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Why Bigger Animals Live Longer: The Relationship between Size, Energy, and Longevity Summary: The larger an animal is, the more efficient it becomes in terms of energy consumption. This is because the self-similar fractal structure of larger animals allows them to save energy. Bigger animals require less energy proportionally to run their bodies due to the massive amount of tissue per gram or per cell. As a result, bigger animals experience less wear and tear and live longer than smaller animals. The reason for less wear and tear is that bigger animals use less energy and create less damage, reducing entropy. This principle can also be observed in machines, where those subjected to less stress and driven at lower revs per minute tend to last longer. Transcript: Speaker 2 So that's why we don't need to double our metabolism when we double our weight. It's that fractal like self similarity that allows us to get these essentially efficient savings in the amount of energy we need. So it's better to be bigger, isn't it? Because you don't need as much energy proportionally to run yourself. Correct. Speaker 1 So you need massive tissue per gram of tissue or per cell. You need less energy, the bigger you are. And by the way, this has huge consequences throughout all aspects of biology and life. And maybe one just to tie it back to the beginning of this discussion where we started out by talking about aging and mortality. This means that the bigger you are, the less hard your cell is working. The bigger you are, there's less wear and tear the longer you live systematically. So this is the origin of why bigger things live longer than smaller things. Speaker 2 And why is there less wear and tear if you're bigger? Speaker 1 You're using less energy and creating less entropy. That is you're creating less damage the bigger you are because simply you're using much less energy if you have an engine, an automobile and you insist on racing it at 10,000 revs per Minute every time you drive it, I can assure you that car will not live as long as a car that's driven by a little old lady or a little old man like me who keeps the revs at about two or three Thousand revs per minute. So you know, cars and machines last much longer, the less stress you put on them.

Scaling 2 — You and I Are Fractals

Simplifying Complexity

Prediction Markets Are Built on the Principle of Adverserial Engagement Transcript: Speaker 2 There the first is what you're describing is precisely the reason why i am a bit of a skeptic of prediction markets not to say that they don't have a role but i don't think that they are nearly The solution that many believe they are and it's because they set us up in an adversarial relationship with regards to determining the truth it's not at all the say i don't think incentives Have a role or that it isn't worth a listening information for me i believe in all those things but the notion that the way that we should do it is betting against each other so that we want Everyone else to be as wrong as possible so we can be right and we want to get like one big payoff for like the person who's most right and anything that can be like too easily analogized To some sort of like dick measuring contest is not something that like excites me as a mechanism for like coming to good social outcomes and i think that prediction markets have an important Element of that

Glen Weyl & Cris Moore on Plurality, Governance, and Decentralized Society

COMPLEXITY: Physics of Life

Risk tolerance in org change: When 1 bad thing happens, don't pave over it with rules Transcript: Speaker 1 Two is, and Sam, like you and I have talked about this a million times, like there is such a bias around risk where it's like this thing happened once. Now we make a rule for it. Now we have to uphold that rule in perpetuity. And that is what we call work debt. We don't even know if that one thing would ever happen again. But now we have hours and time and money and cycles and cycles and cycles probably forever because let's be honest, we're never going to unwrite that rule for what might have been a one Off. And so on the one hand, I think like that person's perspective is really valid. On the other hand, I'm like, if you want to be strategic, you have to learn to look at risk a little bit differently, which is that you can never eliminate it. You are always doing stuff with the issue in the rear view.

The Future of HR — Building Your Capabilities, Pt. 1 - Getting to Level 3

At Work with The Ready

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