confinement is intrinsically impractical. For the case of physical confinement: Imagine yourself locked in your home with only limited data access to the outside, to your masters. If those masters thought at a rate -- say -- one million times slower than you, there is little doubt that over a period of years (your time) you could come up with "helpful advice" that would incidentally set you free. (I call this "fast thinking" form of superintelligence "weak superhumanity". Such a "weakly superhuman" entity would probably burn out in a few weeks of outside time. "Strong superhumanity" would be more than cranking up the clock speed on a human-equivalent mind. It's hard to say precisely what "strong superhumanity" would be like, but the difference appears to be profound. Imagine running a dog mind at very high speed. Would a thousand years of doggy living add up to any human insight? (Now if the dog mind were cleverly rewired and _then_ run at high speed, we might see something different....) Many speculations about superintelligence seem to be based on the weakly superhuman model. I believe that our best guesses about the post-Singularity world can be obtained by thinking on the nature of strong superhumanity. I will return to this point later in the paper.)
Another approach to confinement is to build _rules_ into the mind of the created superhuman entity (for example, Asimov's Laws [3]). I think that any rules strict enough to be effective would also produce a device whose ability was clearly inferior to the unfettered versions (and so human competition would favor the development of the those more dangerous models). Still, the Asimov dream is a wonderful one: Imagine a willing slave, who has 1000 times your capabilities in every way. Imagine a creature who could satisfy your every safe wish (whatever that means) and still have 99.9% of its time free for other activities. There would be a new universe we never really understood, but filled with benevolent gods (though one of _my_ wishes might be to become one of them).
If the Singularity can not be prevented or confined, just how bad could the Post-Human era be? Well ... pretty bad. The physical extinction of the human race is one possibility. (Or as Eric Drexler put it of nanotechnology: Given all that such technology can do, perhaps governments would simply decide that they no longer need citizens!). Yet physical extinction may not be the scariest possibility. Again, analogies: Think of the different ways we relate to animals. Some of the crude physical abuses are implausible, yet.... In a Post-Human world there would still be plenty of niches where human equivalent automation would be desirable: embedded systems in autonomous devices, self-aware daemons in the lower functioning of larger sentients. (A strongly superhuman intelligence would likely be a Society of Mind [16] with some very competent components.) Some of these human equivalents might be used for nothing more than digital signal processing. They would be more like whales than humans. Others might be very human-like, yet with a one-sidedness, a _dedication_ that would put them in a mental hospital in our era. Though none of these creatures might be flesh-and-blood humans, they might be the closest things in the new enviroment to what we call human now. (I. J. Good had something to say about this, though at this late date the advice may be moot: Good [12] proposed a "Meta-Golden Rule", which might be paraphrased as "Treat your inferiors as you would be treated by your superiors." It's a wonderful, paradoxical idea (and most of my friends don't believe it) since the game-theoretic payoff is so hard to articulate. Yet if we were able to follow it, in some sense that might say something about the plausibility of such kindness in this universe.)
I have argued above that we cannot prevent the Singularity, that its coming is an inevitable consequence of the humans' natural competitiveness and the possibilities inherent in technology. And yet ... we are the initiators. Even the largest avalanche is triggered by small things. We have the freedom to establish initial conditions, make things happen in ways that are less inimical than others. Of course (as with starting avalanches), it may not be clear what the right guiding nudge really is:
Other Paths to the Singularity: Intelligence Amplification_
When people speak of creating superhumanly intelligent beings, they are usually imagining an AI project. But as I noted at the beginning of this paper, there are other paths to superhumanity. Computer networks and human-computer interfaces seem more mundane than AI, and yet they could lead to the Singularity. I call this contrasting approach Intelligence Amplification (IA). IA is something that is proceeding very naturally, in most cases not even recognized by its developers for what it is. But every time our ability to access information and to communicate it to others is improved, in some sense we have achieved an increase over natural intelligence. Even now, the team of a PhD human and good computer workstation (even an off-net workstation!) could probably max any written intelligence test in existence.
And it's very likely that IA is a much easier road to the achievement of superhumanity than pure AI. In humans, the hardest development problems have already been solved. Building up from within ourselves ought to be easier than figuring out first what we really are and then building machines that are all of that. And there is at least conjectural precedent for this approach. Cairns-Smith [6] has speculated that biological life may have begun as an adjunct to still more primitive life based on crystalline growth. Lynn Margulis (in [15] and elsewhere) has made strong arguments that mutualism is a great driving force in evolution.
Note that I am not proposing that AI research be ignored or less funded. What goes on with AI will often have applications in IA, and vice versa. I am suggesting that we recognize that in network and interface research there is something as profound (and potential wild) as Artificial Intelligence. With that insight, we may see projects that are not as directly applicable as conventional interface and network design work, but which serve to advance us toward the Singularity along the IA path.
Here are some possible projects that take on special significance, given the IA point of view:
- Human/computer team automation: Take problems that are normally considered for purely machine solution (like hill-climbing problems), and design programs and interfaces that take a advantage of humans' intuition and available computer hardware. Considering all the bizarreness of higher dimensional hill-climbing problems (and the neat algorithms that have been devised for their solution), there could be some very interesting displays and control tools provided to the human team member.
- Develop human/computer symbiosis in art: Combine the graphic generation capability of modern machines and the esthetic sensibility of humans. Of course, there has been an enormous amount of research in designing computer aids for artists, as labor saving tools. I'm suggesting that we explicitly aim for a greater merging of competence, that we explicitly recognize the cooperative approach that is possible. Karl Sims [23] has done wonderful work in this direction.
- Allow human/computer teams at chess tournaments. We already have programs that can play better than almost all humans. But how much work has been done on how this power could be used by a human, to get something even better? If such teams were allowed in at least some chess tournaments, it could have the positive effect on IA research that allowing computers in tournaments had for the corresponding niche in AI.
- Develop interfaces that allow computer and network access without requiring the human to be tied to one spot, sitting in front of a computer. (This is an aspect of IA that fits so well with known economic advantages that lots of effort is already being spent on it.)
- Develop more symmetrical decision support systems. A popular research/product area in recent years has been decision support systems. This is a form of IA, but may be too focussed on systems that are oracular. As much as the program giving the user information, there must be the idea of the user giving the program guidance.
- Use local area nets to make human teams that really work (ie, are more effective than their component members). This is generally the area of "groupware", already a very popular commercial pursuit. The change in viewpoint here would be to regard the group activity as a combination organism. In one sense, this suggestion might be regarded as the goal of inventing a "Rules of Order" for such combination operations. For instance, group focus might be more easily maintained than in classical meetings. Expertise of individual human members could be isolated from ego issues such that the contribution of different members is focussed on the team project. And of course shared data bases could be used much more conveniently than in conventional committee operations. (Note that this suggestion is aimed at team operations rather than political meetings. In a political setting, the automation described above would simply enforce the power of the persons making the rules!)
- Exploit the worldwide Internet as a combination human/machine tool. Of all the items on the list, progress in this is proceeding the fastest and may run us into the Singularity before anything else. The power and influence of even the present-day Internet is vastly underestimated. For instance, I think our contemporary computer systems would break under the weight of their own complexity if it weren't for the edge that the USENET "group mind" gives the system administration and support people! The very anarchy of the worldwide net development is evidence of its potential. As connectivity and bandwidth and archive size and computer speed all increase, we are seeing something like Lynn Margulis' [15] vision of the biosphere as data processor recapitulated, but at a million times greater speed and with millions of humanly intelligent agents (ourselves).
The above examples illustrate research that can be done within the context of contemporary computer science departments. There are other paradigms. For example, much of the work in Artificial Intelligence and neural nets would benefit from a closer connection with biological life. Instead of simply trying to model and understand biological life with computers, research could be directed toward the creation of composite systems that rely on biological life for guidance or for the providing features we don't understand well enough yet to implement in hardware. A long-time dream of science-fiction has been direct brain to computer interfaces [2] [29]. In fact, there is concrete work that can be done (and is being done) in this area:
- Limb prosthetics is a topic of direct commercial applicability. Nerve to silicon transducers can be made [14]. This is an exciting, near-term step toward direct communication.
- Direct links into brains seem feasible, if the bit rate is low: given human learning flexibility, the actual brain neuron targets might not have to be precisely selected. Even 100 bits per second would be of great use to stroke victims who would otherwise be confined to menu-driven interfaces.
- Plugging in to the optic trunk has the potential for bandwidths of 1 Mbit/second or so. But for this, we need to know the fine-scale architecture of vision, and we need to place an enormous web of electrodes with exquisite precision. If we want our high bandwidth connection to be _in addition_ to what paths are already present in the brain, the problem becomes vastly more intractable. Just sticking a grid of high-bandwidth receivers into a brain certainly won't do it. But suppose that the high-bandwidth grid were present while the brain structure was actually setting up, as the embryo develops. That suggests:
- Animal embryo experiments. I wouldn't expect any IA success in the first years of such research, but giving developing brains access to complex simulated neural structures might be very interesting to the people who study how the embryonic brain develops. In the long run, such experiments might produce animals with additional sense paths and interesting intellectual abilities.
Originally, I had hoped that this discussion of IA would yield some clearly safer approaches to the Singularity. (After all, IA allows our participation in a kind of transcendance.) Alas, looking back over these IA proposals, about all I am sure of is that they should be considered, that they may give us more options. But as for safety ... well, some of the suggestions are a little scarey on their face. One of my informal reviewers pointed out that IA for individual humans creates a rather sinister elite. We humans have millions of years of evolutionary baggage that makes us regard competition in a deadly light. Much of that deadliness may not be necessary in today's world, one where losers take on the winners' tricks and are coopted into the winners' enterprises. A creature that was built _de novo_ might possibly be a much more benign entity than one with a kernel based on fang and talon. And even the egalitarian view of an Internet that wakes up along with all mankind can be viewed as a nightmare [26].
The problem is not simply that the Singularity represents the passing of humankind from center stage, but that it contradicts our most deeply held notions of being. I think a closer look at the notion of strong superhumanity can show why that is.
Strong Superhumanity and the Best We Can Ask for
Suppose we could tailor the Singularity. Suppose we could attain our most extravagant hopes. What then would we ask for: That humans themselves would become their own successors, that whatever injustice occurs would be tempered by our knowledge of our roots. For those who remained unaltered, the goal would be benign treatment (perhaps even giving the stay-behinds the appearance of being masters of godlike slaves). It could be a golden age that also involved progress (overleaping Stent's barrier). Immortality (or at least a lifetime as long as we can make the universe survive [10] [4]) would be achievable.
But in this brightest and kindest world, the philosophical problems themselves become intimidating. A mind that stays at the same capacity cannot live forever; after a few thousand years it would look more like a repeating tape loop than a person. (The most chilling picture I have seen of this is in [18].) To live indefinitely long, the mind itself must grow ... and when it becomes great enough, and looks back ... what fellow-feeling can it have with the soul that it was originally? Certainly the later being would be everything the original was, but so much vastly more. And so even for the individual, the Cairns-Smith or Lynn Margulis notion of new life growing incrementally out of the old must still be valid.
This "problem" about immortality comes up in much more direct ways. The notion of ego and self-awareness has been the bedrock of the hardheaded rationalism of the last few centuries. Yet now the notion of self-awareness is under attack from the Artificial Intelligence people ("self-awareness and other delusions"). Intelligence Amplification undercuts our concept of ego from another direction. The post-Singularity world will involve extremely high-bandwidth networking. A central feature of strongly superhuman entities will likely be their ability to communicate at variable bandwidths, including ones far higher than speech or written messages. What happens when pieces of ego can be copied and merged, when the size of a selfawareness can grow or shrink to fit the nature of the problems under consideration? These are essential features of strong superhumanity and the Singularity. Thinking about them, one begins to feel how essentially strange and different the Post-Human era will be -- _no matter how cleverly and benignly it is brought to be_.
From one angle, the vision fits many of our happiest dreams: a time unending, where we can truly know one another and understand the deepest mysteries. From another angle, it's a lot like the worst- case scenario I imagined earlier in this paper.
Which is the valid viewpoint? In fact, I think the new era is simply too different to fit into the classical frame of good and evil. That frame is based on the idea of isolated, immutable minds connected by tenuous, low-bandwith links. But the post-Singularity world _does_ fit with the larger tradition of change and cooperation that started long ago (perhaps even before the rise of biological life). I think there _are_ notions of ethics that would apply in such an era. Research into IA and high-bandwidth communications should improve this understanding. I see just the glimmerings of this now [32]. There is Good's Meta-Golden Rule; perhaps there are rules for distinguishing self from others on the basis of bandwidth of connection. And while mind and self will be vastly more labile than in the past, much of what we value (knowledge, memory, thought) need never be lost. I think Freeman Dyson has it right when he says [9]: "God is what mind becomes when it has passed beyond the scale of our comprehension."
[I wish to thank John Carroll of
Annotated Sources [and an occasional plea for bibliographical help]
[1] Alfve'n, Hannes, writing as Olof Johanneson, _The End of Man?_, Award Books, 1969 earlier published as "The Tale of the Big Computer", Coward-McCann, translated from a book copyright 1966 Albert Bonniers Forlag AB with English translation copyright 1966 by Victor Gollanz, Ltd.
[2] Anderson, Poul, "Kings Who Die", _If_, March 1962, p8-36. Reprinted in _Seven Conquests_, Poul Anderson, MacMillan Co., 1969.
[3] Asimov, Isaac, "Runaround", _Astounding Science Fiction_, March 1942, p94. Reprinted in _Robot Visions_, Isaac Asimov, ROC, 1990. Asimov describes the development of his robotics stories in this book.
[4] Barrow, John D. and Frank J. Tipler, _The Anthropic Cosmological Principle_, Oxford University Press, 1986.
[5] Bear, Greg, "Blood Music", _Analog Science Fiction-Science Fact_, June, 1983. Expanded into the novel _Blood Music_, Morrow, 1985.
[6] Cairns-Smith, A. G., _Seven Clues to the Origin of Life_, Cambridge University Press, 1985.
[7] Conrad, Michael _et al._, "Towards an Artificial Brain", _BioSystems_, vol 23, pp175-218, 1989.
[8] Drexler, K. Eric, _Engines of Creation_, Anchor Press/Doubleday, 1986.
[9] Dyson, Freeman, _Infinite in All Directions_, Harper && Row, 1988.
[10] Dyson, Freeman, "Physics and Biology in an Open Universe", _Review of Modern Physics_, vol 51, pp447-460, 1979.
[11] Good, I. J., "Speculations Concerning the First Ultraintelligent Machine", in _Advances in Computers_, vol 6, Franz L. Alt and Morris Rubinoff, eds, pp31-88, 1965, Academic Press.
[12] Good,
[14] Kovacs, G. T. A. _et al._, "Regeneration Microelectrode Array for Peripheral Nerve Recording and Stimulation", _IEEE Transactions on Biomedical Engineering_, v 39, n 9, pp 893-902.
[15] Margulis, Lynn and Dorion Sagan, _Microcosmos, Four Billion Years of Evolution from Our Microbial Ancestors_, Summit Books, 1986.
[16] Minsky, Marvin, _Society of Mind_, Simon and Schuster, 1985.
[17] Moravec, Hans, _Mind Children_, Harvard University Press, 1988.
[18] Niven, Larry, "The Ethics of Madness", _If_, April 1967, pp82-108. Reprinted in _Neutron Star_, Larry Niven, Ballantine Books, 1968.
[19] Penrose, Roger, _The Emperor's New Mind_, Oxford University Press, 1989.
[20] Platt, Charles, Private Communication.
[21] Rasmussen, S. _et al._, "Computational Connectionism within Neurons: a Model of Cytoskeletal Automata Subserving Neural Networks", in _Emergent Computation_, Stephanie Forrest, ed., pp428-449, MIT Press, 1991.
[22] Searle, John R., "Minds, Brains, and Programs", in _The Behavioral and Brain Sciences_, vol 3, Cambridge University Press, 1980. The essay is reprinted in _The Mind's I_, edited by Douglas R. Hofstadter and Daniel C. Dennett, Basic Books, 1981 (my source for this reference). This reprinting contains an excellent critique of the Searle essay.
[23] Sims, Karl, "Interactive Evolution of Dynamical Systems", Thinking Machines Corporation, Technical Report Series (published in _Toward a Practice of Autonomous Systems: Proceedings of the First European Conference on Artificial Life_, Paris, MIT Press, December 1991.
[24] Stapledon, Olaf, _The Starmaker_, Berkley Books, 1961 (but from the date on forward, probably written before 1937).
[25] Stent, Gunther S., _The Coming of the Golden Age: A View of the End of Progress_, The Natural History Press, 1969.
[26] Swanwick Michael, _Vacuum Flowers_, serialized in _Isaac Asimov's Science Fiction Magazine_, December(?) 1986 - February 1987. Republished by Ace Books, 1988.
[27] Thearling, Kurt, "How We Will Build a Machine that Thinks", a workshop at Thinking Machines Corporation, August 24-26, 1992. Personal Communication.
[28] Ulam, S., Tribute to John von Neumann, _Bulletin of the American Mathematical Society_, vol 64, nr 3, part 2, May 1958, pp1-49.
[29] Vinge, Vernor, "Bookworm, Run!", _Analog_, March 1966, pp8-40. Reprinted in _True Names and Other Dangers_, Vernor Vinge, Baen Books, 1987.
[30] Vinge, Vernor, "True Names", _Binary Star Number 5_, Dell, 1981. Reprinted in _True Names and Other Dangers_, Vernor Vinge, Baen Books, 1987.
[31] Vinge, Vernor, First Word, _Omni_, January 1983, p10.
[32] Vinge, Vernor, To Appear [ :-) ].
Local Vinge page. My argument against the incomprehensibility of the Singularity.
Me.
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Super-Success (Andres Agostini) Ich bin Singularitarian
SUPER-SUCCESS BY ANDRES AGOSTINI
Success is a function of salience of contingency change…success is a function of the ability to align the…success is a function of luck…Success is a function of the extent some objective is achieved. Different things can be more or less successful, depending on the objective…Success is a Function of Flexibility ..... The ability of this system to achieve success is a function of the flexibility of the system, ..... Success is a function of accurate measurement and precise control. A Predictable Path…business success is a function of the fit between key organizational variables such as strategy, values, culture, ..... Success is a function of those you have around you…success is a function of:. Market access; “Product” substitutability; Competitive advantage over the incumbent ..... success is a function of two factors – organizational competence and execution…success is a function of. a set of independent variables…success is a function of three factors, which must all be present: % Success = Ability X Environment X Effort…success is a function of the complex interplay between the nature of the change, the setting in which it takes place…success is a function of time, and is essentially paired with an associated time…success is a function of the unique ways they profitably sell to ..... success is a function of great product and superior delivery capability…success is a function of “playing with people who are better than you.” In music. In sports. In business. In life. ..... firm success is a function of the attractiveness of the industry where it operates and of. its relative position in that industry. ..... business success is a function of creative management and leadership skills…success is a function of iteration pure and simple…"SOCIAL SUCCESS is a function of a local culture and logically this makes it vary from one place to the next. Continent to continent, country to country, ...... success is a function of skill, expertise, knowledge, trust and extensive market relationships…Success is a function of one's ability to innovate…success is a function of accomplishment. Achievement is out of our control and changes with the venue so we will leave…Success Is A function Of Determination And Ability…organizational success is a function of how well the people in an organization perform…success is a function of the ratios of the respective efforts or inputs…Success is a function of innate ability, learned ability, motivation, effort, and environment. How well you succeed will depend upon how well you take ..... Success is a function of meeting a standard, not defeating a peer. Success requires demonstration, not guesswork. Success is achieved ..... success is a function of the economy of college sports not the academic economy of the university…business success is a function of strong customer communications. If a business loses touch with its customer ..... Business success is a function of fit between a host of key variables within an organization…Success is a function of the economic resources available to the. individual teams, and these resources are often grossly unequal…the probability of success is a function of time and is essentially paired with an associated time….success is a function of our strengths: High-caliber personnel, a proprietary project management process, a reputation for legendary customer service ..... Success is a function of determination and ability…a manager's success is a function of the ability to resolve conflicts or negotiate effectively…Success is a function of how much work we are prepared to do, and I'm fine with that…Success is a function of amount of capital invested, increase in share price, and time period when money is working. Assuming you bought your founding ..... Trading success is a function of possessing a statistical edge in the market and being able to exploit this edge with regularity… Success is a function of working together….. Success is a function of the relationships we have with other people. Some people define success as happiness…. Overall success is a function of the commitment and motivation of the personnel in charge of culturing.
Ich Bin Singularitarian!
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The Super Success (Andres Agostini) Ich Bin Singularitarian
The Super Success - Andres Agostini
Designated to revisit and upgrade (amplify) the "success" subject. From reflections into ACTION.
SUCCESS PRINCIPLE / TENET # 26 - (metaphoric ideas for updated management practitioners)
Don'tworry about being surprised by the unexpectable. Just carry on expecting the unexpectable, regardless of the implicated chaos. Create instability as the essence of your strategy. Keep in mind: a more volatile external environment requires a less stable internal world. Seek out substitutes and opportunities to increase productivity by measuring the mass used in your business today, and getting it to decrease every year. Respond with more rapid and varied adaptation.
SUCCESS PRINCIPLE / TENET # 27 - (metaphoric ideas for updated management practitioners)
Conduct thousands of tests of products, prices, features, packages, marketing channels, credit policies, account management, customer service, collections, and retention. Make informed but subjective judgments. Push ahead before the competition could catch up. Seize the opportunity--even when not really prepared.
SUCCESS PRINCIPLE / TENET # 28 - (metaphoric ideas for updated management practitioners)
Empower talented people. Accelerate talented people very quickly, because that's where you get the value. Place bets on future values. Cross boundaries, change jobs, and form new teams to meet evolving needs. Align with the business. Use good economic judgment. Be flexible. And be empathetic to your colleagues.
SUCCESS PRINCIPLE / TENET # 29 - (metaphoric ideas for updated management practitioners)
It's okay to break the rules in the right way. Going around doing randomly disconnected things. Develop all the peripheral relationships you need to be effective organizationally. Manage the connections rather than the structure. Also know how to hybridize.
SUCCESS PRINCIPLE / TENET # 30 - (metaphoric ideas for updated management practitioners)
Reach out to others with corresponding roles across the organization to learn and share ideas. Move around and support your colleagues when needed. Enable innovation by bringing DIVERSE elements together. Without these kinds of connections, DIVERSITY has little inherent value.
SUCCESS PRINCIPLE / TENET # 31 - (metaphoric ideas for updated management practitioners)
Empower others and yourself by the whole chaotic percolation of ideas at the bottom of the organization. Bear in mind: Empirical evidence, based on small tests, always carried the day. Attract very bright people with initial proof of concept, then plug them into your organizational structure.
SUCCESS PRINCIPLE / TENET # 32 - (metaphoric ideas for updated management practitioners)
Maintain common interfaces and cross-functional capabilities that allow work to flow and value chains to talk to teach other. Harvest the idea, then propagate it wildly before the mimicry of competition sets in.
SUCCESS PRINCIPLE / TENET # 33 - (metaphoric ideas for updated management practitioners)
Employ diversification to spread their risks. Be willing to take the risk of shaping the future according to your own design. Nothing ventured, nothing gained, but don put all your eggs in one basket. Beware of this: Discontinuities, irregularities, and volatilities seem to be proliferating. Remember: Without risks, life poses no mystery.
SUCCESS PRINCIPLE / TENET # 34 - (metaphoric ideas for updated management practitioners)
Seed, select, amplify, and destabilize the situation are the two management ideas for accelerated evolution. Don'texpect a perfect feedback system in a volatile environment. Don?t be excellent at doing; be excellent at changing, too.
SUCCESS PRINCIPLE / TENET # 35 - (metaphoric ideas for updated management practitioners)
Explore the extremes, where nonlinear effects kick in. Sometimes, the extremes contain pleasant, nonlinear surprises. Imagine things that engender loyalty towards your organization. Through experimentation with detailed measurements and discipline and logical analysis, you find profitable innovations.
SUCCESS PRINCIPLE / TENET # 36 - (metaphoric ideas for updated management practitioners)
Test things at the bottom of the organization that lead to big insights. Test, experiment, measure, and optimize. Institute hard-core analytic optimization. Architect your entire infrastructure to operate in real time. Let your account-management programs to be driven by experimentation.
SUCCESS PRINCIPLE / TENET # 37 - (metaphoric ideas for updated management practitioners)
Dream up programs that might be of value to customers, and then test them. A successful test often triggers other behaviors, and you should follow these with more new offers. Shift to roll-out, because ah of a sudden your competition get a preponderance of one product of my organization that they've never seen before.
SUCCESS PRINCIPLE / TENET # 38 - (metaphoric ideas for updated management practitioners)
Have a free flow of resources to where the value is. Rather than penalizing people who fail, praise them for their commitment and intentions. Reinforce the tolerance of risk and failure. Revise your best practices. Observe, orient, decide, act. First to fight now means first to learn.
SUCCESS PRINCIPLE / TENET # 39 - (metaphoric ideas for updated management practitioners)
Fly great distances, meet new people, and encounter new ideas. Have a freedom of thought, the passion for experimentation, and the desire to imagine your future. Believe in not commonly believed opinions.
SUCCESS PRINCIPLE / TENET # 40 - (metaphoric ideas for updated management practitioners)
It's about getting more from less. That's the true road to wealth. Focus on changes, challenges, and opportunities. Earn more while spending less. Reach a higher level of output. Pursue profit maximization. Remain competitive. Adapt to revolutionary innovations in technology and business efficiency the soonest. Craft value creating relationships. Establish guidelines, offer insight, and provide inspiration. Identify, analyze, and maximize your learning opportunities.
SUCCESS PRINCIPLE / TENET # 42 - (metaphoric ideas for updated management practitioners)
Evaluate, identify, select, negotiate, manage, turn around, govern, implement, anticipate, and ensure success. Generate immediate cost savings. Realize a cash infusion from the sale of assets. Relieve the burden of staffing.
SUCCESS PRINCIPLE / TENET # 43 - (metaphoric ideas for updated management practitioners)
Be freer to direct your attention to the more strategic aspects of your job. Keep your logic compelling.
SUCCESS PRINCIPLE / TENET # 44 - (metaphoric ideas for updated management practitioners)
Destabilize in order to live closer to the edge of chaos. This means being agile enough to change as the environment does, but not so fluid as to lose its defining structure. Walk the walk as well as talking the talk of the Adaptive Enterprise.
SUCCESS PRINCIPLE / TENET # 45 - (metaphoric ideas for updated management practitioners)
A lesson: The word adaptation describes the interaction between an organism and its environment.
SUCCESS PRINCIPLE / TENET # 46 - (metaphoric ideas for updated management practitioners)
TO BEAR IN MIND! But one thing an evolutionary and ecological perspective tells us for sure: If several major forces are at work, they will not progress in separate straight lines --they will interact chaotically, creating unforeseen changes.
SUCCESS PRINCIPLE / TENET # 47 - (metaphoric ideas for updated management practitioners)
Be willing to adapt very quickly, to pounce on an opportunity when you see it, to change the organization, to think about new developments, and to be always very open to any change in any direction.
SUCCESS PRINCIPLE / TENET # 48 - (metaphoric ideas for updated management practitioners)
You have to be the equivalent of selective forces in nature, which calls for a willingness to let people in the organization to explore, to flourish and develop.
SUCCESS PRINCIPLE / TENET # 49 - (metaphoric ideas for updated management practitioners)
Separate to promote independence, selfish thinking, and local solutions. Learn from each other?s mistakes and successes, and you'lll get better and be able to operate at a much more accelerated pace, based upon the knowledge that has been transferred.
SUCCESS PRINCIPLE / TENET # 50 - (metaphoric ideas for updated management practitioners)
Get your organization into a massive amount of knowledge and experience that creates a great breeding stock for subsequent ventures.
SUCCESS PRINCIPLE / TENET # 51 - (metaphoric ideas for updated management practitioners)
Explore continually evolving technology and applications, while also creating different units to exploit commercial opportunities not always closely related to the founding capabilities.
SUCCESS PRINCIPLE / TENET # 52 - (metaphoric ideas for updated management practitioners)
Replenish customers on demand. Take the client as an agent, and create an agent-based point of view.
SUCCESS PRINCIPLE / TENET # 77 - (metaphoric ideas for updated management practitioners)
Seek the hidden. De-learn the learned. Make the covert overt. Implement ipso facto.
SUCCESS PRINCIPLE / TENET # 78 - (metaphoric ideas for updated management practitioners)
De-peril your risks. Empower your financial risks to work for you. Hire them; get resigned from your bricks-and-mortars (a future not plausible).
SUCCESS PRINCIPLE / TENET # 79 - (metaphoric ideas for updated management practitioners)
Plan, lead, and manage.
SUCCESS PRINCIPLE / TENET # 80 - (metaphoric ideas for updated management practitioners)
Understand your business depth today. Develop better ways to service your enterprise in the future.
SUCCESS PRINCIPLE / TENET # 81 - (metaphoric ideas for updated management practitioners)
Before "outsourcing," NOW "Worldwide Sourcing' or "Competitive Sourcing."
SUCCESS PRINCIPLE / TENET # 82 - (metaphoric ideas for updated management practitioners)
Have fewer staff and run a lean operation. Favor those who leverage third-party relationships that don't tie up capital and consume resources.
SUCCESS PRINCIPLE / TENET # 83 - (metaphoric ideas for updated management practitioners)
Strategically enhance your organization's core competencies. Address any outstanding issue with your employees, unions, and the community. Find the lowest total cost or best value.
SUCCESS PRINCIPLE / TENET # 84 - (metaphoric ideas for updated management practitioners)
Recognize impact on internal operations. Capture the big picture.
SUCCESS PRINCIPLE / TENET # 85 - (metaphoric ideas for updated management practitioners)
Track benefits, realize quick wins, and motivate critical stakeholders to remain committed.
SUCCESS PRINCIPLE / TENET # 86 - (metaphoric ideas for updated management practitioners)
Early anticipation of changes can drastically reduce the time and cost of addressing them. Seek the quick win
(that long forgotten in an ignored --but mission-critical-- flank).
SUCCESS PRINCIPLE / TENET # 87 - (metaphoric ideas for updated management practitioners)
Research assiduously which of the available external market capabilities fit best with your strategic objectives.
SUCCESS PRINCIPLE / TENET # 88 - (metaphoric ideas for updated management practitioners)
Articulate these management principles more precisely, implement them more systematically, and rely less on the intuition of a few gifted leaders. Don't write strategy, GROW IT. Don't think in terms of maximizing your share of the market but of maximizing your share of experience. Build an innovation laboratory capable of creating a steady stream of the new ideas to stay ahead of the competition.
SUCCESS PRINCIPLE / TENET # 89 - (metaphoric ideas for updated management practitioners)
Differentiate or die. Be mindful that improvisation is too important to be left to the fortuitous. Consider that life is sustainable through the unperceived and those universal laws that are unknown to us. Continuity is over-dead; it hasn't yet reincarnated. History will be reshaped by the sudden and sharp change, namely "frenzy volatility."
SUCCESS PRINCIPLE / TENET # 90 - (metaphoric ideas for updated management practitioners)
Launch your employees with confidence into a somewhat chaotic environment, knowing that they will direct themselves toward optimal performance to success. Instill in the staff a loose, self-organizing culture--in search of new opportunities. Motivate and develop others to learn to change to prevail. Sharing ideas, "...an eye is not an eye because you see it; an eye is an eye because it sees you..."--Antonio Machado.
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