One thing humans do share with the machine intelligence we are so enthusiastically refining is a conspicuous (or at least institutionalised) absence of aptitude when it comes to smoothly and efficiently negotiating unexpected events and volatile environments. The benefits of integrated logistical automation are clear but when it comes to training the machine intelligence that […]
In our darkest hour, the breadth and depth of institutional insolvency unveils itself – as though we were not all already aware of the compound ethical, economic and intellectual bankruptcy of our era – and stands naked and useless like a balance sheet providing shelter from a storm.
It is fascinating to consider that an anachronistic hierarchy produces precisely the organisational inertia and systemic entropy that it itself is best oriented to negotiate (and through this to endlessly reproduce its own self-validating necessity). It is quite likely that the path of least effort and autonomously self-organising (i.e. low energy-state, minimal algorithmic complexity) systems […]
…and what is the Marie Celeste, the Ghost Ship of lost management, other than a rudderless and listless vessel, a Ship of Theseus, revisiting the misinterpretations and confusion of the Elders upon their progeny? It is of course simpler to copy, to replicate, to adhere to the blind grammar and rules-based “but this is Best […]
Context: New Data Breach Has Exposed Millions Of Fingerprint And Facial Recognition Records: Report There is an enigma here, far beyond the rank foolishness of keeping vast quantities of such sensitive data in an unencrypted format (see the linked article), there is a deeper problem. The more valuable any data is, the more incentive there […]
The entities and artefacts we make “in our own image” include the abstractions and patterns through which we understand and organise the world and ourselves.
Cultural change is cumulative self-gravitation.
Global organisational neuroses as inhibiting factor in addressing climate change?
Good fortune or success may be more often a matter of statistical probability than of human intention or intervention.
If a non-trivially complex organisational system of any kind or scale is to be considered (even notionally) as complete or entirely self-consistent, it can not also be adaptive, flexible and resilient.
There is no way of proving that you have obtained the most concise, accurate or irreducibly essential pattern or theory from which any sufficiently (i.e. non-trivially) complex pattern or sequence can be reproduced…
The skills-sets required to obtain seniority are so often decoupled from those skills-sets actually required to perform professionally at that level.