In the 1950s and 1960s, information retrieval (IR) theorists drew a distinction between“document retrieval systems” and “fact retrieval systems.” The former, were intendedto retrieve, in response to a user’s query, all documents that might contain informationpertinent to answering that query, while the latter were to lead the user directly tospecific pieces of information – facts – embedded within the documents being searchedthat would answer his or her question. The idea of information analysis clearlyprovided the theoretical impetus for fact retrieval (aka question-answering) systems

[Narrator]: The Cluttered Desk, Index Card,file folders, the in-out basket, the calculator.These are the tools of the office professional's past.Since the dawn of the computer age, better machines have always meant bigger and more powerful.But the software could not accommodate the needs of office professionals who are responsiblefor the look, shape and feel of tomorrow.

One transaction at a time would generallynot lead either to much work or muchbusiness, and besides, a transaction cannot always be completedwhile you wait. The consequence is that we arrive at a num-ber of transactions going on simultaneously. When we nowreach the stage of too much work, then we must find waysand means to supplement our energy. Thus we arrive at amultitude of transactions by means of concerted action.

In the course of these experiments I have devoted a certain amount of anxious thought to the conspicuous ineffectiveness of modern knowledge.

without a World En-cyclopedia to hold men's minds togetherin something like a common interpreta-tion of reality there is no hope whateverof anything but an accidental and transi-tory alleviation to any of our world trou-bles. As mankind is so it will remainuntil it pulls its mind together. And if itdoes not pull its mind together then I donot see how it can help but decline.Never was a living species more peril-ously poised than ours at the presenttime. If it does not take thoughtto endits present mental indecisiveness catastro-phe lies ahead. Our species may yet endits strange eventful history as just the last,the cleverest, of the great apes. Thegreat ape that was clever-but not cleverenough. It could escape from mostthings but not from its own mental con-fusion.

Abstract

Vismann, Cornelia. Files: Law and Media Technology. Stanford University Press, 2008.

Consider Eco’s caution against “the alibi of photocopies”: “A student makes hundreds of pages of photocopies and takes them home, and the manual labor he exercises in doing so gives him the impression that he possesses the work. Owning the photocopies exempts the student from actually reading them. This sort of vertigo of accumulation, a neocapitalism of information, happens to many.” Many of us suffer from an accelerated version of this nowadays, as we effortlessly bookmark links or save articles to Instapaper, satisfied with our aspiration to hoard all this new information, unsure if we will ever get around to actually dealing with it.

TIPOFF was created in 1987 for the express purpose of using biographic information drawn from intelligence products for watchlisting purposes. In 1987 TIPOFF began keeping track of suspected terrorists literally with a shoebox and 3 by 5 cards. Since then the program has evolved into a sophisticated interagency counterterrorism tool specifically designed to enhance the security of our nation's borders.

All research… All significant research is, in some respects, bottom-up. There is no alternative. And so, the only research that you can do top-down entirely is research for which you already have the solution.

Interesting. So it's like an analog CRM? Multiple people have brought this type of thing up.

Politique documentaire Ensemble des objectifs et processus pilotant la gestion de l’information, incluant la politique d’acquisition, la politique de conservation et la politique de médiation des collections. La politique documentaire est une partie intégrante et essentielle du projet d'établissement, permettant de répondre aux missions de la structure et aux attentes des usagers.

I like to imagine all the thoughts and ideas I’vecollected in my system of notes as a forest. I imagine itas three-dimensional, because the trains of thought I’vebeen working on for some time look like trees, withbranches of argument, point, and counterpoint andleaves of source-based evidence. Actually, the forest isfour-dimensional, because it changes over time, growingas I add more to it. A piece of output I make using thisforest of thoughts is like a path through the woods. It’sa one-dimensional narrative or interpretation that startsat one point, moves in a line or an arc (sometimes azig-zag) through the woods, touching some but not allof the trees and leaves. I like this imagery, because itsuggests there are many ways to move through the forest.

Informationbecomes knowledge—personal, embodied, verified—only when weput it to use. You gain confidence in what you know only when youknow that it works. Until you do, it’s just a theory.

the lessons you will find within thesepages are built on timeless and unchanging principles

Ideally, skilled readers organized notes into personal “arks of study,” or data chests. Vincent Placcius’s De arte excerpendi contains an engraving of a note cabinet, or scrinia literaria, in which notes are attached to hooks and hung on bars according to thematic organization, as well as various drawers for the storage of note paper, hooks, and possibly writing supplies. Both Placcius and later Leibniz built such contraptions, though none survives today. While these organizational tools cannot be directly linked to modern computers, it is difficult not to compare them. Placcius’s design looks strikingly like the old punch-card computation machines that date from the 1880s, and the first mainframes, such as the 1962 IBM 7090.

Everyone is overloaded with information thanks to the digital revolution, so—the PKM people tell us—we need new software and systems to survive and thrive.

Most content is typically displayed in these formats:

On William Webster, An essay on book-keeping (1719) and on Lichtenberg’s com-parison, see Te Heesen (2005). Te Heesen also notes a case of influence in the oppo-site direction, in a cabinet of commercial samples modeled on cabinets of curiosities;see Te Heesen, (2002), 147. Zedelmaier argues that scholarly methods of informa-tion management inspired bureaucratic information management; see Zedelmaier(2004), 203. On Lichtenberg, see von Arburg (2003)

Note- Taking as Information Management

A number of ancient compilations, like those of Pliny, Diogenes Laertius, and Stobaeus, were indeed valued as both sources and models in the Renaissance, and authors of miscellaneously arranged compila-tions invoked Aulus Gellius as the founder of that genre.

Finding relevant information and understanding it well enough to integrate it into existing knowledge requires intense commitment and concentration.

The Business Strategy stems from a detailed strategic planning process. However, the question we want to answer in this article is whether we can execute multiple strategies side by side while they do not interfere with each other. We compare multiple strategies for business, information provision and IT and focus on Strategic planning.

Simultaneously, there was a revival of the old art of excerpting and the use of commonplace books. Yet, the latter were perceived no longer as memory aids but as true secondary memo-ries. Scholars, in turn, became increasingly aware that to address the informa-tion overload produced by printing, the best solution was to train a card index instead of their own individual consciousness.

Also excluded is the famous library of Alexandria with its equally famous librarian Callimachus, who affi xed inventories of texts on clay pinakes on the shelves, as well as the Roman laterculi or administrative registers.

list-sorted management on an index card basis is coupled with the organizational discourse of scientifi c management, which discovers the card index as an economic optimization tool and develops it into an instrument of rationalization.

Müller-Wille and Scharf ‘Indexing Nature’, also points out that Linnaeus interleaved blanksheets into his texts so that he could take notes. Cooper points out that this had been a common practice in natural historysince at least the late seventeenth century (Cooper, Inventing the Indigenous, 74–5).

First, what were the economies of attention thatguided his commonplacing techniques? Second, what type of impact did his note-taking skillshave upon the way that he arranged information in texts?

The foregoing studies suggest two strands of commonplacing circa 1700. The first was thecollection of authoritative knowledge, usually in the form of quotations. The second was thecollection of personal or natural knowledge, with Francis Bacon’s lists, desiderata and apho-risms serving as early examples. While Moss has shown that the first strand was losing popular-ity by the 1680s, recent scholarship has shown that the second retained momentum through theeighteenth century,9especially in scientific dictionaries,10instructional cards,11catalogues,12

In 1791, France’s revolutionary government issued the world’s first national cataloging code, calling for playing cards to be used for bibliographical records.

Linnaeus experimented with a few filing systems. In 1752, while cataloging Queen Ludovica Ulrica’s collection of butterflies with his disciple Daniel Solander, he prepared small, uniform sheets of paper for the first time. “That cataloging experience was possibly where the idea for using slips came from,” Charmantier explained to me. Solander took this method with him to England, where he cataloged the Sloane Collection of the British Museum and then Joseph Banks’s collections, using similar slips, Charmantier said. This became the cataloging system of a national collection.

Linnaeus had to manage a conflict between the need to bring information into a fixed order for purposes of later retrieval, and the need to permanently integrate new information into that order, says Mueller-Wille. “His solution to this dilemma was to keep information on particular subjects on separate sheets, which could be complemented and reshuffled,” he says.

I can refer to a section of page in a book by using #(booknr)p(pagenr)(section), for example #8p113a. There are four sections in my journals: A (upper left), B (down left), C (upper right), D (down right).

We still do not understand how information practices from the worlds of learning, finance, industry, and administration cross-pollinated. From the fourteenth century onward, accountants developed complex instructions for note-taking to describe holdings and transactions, as well for the recording of numbers and calculations. By the seventeenth century, merchants, and indeed ship captains, engineers, and state administrators, were known to travel with trunks of memoranda, massive inventories, scrap books, and various ledgers and log books that mixed descriptive notes and numbers. By the eighteenth century, tables and printed forms cut down on the need for notes and required less description and more systematic numerical notes. Notaries also were master information handlers, creating archives for their legal and financial documents and cross-referencing catalogue systems.

Humanists had the tools and even the concepts to invent the cross-referenced thematic library catalogue, but they did not do so. We do not know why it took several hundred years and the Italian director of the British Museum, Antonio Panizzi, to create a truly modern reference catalogue through his “Ninety-One Cataloguing Rules” in 1841.

Why did a figure such as Leibniz fail to use his own tools? Perhaps messiness was the source of his creativity. This is a fact of intellectual originality with which Google must still grapple—libraries, after all, allow for the type of manageable disorder which is often the spark of creativity.

In effect, Too Much to Know is a reference book about reference books, containing chapters on early “information management,” note-taking, reference genres and “finding devices,” compiling, and the impact of reference books.

The humanist remedy for information overload was to produce an unprecedented number of manuals about how to read books. They outlined what Blair calls the four S’s of early modern information management: storage, sorting, selection, summary.

Almost all interfaces today, with the exception of TheBrain visual user interface, are limited to organizing information into hierarchies, where a piece of information can only be categorized into one place. For simple applications this is fine, but for users engaging in more complex business processes, it is simply inadequate. A document will have a variety of different issues or people associated with it – with hierarchies one cannot show all these relationships without multiple copies of the information.

So today, as a somewhat limited experiment, I played around with my Hypothes.is atom feed (https://hypothes.is/stream.atom?user=chrisaldrich, because you know you want to subscribe to this) and piped it into IFTTT. Each post creates a new document in a OneDrive file which I can convert to a markdown .md file that can be picked up by my Obsidian client.

Early compilations involved various combinations of four crucial operations: storing, sorting, selecting, and summarizing, which I think of as the four S’s of text management. We too store, sort, select, and summarize information, but now we rely not only on human memory, manuscript, and print, as in earlier centuries, but also on computer chips, search functions, data mining, and Wikipedia, along with other electronic techniques.

institutional demands for enterprise services such as e-mail, student information systems, and the branded website become mission-critical

This has much in common with a customer relationship management system and facilitates the workflow around interventions as well as various visualisations.  It’s unclear how the at risk metric is calculated but a more sophisticated predictive analytics engine might help in this regard.

So now it’s time to act.