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Feeling like a speck in the wind amongst massive Societal systems
Transcript:
Speaker 1
I mean we have thousands of years of human history where you know since the agricultural revolution and the dawn of city-states it's just been constant change and one could argue that On a longish you know say century timescale we haven't been at equilibrium in 10,000 years what's next right how are all these nested feedback loops churning around between you know Societal structure and environmental structure to change the shape of society in the next couple hundred years Peter Turchin probably knows this better than I do but this is where I think thinking about these things at population scales rather than individual scales is it really helps me because when I think about things at the individual level like what can I do how do I live in the society right I find myself slightly distraught about like well I don't know I'm just a speck in the wind getting blown around by this maelstrom of society by trying To sort of think about the way the whole system is of all thing I can see it's not that I'm hurtling through space it's that we're all hurtling through space together in similar ways and That creates patterns that can then be identified what do you do with those patterns well then you know you get a professorship and you get to talk about it that helps sometimes
Paul Smaldino & C. Thi Nguyen on Problems With Value Metrics & Governance at Scale
COMPLEXITY: Physics of Life
One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be. Larry Page created one of these moments when he posted his “These ads suck” note in the Google kitchen. Popovich delivers such feedback to his players every day, usually at high volume.
The Culture Code
Daniel Coyle
When business leaders describe their organisational cultures as embracing what it means to ‘fail fast’ or suggesting that we are all in a ‘learning organisation’, it rings hollow if the aspirations are not lived and structurally supported. Employees see through the public relations of an organisation that markets itself as innovative yet executes the same playbook year after year.
Driving Data Projects: A Comprehensive Guide
Haskell, Christine
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