964 Matching Annotations
  1. Last 7 days
    1. When a rotation amends the witnesses it includes the new tally, the setof pruned (removed) witnesses and the set of newly grafted (added) witnesses. This is shownbelow.
  2. May 2024
    1. Résumé de la vidéo [00:00:00][^1^][1] - [00:30:16][^2^][2] : La vidéo présente une conférence sur la décentralisation des organisations, explorant la relation entre autonomie et contrôle. Les intervenants, Carolyn Mc Lain Pirard et Eric Della Valle, partagent leurs perspectives sur l'innovation managériale et l'entreprise libérée, en mettant l'accent sur l'importance de la cohérence des pratiques organisationnelles et du maintien d'un équilibre entre autonomie et contrôle social.

      Points forts : + [00:00:00][^3^][3] Introduction à la conférence * Présentation du thème de la décentralisation * Discussion sur l'autonomie versus le contrôle * Introduction des intervenants et de leurs parcours + [00:02:15][^4^][4] Carolyn Mc Lain Pirard sur l'entreprise libérée * Définition et historique de l'entreprise libérée * Analyse des pratiques managériales innovantes * Importance de la vision et de l'orientation client + [00:05:07][^5^][5] Eric Della Valle sur les formes organisationnelles * Son expérience en tant que consultant et dirigeant * Intérêt pour l'évolution des structures organisationnelles * Présentation du modèle organisationnel cellulaire + [00:09:31][^6^][6] Articulation entre autonomie et contrôle * Méthodes de décentralisation des organisations * Impact de la structure, des processus et des pratiques sur l'autonomie * Rôle du leadership et de la philosophie humaniste dans l'innovation managériale Résumé de la vidéo [00:30:20][^1^][1] - [00:57:45][^2^][2]:

      La vidéo traite de la décentralisation des organisations et de l'importance de l'autonomie dans les processus de transformation. Elle souligne les défis liés au contrôle social et à la performance sociale des organisations qui cherchent à s'émanciper des structures hiérarchiques traditionnelles.

      Points forts: + [00:30:20][^3^][3] Défis de la décentralisation * Risques de dérives dans le contrôle social * Impact sur l'investissement des employés dans les projets + [00:31:22][^4^][4] Pérenniser la libération * Adoption des pratiques en grappes pour une transformation efficace * Importance de l'ordre d'adoption des pratiques + [00:33:27][^5^][5] Contrôle dans les organisations transformées * Transition du contrôle hiérarchique vers l'autocontrôle * Différentes approches de transformation et leur impact sur le contrôle + [00:37:11][^6^][6] Progressivité dans l'adoption des pratiques * Nécessité d'une transformation progressive pour une adoption durable * Importance de l'accompagnement des employés vers l'autonomie Résumé de la vidéo [00:57:49][^1^][1] - [01:23:22][^2^][2]:

      La vidéo aborde la décentralisation des organisations en présentant un modèle d'organisation cellulaire, où les équipes sont autonomes mais alignées sur des objectifs communs. Elle discute de la hiérarchie, de la subsidiarité et de l'importance de l'alignement des équipes pour atteindre des objectifs supérieurs.

      Points forts: + [00:57:49][^3^][3] Autonomie et contrôle * Introduction du management par objectifs clairs * Concept de mini-entreprises autonomes * Nécessité de reporter quotidiennement les activités + [01:00:12][^4^][4] Hiérarchie organisationnelle * Distinction entre hiérarchie humaine et organisationnelle * Utilisation de la subsidiarité plutôt que de la délégation * Les niveaux supérieurs servent les niveaux inférieurs + [01:02:21][^5^][5] Fonctions support dans les organisations cellulaires * Importance des fonctions support pour l'autonomie des équipes * Responsabilité des entités opérationnelles pour l'efficacité et l'efficience * Les fonctions support agissent en tant que fournisseurs de compétences + [01:04:41][^6^][6] Dynamique organisationnelle * Préférence pour les petites équipes et le principe de Dunbar * Importance des valeurs et règles internes * Adoption de l'amélioration continue et du changement permanent Résumé de la vidéo [01:23:24][^1^][1] - [01:31:30][^2^][2]:

      Cette partie de la vidéo aborde la décentralisation des organisations, en mettant l'accent sur l'évaluation des performances et des compétences au sein des équipes auto-organisées. Elle explore les différences entre les rôles et les fonctions dans ces équipes, ainsi que les méthodes d'évaluation adaptées à ce type de structure organisationnelle.

      Points forts: + [01:24:04][^3^][3] Pratiques d'évaluation * Différenciation entre performance et compétences * Évaluation des compétences individuelles * Co-responsabilité de la performance en équipe + [01:25:28][^4^][4] Évaluation chez Spotify * Utilisation de la méthode Scrum * Évaluation des compétences par les chapters * Évaluation à 360° par les coéquipiers + [01:27:15][^5^][5] Organisations cellulaires dans des structures pyramidales * Possibilité d'intégrer des équipes auto-organisées * Approche empirique et accompagnement des managers * Infusion progressive de l'auto-organisation

      Chaque point fort est accompagné de trois sous-points qui offrent un aperçu rapide du contenu abordé dans la vidéo.

  3. Apr 2024
    1. This is not a discrete project but an ongoing process and should always be competing for focus in strategic decision making.

      Absolutely agreed. One limitation of the Iron Triangle concept is that it often seems to be used to make decisions based on a snapshot in time (i.e. which two are we choosing now), when some choices have longer half-lives than others.

    1. [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.

      In 1983, at the dawn of the personal computer age, Apple Inc. in promotional film entitled "Lisa Soul Of A New Machine" touted their new computer, a 16-bit dual disk drive "personal office system", as something that would do away with "the cluttered desk, index cards, file folders, the in-out basket, [and] the calculator." (00:01)

      Some of these things moved to the realm of the computer including the messy desk(top) now giving people two messy desks, a real one and a virtual one. The database-like structure of the card index also moved over, but the subjective index and its search power were substituted for a lower level concordance search.

      30 years on, for most people, the value of the database idea behind the humble "index card" has long since disappeared and so it seems here as if it's "just" another piece of cluttery paper.

      Appreciate the rosy framing of the juxtaposition of "past" and "future" jumping over the idea of the here and now which includes the thing they're selling, the Lisa computer. They're selling the idealized and unclear future even though it's really just today.

    1. 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.

      While using different verbiage, Kaiser is talking about the idea of information overload here and providing the means to tame it by appropriately breaking it up into pieces upon which we might better apply our energies to turn it into something.

    2. it follows that no purchasable articlecan supply our individual wants so far as a key to our stockof information is concerned. We shall always be mainly de-pendent in this direction upon our own efforts to meet ourown situation.

      I appreciate his emphasis on "always" here. Though given our current rise of artificial intelligence and ChatGPT, this is obviously a problem which people are attempting to overcome.

      Sadly, AI seem to be designed for the commercial masses in the same way that Google Search is (cross reference: https://hypothes.is/a/jx6MYvETEe6Ip2OnCJnJbg), so without a large enough model of your own interests, can AI solve your personal problems? And if this is the case, how much data will it really need? To solve this problem, you need your own storehouse of personally curated data to teach an AI. Even if you have such a store for an AI, will the AI still proceed in the direction you would in reality or will it represent some stochastic or random process from the point it leaves your personal data set?

      How do we get around the chicken-and-egg problem here? What else might the solution space look like outside of this sketch?

    1. Business In former years the account ledger representedLedger

      Business Ledger

      This section looks at index cards for communication to/from clients and appropriate follow up with respect to sales management in a manufacturing firm. It broadly represents some examples of how one would do larger scale project management and follow up with index cards.

  4. Mar 2024
    1. temporal conscientization” (becoming conscious of historical

      for - definition - temporal conscientization - adjacency - temporal conscientization - Deep Humanity - poly-meta-perma-crisis - terror management - denial of death - Paolo Freire - denial of death - Ernest Becker - terror management - book - Critical Consciousness

      definition - temporal conscientization - introduced by Paolo Freire n his book, temporal conscientization means becoming conscious of historical change, our - past, -present and - futures - For people to intervene in the movement of history, - people need to understand - how they got to where they are now, - the era that they are coming from, but as well to understand - the movements and potentialities of change that are leading to different futures.

      adjacency - between - temporal conscientization - Deep Humanity - poly-meta-perma-crisis - terror management theory - denial of death - adjacency statement - Deep Humanity has always elevated the idea of knowing the past, present and future in order to frame meaning for navigating our future. - This is precisely the awareness of temporal conscientization. - Deep considerations of death, - and subsequently what meaning we can derive from life - is an integral part of the Deep Humanity exercise - A major theme of religions is the afterlife, or some continuation of consciousness after the process of death - In the context of temporal conscientization, - looking and - imagining - what our - individual and - collective future - looks like - the proposal of an afterlife is a terror management strategy to cope with our denial of death - Perhaps the emergence of the present poly-meta-perma-crisis is - a cultural indication to the collective intelligence of the human social superorganism that - the time has come to develop a mature theory of life and death that is - accessible to every member of our species so that - we can put the fragmenting, isolating existential question to rest once and for all

    1. Labour saving therefore means systematic application of expertlabour.

      This quote is broadly recognized in economic settings as true, but few in the knowledge management space place emphasis or focus on designing both simple systems which are easy to master and use on a regular, ongoing basis. This allows the knowledge worker the ability to more quickly (almost blindly) handle their indexing and filing operations so that things are precisely where they need them when required for use.

      Poor design will not only decrease the ease of use, but also discourage the user from both efficiently using and benefiting from their systems.

      Even simple and efficient filing systems require familiarity and expertise for them to effect useful gains to their users, and prove their effectiveness over time. If a user can't get to a basic level of functionality in short time, they're likely to give up on it and never see the ultimate benefits.

    2. The development of the card system and itsmore universal adoption within recent years isundoubtedly due in the mail to the development in modernbusiness and factory organisation ; it may be regarded as anoffspring of manufacture in quantities. (Massenfabrikation, Gross-industrie.) The recognised principle in manufacture in quantities ismaximum of output with minimum of labour. The means to attainthis end is specialisation, which in its turn yields greater precisionand accuracy as it^ result. All this is equally applicable to thecard system, and the last factor, greater precision and accuracy,is one of its most conspicuous claims.

      Julius Kaiser contemporaneously posits that mass manufacture and maximizing efficiency (greater output for minimum input) are the primary drivers of card index system use in the early 20th century. These also improve both precision and accuracy in handling information which allow for better company or factory operation, which would have been rising concerns for businesses and manufacturing operations at the rise of scientific management during the time period.

    1. A subversion takes place in whichstreamlining the process or increasing production supplants the ultimate goal, with eachperson or group thinking they’re doing the right thing—when, in fact, they have strayed offcourse. When efficiency or consistency of workflow are not balanced by other equally strongcountervailing forces, the result is that new ideas—our ugly babies—aren’t afforded theattention and protection they need to shine and mature.
    2. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glomonto words and stories that are often just stand-ins for real action and meaning. Advertiserslook for words that imply a product’s value and use that as a substitute for value itself.Companies constantly tell us about their commitment to excellence, implying that this meansthey will make only top-shelf products. Words like quality and excellence are misapplied sorelentlessly that they border on meaningless.
    3. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. Thehandle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face ofit, to stand for so much more. The suitcase represents all that has gone into the formation ofthe phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often,we grab the handle and—without realizing it—walk off without the suitcase. What’s more, wedon’t even think about what we’ve left behind. After all, the handle is so much easier to carryaround than the suitcase.

      Ed Catmull analogizes the idea of pithy business statements and aphorisms as old, heavy suitcases and their handles. It's easy to grab onto the handle and walk of only with it, particularly when the weight and inconvenience of the suitcase and its actual contents are no longer attached. One needs to make sure that their comfortable old suitcase handle is still attached to the case and the valuable, hard-won wisdom of the contents inside.

    4. I read many such books as I set about trying to become a better, more effective manager.Most, I found, trafficked in a kind of simplicity that seemed harmful in that it offered falsereassurance. These books were stocked with catchy phrases like “Dare to fail!” or “Followpeople and people will follow you!” or “Focus, focus, focus!” (This last one was a particularfavorite piece of nonadvice. When people hear it, they nod their heads in agreement as if agreat truth has been presented, not realizing that they’ve been diverted from addressing thefar harder problem: deciding what it is that they should be focusing on. There is nothing inthis advice that gives you any idea how to figure out where the focus should be, or how toapply your energy to it. It ends up being advice that doesn’t mean anything.) These sloganswere offered as conclusions—as wisdom—and they may have been, I suppose. But none ofthem gave me any clue as to what to do or what I should focus on.

      Curious that he might write this in a business book on creativity which is highly likely to fall trap to the same simple advice or catchy phrases.

      Does he ultimately give his own clear cut advice that means something?

      I'm reminded here of Dan Allosso's mention of the David Allen quote from Getting Things Done: "It is better to be wrong than to be vague."<br /> https://hypothes.is/a/yOFrNubcEe6AsafBDjDzBw

      Are business books too often vague when it would be better for them to be wrong instead?

    5. Catmull, Ed, and Amy Wallace. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. 1st ed. New York: Random House, 2014.

      Annotation link: urn:x-pdf:30663863383637656631613936313361656266663266383336636530383636623965393736396531323237383235353363353236653830623034366132373130

      alternate annotation link

    1. Manage systems lifecycles to eliminate legacy technology: ‘Legacy’ systems are not justhard to maintain and secure, they are extremely hard to restore. Regular investment in thelifecycle of all critical systems – both infrastructure and applications – is essential toguarantee not just security but also organisational resilience

      What is cutting edge today is legacy tomorrow

      As our layers of technology get stacked higher, the bottom layers get squeezed and compressed to thin layers that we assume will always exist. We must maintain visibility in those layers and invest in their maintenance and robustness.

    2. The need to embed security more deeply than ever into everything we do will requireinvestment in culture change across different parts of the Library. There is a risk that thedesire to return to ‘business as usual’ as fast as possible will compromise the changes intechnology, policy, and culture that will be necessary to secure the Library for the future. Astrong change management component in the Rebuild & Renew Programme will beessential to mitigate this risk, as will firm and well considered leadership from seniormanagers

      Actively avoiding a return to normal

      This will be among the biggest challenges, right? The I-could-do this-before-why-can’t-I-do-it-now question. Somewhere I read that the definition of “personal character” is the ability to see an action through after the emotion of the commitment to the action has passed. The British Library was a successful institution and will and to return to that position of being seen as a successful instituting as quick as it possibly can.

    1. Die vom deutschen Bundeswirtschaftsminister Habeck verkündete Carbon-Management-Strategie erlaubt CCS auch bei Gaskraftwerken, bei denen es aber nicht gefördert werden soll. Vorgesehen ist ein Pipeline-System zur Speicherung von CO<sub>2</sub> im Boden des deutschen Teils der Nordsee. Der BUND-Vorsitzende Olaf Brandt sprach davon, dass Habeck damit eine Büchse der Pandora öffne. Durch die Strategie wird eine kommerzielle CCS-Infrastruktur möglich, von der die Gasindustrie profitiert. https://taz.de/Habecks-CO2-Speicherplaene/!5991971/

  5. Feb 2024
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    1. Property Management

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    1. 2 274 vues 4 mai 2022 INSTITUT DES HAUTES ÉTUDES DE L'ÉDUCATION ET DE LA FORMATION (IH2EF) Le management est le cœur des métiers des cadres de l’Éducation Nationale. Il est aujourd’hui nécessaire de permettre à chaque cadre de notre institution de développer ses compétences managériales et ce dans un environnement complexe et en pleine transformation.

      Le management est l’un des axes fort de la formation à l’IH2EF avec la mise en place d’un dossier dédié au management humain et le lancement d’un plan national d’accompagnement managérial (PAM). Le manager est un élément clé de l’organisation dans la mesure où il met en œuvre le changement, accompagne les équipes, anticipe et gère les crises, impulse une dynamique au travers de son style de management, encourage au bien-être et à la qualité de vie au travail. Pour bien accompagner ses équipes et en appui du service ressources humaines, le manager devra tenir compte des ressources dont il dispose (matérielles mais surtout humaines) afin de bien identifier, comprendre et analyser les besoins et les attentes exprimés par ses collaborateurs. Il aura à cœur d’identifier et de valoriser les forces et les atouts de chaque membre de son équipe pour faire face aux défis futurs et aux transformations à venir. Cette émission a pour objectif de définir et d’illustrer ce que sont accompagnement de la transformation et accompagnement au changement pour un cadre de l’Éducation Nationale en proposant des pistes et leviers d’actions.

      Direct : Etre un manager de la transformation 3 mai 2022 / de 17h à 18h sur le site de l’IH2EF et sur sa chaîne Youtube

      Lors de ce direct, nous tenterons de construire ensemble les réponses aux questions suivantes : - qu’est-ce que la transformation dans l’Éducation Nationale ? - comment accompagner le changement, le rôle du manager ? - comment accompagner le changement, quelle place pour le management collaboratif ? - quels sont les outils et les leviers d’actions pour accompagner les transformations ?

      Intervenants : Hervé CHOMIENNE, maître de conférences en sciences de gestion (ISM-IAE_Université Versailles St-Quentin-en-Yvelines) et expert associé (IH2EF) Fabienne SAUNIER, proviseure de lycée professionnel (académie d'Aix-Marseille) et experte associée (IH2EF) Charles MORACCHINI, DAFPE et IA-IPR EVS (académie de Clermont-Ferrand) et expert associé (IH2EF)

    1. Congrès du snceel 2024 - 24-01-2024 - Palais du Grand Large de Saint-Malo Entretiens croisés "L'INTELLIGENCE DE LA RELATION" avec Anne-Lise Seltzer et Nathanaël Wallenhorst

  6. Jan 2024
    1. This practice offers a sense of control over one's time and allows for personal decision-making. Most importantly, it grants time for reflection before tending to others' demands.
    1. Die nördlichen Wälder Kanadas wurden seit 1976 durch Holzfällen erheblich geschädigt, wie eine neue Studie über zwei Provinzen zeigt. Nicht nur ging der Waldbestand erheblich zurück, die übrig gebliebenen Gebiete sind durch Fragmentierung für den Klimaschutz weniger relevant als die ursprünglichen Wälder. Der Nachhaltigkeitsbegriff der kanadischen Regierung sei vor allem an den Bedürfnissen der Holzindustrie orientiert, stellt der Hauptautor der Studie fest. Experten bezeichnen die Ergebnisse der auch als methodisch wichtig angesehenen Studie als schockierend. https://www.nytimes.com/2024/01/04/world/canada/canada-boreal-forest-logging.html

      Studie: https://www.mdpi.com/2073-445X/13/1/6

  7. Dec 2023
    1. Adler & Hutchinson's Great Books of the Western World was an encyclopedia-based attempt to focus society on a shared history as their common ground. H. G. Wells in his World Encyclopedia thesis attempts to forge a new "moving" common ground based on newly evolving knowledge based on distilling truth out of science. Shared history is obviously much easier to dispense and spread about compared to constantly keeping a growing population up to date with the forefront of science.

      How could one carefully compose and juxtapose the two to have a stronger combined effect?

      How could one distribute the effects evenly?

      What does the statistical mechanics for knowledge management look like at the level of societies and nations?

      link to https://hypothes.is/a/abTT1KPDEe6nqxPx4fXggw

    2. I dislike isolated events anddisconnected details. I really hate state-ments, views, prejudices, and beliefsthat jump at you suddenly out of mid-air.

      Wells would really hate social media, which he seems to have perfectly defined with this statement.

    3. 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.
    4. I believe thatin some such way as I have sketched, themental forces now largely and regrettablyscattered and immobilized in the univer-sities, the learned societies, research in-stitutions, and technical workers of theworld could be drawn together into areal directive world intelligence, and bythat mere linking and implementing ofwhat is known, human life as a wholecould be made much surer, stronger,bolder, and happier than it has ever beenup to the present time.
    5. We live in a worldof unused and misapplied knowledge andskill. That is my case. Knowledge andthought are ineffective.
    1. In the course of these experiments I have devoted a certain amount of anxious thought to the conspicuous ineffectiveness of modern knowledge.

      Does information overload prevent us from using knowledge more effectively? Are we distracted by the mundane?

    1. 4. Cite Card Icon : Hat (something above you)Tag : 5th block Quotation, cooking recipe from book, web, tv, anything about someone else’s idea is classified into this class. Important here is distinguishing “your idea (Discovery Card)” and “someone else’s idea (Cite Card)”. Source of the information must be included in the Cite Card. A book, for example, author, year, page(s) are recorded for later use.


      Despite being used primarily as a productivity tool the PoIC system also included some features of personal knowledge management with "discovery cards" and "citation cards". Discovery cards were things which contained one's own ideas while the citation cards were the ideas of others and included bibliographic information. Citation cards were tagged on the 5th block as an indicator within the system.

      Question: How was the information material managed? Was it separate from the date-based system? On first blush it would appear not, nor was there a subject index which would have made it more difficult for one to find data within the system.

    1. o i come back to this issue of stories and how we organize our thinking 01:11:03 and worlds around stories and especially stories of ours of what our own purpose in life is uh how we respond to our desperate fear of mortality and death i draw on the work of the anthropologist 01:11:16 and social psychologist ernest becker which has been elaborated by social psychologists in something called terror management theory
      • for: adjacency - Thomas Homer-Dixon - Ernest Becker, terror management theory, immortality project
    1. It’s not available to everyone, but a senior leadership who is vocal about lifelong learning can give you greater access to open doors, and people will take it more seriously. Time is never wasted with senior leadership and demonstrating the long-term interest for the institution, communities and companies we serve.

      Executive sponsorship is a $0, very valuable resource.

    1. Crux - 1. Apple is not a company where general managers oversee managers; rather, it is a company where experts lead experts. The assumption is that it’s easier to train an expert to manage well than to train a manager to be an expert. 1. Whereas the fundamental principle of a conventional business unit structure is to align accountability and control, the fundamental principle of a functional organization is to align expertise and decision rights. 1. In a functional organization, individual and team reputations act as a control mechanism in placing bets. 1. So, that means if the camera team pitches an idea, but the same doesn't receive a good response from the users, for the next model the camera team's functionality will have a lower priority than suppose the touch team. 1. As is often the case with decentralized business units, managers were inclined to fight with one another, over transfer prices in particular. 1. Managers should be expertise in their fields. They should spend majority of their time either owning, learning or teaching, and less of delegating. Each piece they work on should be deeply thought of . 1. Squircle scenario. 1. Cross functional debates

  8. Nov 2023
    1. However, the miniscule size of ‘facts’ did not neces-sarily reflect Deutsch’s adherence to any theory of information. Instead, it indicated hispersonal interest in distinctions of the smallest scale, vocalized by his motto ‘de minimiscurat historicus’, that history’s minutiae matter.

      Gotthard Deutsch didn't adhere to any particular theory of information when it came to the size of his notes. Instead Jason Lustig indicates that his perspective was influenced by his personal motto 'de minimis curat historicus' (history's minutiae matter), and as a result, he was interested in the smallest of distinctions of fact and evidence. ᔥ

    1. 36% of Salesforce customers that have bought other companies’ cloud products – like Service Cloud, Sales or Marketing Cloud – have also purchased Community Cloud. In addition to that, 21% of respondents intend to purchase Community Cloud in the very near future. If this is true, more than 50% of the most active Salesforce customers will use Community Cloud actively for their business needs very soon. And all of that within two years of the product launch!

      These numbers suggest a growing preference for Community Cloud among Salesforce's most active user base, so that underscores a substantial opportunity for businesses to enhance their Salesforce experience through Community Cloud integration.

    1. For all data to be in one place and for effective management of all the processes, as well as streamlined idea implementation, the Idea Management System is created. This is a digital platform designed to improve the process of generating, evaluating, and tracking ideas. It provides a centralized location where users can submit their ideas, and where managers can review and evaluate them. IMS tools also provide valuable analytics, allowing managers to track the progress of ideas and identify areas for improvement.

      Similar to the Idea Management System (IMS) discussed earlier, the Partner Portal serves as a centralized digital platform. Its purpose is to enhance the partner program by providing a unified space for partners to engage, collaborate, and access resources.

    2. Сompanies frequently contact their clients, partners, or employees to hear their feedback and learn how they think the product or service could be better. For example, the type of functionality to add to a product to make it more convenient and useful. The idea management process helps organize and keep track of all the stages: collecting, evaluating, and implementing new ideas for a business.

      The idea management tools have truly elevated the product development process. It's an efficient way to collect and implement new ideas, ensuring our products remain relevant and customer-centric.

    1. In a recent report into what tech partners want, 58% of partners cite a lack of communications as a factor in why partnerships don’t reach expectations. Communication challenges include channels and frequency.

      The report highlights issues with channels and frequency as primary communication challenges. Ensuring a streamlined and efficient communication process within the partner portal is crucial for overcoming these hurdles. It's evident that resolving these communication issues is fundamental to fostering successful tech partnerships and optimizing the overall effectiveness of the partner program.

    1. Accessing Ideas in the Salesforce Lightning Experience (LEX) has become increasingly challenging for users, as they are required to switch to Classic in order to access ideas on their online community. This process of switching back and forth between Classic and Lightning is highly inconvenient and poses a significant hurdle for Lightning users.

      The current challenge of accessing ideas in Salesforce Lightning Experience (LEX) hinders this objective, forcing users to inconveniently switch to Classic. This disrupts the flow of feedback, slowing down the process and creating hurdles for Lightning users. To optimize the system, it's essential to streamline idea access within Lightning, eliminating the need for users to switch back and forth.

  9. Oct 2023
    1. While helpful at times, these distinctions fail to acknowledge that the quality of the internal tooling and even the technical infrastructure can profoundly impact your customers. The tools you build for your colleagues affect the customer experience and their relationship with your company and its products.

      I wish more companies understood this, especially the part about technical infrastructure. Stability is customer-facing!

  10. Sep 2023
    1. I mean, just what I said. If you adapt the zettelkasten to meet knowledge management needs, that’s great. But it does need adapting (as your examples, none of which are conversation-partner zettelkästen but, as syntopicon implies, a collection of information gathered into categories) and is not the best way to do it. (Edit: Ryan Holiday’s system is, by his own admission, not a zettelkästen despite being a bunch of cards with notes on them categorized in a box). Even the source you use about Goitein admits that he was more in the commonplace book tradition, and that other people’s use of his cards is not common to the point of being remarked on here. He doesn’t even call it a zettelkästen, and shouldn’t. There’s not even links or reference numbers, which are integral to the ZK system.It’s not an argument. But as with everything ymmv.(For what it’s worth, my ZK is extremely specific to my individual projects and readings. But I imagine that yes, with time and heavy adaptations, you can make it into little more than a record of my knowledge into broad topics. That you can use it that way does not mean that’s what it is for.)

      reply to u/glugolly at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1l8lyk/?utm_source=reddit&utm_medium=web2x&context=3

      How is it that you're defining knowledge management or knowledge management system?

      I would argue that any zettelkasten of any stripe is taking knowledge/ideas from either content or one's own brain and transferring them into some sort of media by which they are managed or structured in some way for later linking, combination, or other reuse. By base definition this is clearly knowledge management. I don't know how one defines it otherwise except by pure denial.

      Your view of zettelkasten seems remarkably narrow. As a small sample the original Maschinen der Phantasie Marbach exhibition in 2013, which broadly prefigured the popularization of zettelkasten (and in particular the launch of zettelkasten.de) which we see today featured six zettelkasten of which Luhmann's was the only one with reference numbers or what we might now consider explicit HTML-like links. Most of the others contained either explicit groupings or implied links, but that doesn't diminish the value they held for their creators for creating a conversation of ideas for them. Incidentally most of the zettelkasten featured there prefigured Luhmann's and only two were roughly contemporaneous with his.

      If you look more closely at Adler, et al. you'll notice that the entire purpose of their enterprise was to create and nurture a conversation between themselves and their readers with texts and authors spanning over 2,500 years, a point which is underlined by the introductory volume which preceded the two volumes of the Syntopicon. Not coincidentally, that first volume of the 54 book series was entitled "The Great Conversation."

      Specifically from Adler's "How to Read a Book", the first edition of which predated the Great Books of the Western World:

      Reading a book should be a conversation between you and the author.

      This is a process which is effectuated by

      Marking a book is literally an expression of your differences or your agreements with the author. It is the highest respect you can pay him.

      and later,

      That is to make notes about the shape of the discussion-the discussion that is engaged in by all of the authors, even if unbeknownst to them. For reasons that will become clear in Part Four, we prefer to call such notes dialectical.

      (As an aside, why aren't more people talking about the nature of dialectical notes, which seem far more important and useful than either fleeting notes and permanent notes?)

      In your link to Holiday, he doesn't say his system isn't a zettelkasten, a word which an English speaker was highly unlikely to have used in 2013 in any case, even when referencing Manfred Kuehn from 2007. It simply indicates that "[Luhmann's] discipline seems to exceed mine because I am a lot less ordered".

      The Goitein source (which I wrote) may use commonplace book as a descriptor but that doesn't mitigate the fact that the entirety of the zettelkasten tradition arises from it (the primary difference being things written (usually) on bound pages versus slips of paper). Before these there was the closely related idea of florilegia stemming from the earlier locus communis (Latin) and tópos koinós (Greek).

    2. Well one obvious drawback is that zettelkästen is not a knowledge management system.

      reply to u/glugolly at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1fn8w4/?utm_source=reddit&utm_medium=web2x&context=3 and

      Well, Zettelkasten is not a knowledge management system. [...] Update: I mean digital ZK. Shoe-box ZK is a combination of knowledge management system of that time and "thought system" of Niklas Luhmann. u/Aponogetone at https://www.reddit.com/r/Zettelkasten/comments/16njtfx/comment/k1f23nj/?utm_source=reddit&utm_medium=web2x&context=3

      I'm curious to see some evidence for why both you and u/Aponogetone say that a slip box (analog, digital or otherwise) is not a knowledge management system? Perhaps you don't think of it that way or use it solely to that end, but I find it difficult to see in light of the way I use mine and others have in the past. I suspect that if I had access to either of yours I could use it as a knowledge management system and it would tell me a lot about your interests and what you know and with a bit of work I could continue using it as one.

      Even an argument against the more encompassing group nature versus personal or individual knowledge management systems is blunted by the use of a Zettelkasten by Adler, Hutchins, et al. to create the Syntopicon, the group uses by the Mundaneum effort (which went to great lengths to standardize information to be findable), the Oxford English Dictionary compilation, Thesaurus Linguae Latinae (TLL), Wörterbuch der ägyptischen Sprache, or even the academics who still use photocopies or microfilm versions of S.D. Goitein's zettelkasten.

      What are the rest of us missing in your argument?

    1. To build HIPAA compliant software, developers need to be aware of and comply with several key requirements outlined in the HIPAA Privacy Rule and Security Rule. These requirements are designed to ensure the confidentiality, integrity, and availability of protected health information (PHI) and to prevent unauthorized access, use, or disclosure of PHI.

      Building software compliant with HIPAA standards necessitates a deep understanding of its Privacy and Security Rules to safeguard protected health information effectively.

  11. Aug 2023
    1. Salesforce Experience Cloud serves as a comprehensive platform that enables you to create various digital experiences, such as partner portals, volunteer communities, support portals, customer communities, and more. It’s a space that empowers your users to stay up-to-date with the latest information, access valuable resources, communicate with each other, provide feedback, or contact you to resolve their issues. Therefore, utilizing such an environment to host events will undoubtedly revolutionize the way they are managed and experienced.

      Interesting, should investigate this later, must be worthwhile

    1. BookmarkTypes and uses of PKM

      Almost every well known writer/composer/creative throughout history had some sort of note taking or knowledge system of one sort or another (florilegium, commonplace books, notebooks, diaries, journals, zettelkasten, waste books, mnemonic techniques, etc.), which would put them into your "active" category. I think you'd be hard put to come up with evidence of a "sudden" emergence of an "active" PKM system beyond the choice of individual users to actively do something with their collections or not.

      If you want to go more distant than Eminem, try looking closely at Ramon Llull's practice in the 11th century, or Homer in the c. 8th century BCE. Or to go much, much farther back, there's solid evidence that indigenous peoples in Australia had what you call both passive and active PKM systems as far back as 65,000 years ago. These are still in use today. Naturally these were not written, but used what anthropologists call orality. (See Walter Ong, Milman Parry, Lynne Kelly, Margo Neale, Duane Hamacher, et al.)

  12. Jul 2023
    1. Treatment:

      1. We noticed that we regards to ICS Adherence there is comment 'not applicable', however, the patient is on ICS (please see section Management Options: Patients on inhaled steroid in combination with LABA), therefore, it seems inconsistent with the comment related to inhaled therapy outlined in the section Management Options.
      2. So the question is: Is the patient actually on ICS?
      3. Drug list is inconsistent with Management Options considerations.
  13. Jun 2023
    1. Setup a recurring Zoom meeting for set times every week where you guarantee to be present. As much as possible, when people send you an ambiguous request or initiate a conversation that will require a lot of back and forth, point them toward your office hours schedule and tell them to stop by next time they can to discuss. It’s a simple idea, but it can reduce the number of attention-snagging back-and-forth electronic messages in your professional life by an order of magnitude.
    2. I currently inhabit four professional roles: writer, teacher, researcher, and director of graduate studies for my department. For each of these roles, I set up a Trello board that includes a column for: things I’m working on actively, thing I’m waiting to hear back about from someone else,  things on my “back burner” that I’m not yet ready to tackle, and  a list of ambiguous or complicated things that I need to spend some time on figuring out. Every email I receive immediately gets moved to one of these columns in one of my Trello boards.
    1. I’ve also found that Tailwind works extremely well as an extension of my memory. I’ve uploaded my “spark file” of personal notes that date back almost twenty years, and using that as a source, I can ask remarkably open-ended questions—“did I ever write anything about 19th-century urban planning” or “what was the deal with that story about Houdini and Conan Doyle?”—and Tailwind will give me a cogent summary weaving together information from multiple notes. And it’s all accompanied by citations if I want to refer to the original direct quotes for whatever reason.

      This sounds like the sort of personalized AI tool I've been wishing for since the early ChatGPT models if not from even earlier dreams that predate that....

  14. May 2023
    1. Stephen Davies, Javier Velez-Morales, & Roger King (2005), "Building the memex sixty years later: trends and directions in personal knowledge bases", Department of Computer Science, University of Colorado at Boulder. The Wikipedia article on personal knowledge bases (PKBs) is basically a summary of the technical report. The report defined personal knowledge base systems, described their benefits, reviewed relevant fields of research, and compared systems in terms of several aspects of their data models: structural framework, knowledge elements, schema, and the role of transclusion. This report is the most comprehensive publication I've read that compares PKB systems according to their key features.
    1. They are efficiency and effectiveness. For memory systems, an effective system is one that gets the right answer every time no matter how long it takes you. And the efficient system is one that uses the least amount of resources like time, associations, dependent systems, etc. but it may not be that good at providing the correct answers.

      Efficiency and effectiveness measures for specific mnemonic systems may vary from person to person, so one should consider them with respect to their own practices. There may not be a single "right" or "correct" practice universally, but there could be one for everyone individually based on their own choices or preferences.

    1. human beings need to learn how to die and that in refusing to do so we have become so dislocated so isolated from ourselves from our environment we are causing our own death and the death of 00:02:38 the very many species we share this planet with
      • This is a very broad and sweeping statement.
        • While I agree with it,
          • what does "learning how to die" exactly mean?
          • unless we know in details, we won't have an actionable strategy
    2. Sheldon Solomon on the connection between the denial of death and the Anthropocene

    1. Writing permanent notes was time consuming as f***.

      The framing of "permanent notes" or "evergreen notes" has probably hurt a large portion of the personal knowledge management space. Too many people are approaching these as some sort of gold standard without understanding their goal or purpose. Why are you writing such permanent/evergreen notes? Unless you have an active goal to reuse a particular note for a specific purpose, you're probably wasting your time. The work you put into the permanent note is to solidify an idea which you firmly intend to reuse again in one or more contexts. The whole point of "evergreen" as an idea is that it can actively be reused multiple times in multiple places. If you've spent time refining it to the nth degree and writing it well, then you had better be doing so to reuse it.

      Of course many writers will end up (or should end up) properly contextualizing individual ideas and example directly into their finished writing. As a result, one's notes can certainly be rough and ready and don't need to be highly polished because the raw idea will be encapsulated somewhere else and then refined and rewritten directly into that context.

      Certainly there's some benefit for refining and shaping ideas down to individual atomic cores so that they might be used and reused in combination with other ideas, but I get the impression that some think that their notes need to be highly polished gems. Even worse, they feel that every note should be this way. This is a dreadful perspective.

      For context I may make 40 - 60 highlights and annotations on an average day of reading. Of these, I'll review most and refine or combine a few into better rougher shape. Of this group maybe 3 - 6 will be interesting enough to turn into permanent/evergreen notes of some sort that might be reused. And even at this probably only one is interesting enough to be placed permanently into my zettelkasten. This one will likely be an aggregation of many smaller ideas combined with other pre-existing ideas in my collection; my goal is to have the most interesting and unique of my own ideas in my permanent collection. The other 2 or 3 may still be useful later when I get to the creation/writing stage when I'll primarily focus on my own ideas, but I'll use those other rougher notes and the writing in them to help frame and recontextualize the bigger ideas so that the reader will be in a better place to understand my idea, where it comes from, and why it might be something they should find interesting.

      Thus some of my notes made while learning can be reused in my own ultimate work to help others learn and understand my more permanent/evergreen notes.

      If you think that every note you're making should be highly polished, refined, and heavily linked, then you're definitely doing this wrong. Hopefully a few days of attempting this will disabuse you of the notion and you'll slow down to figure out what's really worth keeping and maintaining. You can always refer back to rough notes if you need to later, but polishing turds is often thankless work. Sadly too many misread or misunderstand articles and books on the general theory of note taking and overshoot the mark thinking that the theory needs to be applied to every note. It does not.

      If you find that you're tiring of making notes and not getting anything out of the process, it's almost an assured sign that you're doing something wrong. Are you collecting thousands of ideas (bookmarking behavior) and not doing anything with them? Are you refining and linking low level ideas of easy understanding and little value? Take a step back and focus on the important and the new. What are you trying to do? What are you trying to create?

  15. Apr 2023
    1. Want to read: How Romantics and Victorians Organized Information by Jillian M. Hess 📚


      👀 How did I not see this?!?? 😍 Looks like a good follow up to Ann Blair's Too Much to Know (Yale, 2010) and the aperitif of Simon Winchester's Knowing What We Know (Harper) which just came out on Tuesday. 📚 Thanks for the recommendation Kimberly!

    1. Twitter is a neat illustration of the problem with benevolent dictatorships: they work well, but fail badly. Because they are property — not protocols — they can change hands, and overnight, you get a new, malevolent dictator who wants to retool the system for extraction, rather than collaboration.

      Benevolent dictatorships: work well; fail badly

      Twitter is the example listed here. But I wonder about benevolent dictatorships in open source. One example: does Linus have a sound succession plan for Linux? (Can such a succession plan even be tested and adjusted?)

    1. To buy or not to buy a course? And, if the latter, which one? .t3_12fowjy._2FCtq-QzlfuN-SwVMUZMM3 { --postTitle-VisitedLinkColor: #9b9b9b; --postTitleLink-VisitedLinkColor: #9b9b9b; --postBodyLink-VisitedLinkColor: #989898; } questionSo, I've been considering buying an online course for Zettelkasten (in Obsidian). Thing is... There are a bunch of them. Two (maybe three) questions:Is it worth it? Has anyone gone down that path and care to share their experience?Any recommendations? I've seen a bunch of options and really don't have any hints on how to evaluate them.

      reply to u/Accomplished-Tip-597 at https://www.reddit.com/r/Zettelkasten/comments/12fowjy/to_buy_or_not_to_buy_a_course_and_if_the_latter/

      Which "industry", though? Productivity? Personal Knowledge Management? Neither of these are focused on the idea of a Luhmann-esque specific zettelkastenare they?

      For the original poster, what is your goal in taking a course? What do you want to get out of it? What are you going to use such a system for? The advice you're looking for will hinge on these.

      Everyone's use is going to be reasonably idiosyncratic, so not knowing anything else, my general recommendation (to minimize time, effort, and expense) would be to read one of the following (for free), practice at some of it for a few weeks before you do anything else. Then if you need it, talk u/taurusnoises into a few consultations based on what you'd like to accomplish. He's one of the few who does this who's got experience in the widest variety of traditions in addition to expertise in the platform you want (though I'd still recommend him if you were using something else.)

    1. Link to: https://hypothes.is/a/lV19ytGBEe2ynWMu34UKUg

      This depreciation is done at the lowest level of exchange and caused the system to collapse rather quickly. What level is our current exchange done at such that the inequalities are pushed up multiple levels making the system seem more stable? How is instability introduced? How could it be minimized?

      Our current system is valued both by time and skill (using the measure of payment per hour).

      Compare this with salespeople who are paid on commission rather than on an hourly basis. They are then using their skill of sales ability and balancing time (and levels of chance) to create their outcomes, but at the same time, some of their work is built on the platform that sales management or the company provides. Who builds this and how do they get paid for it? Who provides sales leads? How is this calculated into the system costs?

      How do these ideas fit into the Bullshit Jobs thesis?

  16. Mar 2023
    1. By looking at practices of note-taking for their ownsake we can get a better idea of how people performed intellectual work in the past, what caughttheir attention and how they moved from reading to producing a finished work, often via note-taking.
    1. Other PKM forums, places to discuss?

      reply to u/deafpolygon at https://www.reddit.com/r/PKMS/comments/121ihrj/other_pkm_forums_places_to_discuss/

      The space is fragmented broadly by both tools (some with specific workflows) and philosophies, so you may have to hunt/peck (or subscribe/filter) for the types of pieces you're searching for. Here's some resources you might appreciate. In the fora section things are ordered roughly by relation to the topic as well as frequency of posting/activity.




      For some communities like Obsidian, Logseq, etc. you're also likely to find discord servers with some reasonable sub-channels and activity as well. A good non-product specific Discord with related material is The Productivists at https://discord.gg/m2bP2hh3. There's also one for Zettelkasten https://discord.gg/bYrVm9sr.

      And of course as you visit all these locales, be sure to mention r/PKMS and maybe more will learn that this location is a better catch-all for in-depth conversations and questions.

    1. Watts, Charles J. The Cost of Production. Muskegon, MI: The Shaw-Walker Company, 1902. http://archive.org/details/costproduction01wattgoog.

      Short book on managing manufacturing costs. Not too much of an advertisement for Shaw-Walker manufactured goods (files, file management, filing cabinets, etc.). Only 64 pages are the primary content and the balance (about half) are advertisements.

      Given the publication date of 1902, this would have preceded the publication of System Magazine which began in 1903. This may have then been a prototype version of an early business magazine, but with a single author, no real editorial, and only one article.

      Presumably it may also have served the marketing interests of Shaw-Walker as a marketing piece as well.

      Tangentially, I'm a bit intrigued by the "Mr. Morse" mentioned on page 109 who is being touted as an in-house consultant for Shaw-Walker.... Is this the same Frank Morse who broke off to form the Browne-Morse Co.? (very likely)

      see: see also: https://hypothes.is/a/Sp8s4sprEe24jitvkjkxzA for a snippet on Frank Morse.

    1. // - This article provides an intersectional study of: - climate change, - collective action research - terror management theory / mortality salience - it explains the beneficial impacts of non-rational relational ontology and recommends the use of ritual practices based on this as a way to promote pro-environmental behavior


    2. There is reason to think that the effects of mortality salience are different in relational ontology. Contemporary Heathens are a particular sort of hybrid in living in modern society and emerging out of individualized ontologies, but forming incipient gift economies and expressing what I term a “gift ethic,” with an appreciation for what we receive from others, and desire to give in turn, sustaining social ecological systems as distributed networks of adaptive relations.
      • key observation
      • key insight
    3. Talking about climate change makes us aware of the fact that we are going to die, and social psychological research in the area known as “terror management theory” finds that this mortality salience prompts psychologically defensive strategies that are significantly counterproductive to environmentalism. However, rituals of giving thanks and the felt experience of gratitude they engender through tacit learning may be effective in generating pro-environmental behaviour.

      // in other words - mortality salience alone is counter-productive - it triggers psychological defense strategies. - it must be accompanied by expressions of gratitude to be effective and transformative

    4. Abstract

      // abstract - summary - Rationalist approaches to environmental problems such as climate change - apply an information deficit model, - assuming that if people understand what needs to be done they will act rationally. - However, applying a knowledge deficit hypothesis often fails to recognize unconscious motivations revealed by: - social psychology, - cognitive science, - behavioral economics.

      • Applying ecosystems science, data collection, economic incentives, and public education are necessary for solving problems such as climate change, but they are not sufficient.
      • Climate change discourse makes us aware of our mortality
      • This prompts consumerism as a social psychological defensive strategy,
      • which is counterproductive to pro-environmental behavior.
      • Studies in terror management theory, applied to the study of ritual and ecological conscience formation,
      • suggest that ritual expressions of giving thanks can have significant social psychological effects in relation to overconsumption driving climate change.
      • Primary data gathering informing this work included participant observation and interviews with contemporary Heathens in Canada from 2018–2019.
    1. "Personal Knowledge Management Is Bullshit"

      reply to jameslongley at https://forum.zettelkasten.de/discussion/2532/personal-knowledge-management-is-bullshit

      I find that these sorts of articles against the variety of practices have one thing in common: the writer fails to state a solid and realistic reason for why they got into it in the first place. They either have no reason "why" or, perhaps, just as often have all-the-reasons "why", which may be worse. Much of this is bound up in the sort of signaling and consumption which @Sascha outlines in point C (above).

      Perhaps of interest, there are a large number of Hypothes.is annotations on that original article written by a variety of sense-makers with whom I am familiar. See: https://via.hypothes.is/https://www.otherlife.co/pkm/ Of note, many come from various note making traditions including: commonplace books, bloggers, writers, wiki creators, zettelkasten, digital gardening, writers, thinkers, etc., so they give a broader and relatively diverse perspective. If I were pressed to say what most of them have in common philosophically, I'd say it was ownership of their thought.

      Perhaps it's just a point of anecdotal evidence, but I've been noticing that who write about or use the phrase "personal knowledge management" are ones who come at the space without an actual practice or point of view on what they're doing and why—they are either (trying to be) influencers or influencees.

      Fortunately it is entirely possible to "fake it until you make it" here, but it helps to have an idea of what you're trying to make.