69 Matching Annotations
  1. Jan 2024
  2. Aug 2023
    1. these are the seven main thrusts of the series
      • for: societal design, designing societies, societal architecture, transforming society, whole system change, SSO, social superorganism, John Boik

      The seven main ideas for societal design: 1. societal transformation - is necessary to avoid catastrophe 2. the specific type of transformation is science-based transformation based on entirely new systems - de novo design - 3. A practical way to implement the transformation in the real world - it must be economical, and doable within the short time window for system change before us. - Considering a time period of 50 years for total change, with some types of change at a much higher priority than others. - The change would be exponential so starting out slower, and accelerating - Those communities that are the first to participate would make the most rapid improvements. 4. Promoting a worldview of society as a social superorganism, a cognitive organism, and its societal systems as a cognitive architecture. 5. Knowing the intrinsic purpose of a society - each subsystem must be explained in terms of the overall intrinsic purpose. 6. The reason for transformation - Transformation that improves cognition reduces the uncertainty that our society's intrinsic purpose is fulfilled. 7. Forming a partnership between the global science community and all the local communities of the world.

  3. Jul 2023
    1. most of what we do when we look at power is we say, "This person is bad, let's get them out." And then we end up with another bad person a few minutes later or a few months later. And as a result of that, we end up replicating the exact same problems over and over and over.
      • we look at a bad person
      • try to get rid of him/her
      • when we do, then another bad person ends up in the role
      • this is because we are treating the symptom, not the root cause
    2. And so when we have this simplistic view of power, we're missing the story. What you really need is a system that attracts the right kind of people 01:18:20 so that the diplomats who are clean and nice and rule-following end up in power. Then you need a system that gives them all the right incentives to follow the rules once they get there. And then if you do have people who break the rules, there needs to be consequences. So the study from UN diplomats and their parking behavior actually, I think, illuminates a huge amount of very interesting dynamics around power,
      • how to create a system that mitigates abuse, based on the UN diplomat parking example
        • create a system that attracts the right kind of people so that the people who are clean and nice and rule-following end up in power.
        • Give them all the right incentives to follow the rules once they get there.
        • If you do have people who break the rules, there needs to be consequences.
    3. the reason I focus on the system so much is not just because it's something that's so important, it is, but also because it's the most straightforward thing to change. Trying to change a psychopath or trying to change a bad leader is hard.
      • key insight
        • changing a psychopath is hard
        • changing a system that produces the psychopath is easier
    4. systems make an enormous difference. Systems make a difference on a few levels. The first is that rotten systems attract rotten people.
      • key finding
        • rotten systems attract rotten people
        • good systems attract good people
    5. if we want to end up with a world that is shaped by the best of us, rather than very often the worst of us, we have to think carefully, we have to engineer a system.
      • key insight
      • quote
        • if we want to end up with a world that is shaped by the best of us, rather than very often the worst of us,
          • we have to think carefully, we have to engineer a system.
          • think of the worst person for the job position you are hiring for
          • design the system to
            • screen that person out
            • if they do manage to get in, have oversight that can eliminate them from the post
            • have a system in place that looks upwards to the top position to scrutinize them and hold them accountable
  4. May 2023
    1. Following a pattern seen in many modern wooden recipe card boxes to hold the current recipe one is working on, Jeff Sheldon has cut a long thin slot into his card holder to allow one to stand up today's card in the front as a means of displaying and featuring what needs to get done.

    1. https://ugmonk.com/

      Developed in a Kickstarter, ugmonk.com is where Jeff Sheldon now sells his Analog productivity system and refills as well as other related lifestyle brand products.

  5. Jan 2023
    1. How do you maintain the interdisciplinarity of your zettlekasten? .t3_10f9tnk._2FCtq-QzlfuN-SwVMUZMM3 { --postTitle-VisitedLinkColor: #9b9b9b; --postTitleLink-VisitedLinkColor: #9b9b9b; --postBodyLink-VisitedLinkColor: #989898; }

      As humans we're good at separating things based on categories. The Dewey Decimal System systematically separates mathematics and history into disparate locations, but your zettelkasten shouldn't force this by overthinking categories. Perhaps the overlap of math and history is exactly the interdisciplinary topic you're working toward? If this is the case, just put cards into the slip box closest to their nearest related intellectual neighbor—and by this I mean nearest related to you, not to Melvil Dewey or anyone else. Over time, through growth and branching, ideas will fill in the interstitial spaces and neighboring ideas will slowly percolate and intermix. Your interests will slowly emerge into various bunches of cards in your box. Things you may have thought were important can separate away and end up on sparse branches while other areas flourish.

      If you make the (false) choice to separate math and history into different "sections" it will be much harder for them to grow and intertwine in an organic and truly disciplinary way. Universities have done this sort of separation for hundreds of years and as a result, their engineering faculty can be buildings or even entire campuses away from their medical faculty who now want to work together in new interdisciplinary ways. This creates a physical barrier to more efficient and productive innovation and creativity. It's your zettelkasten, so put those ideas right next to each other from the start so they can do the work of serendipity and surprise for you. Do not artificially separate your favorite ideas. Let them mix and mingle and see what comes out of them.

      If you feel the need to categorize and separate them in such a surgical fashion, then let your index be the place where this happens. This is what indices are for! Put the locations into the index to create the semantic separation. Math related material gets indexed under "M" and history under "H". Now those ideas can be mixed up in your box, but they're still findable. DO NOT USE OR CONSIDER YOUR NUMBERS AS TOPICAL HEADINGS!!! Don't make the fatal mistake of thinking this. The numbers are just that, numbers. They are there solely for you to be able to easily find the geographic location of individual cards quickly or perhaps recreate an order if you remove and mix a bunch for fun or (heaven forfend) accidentally tip your box out onto the floor. Each part has of the system has its job: the numbers allow you to find things where you expect them to be and the index does the work of tracking and separating topics if you need that.

      The broader zettelkasten, tools for thought, and creativity community does a terrible job of explaining the "why" portion of what is going on here with respect to Luhmann's set up. Your zettelkasten is a crucible of ideas placed in juxtaposition with each other. Traversing through them and allowing them to collide in interesting and random ways is part of what will create a pre-programmed serendipity, surprise, and combinatorial creativity for your ideas. They help you to become more fruitful, inventive, and creative.

      Broadly the same thing is happening with respect to the structure of commonplace books. There one needs to do more work of randomly reading through and revisiting portions to cause the work or serendipity and admixture, but the end results are roughly the same. With the zettelkasten, it's a bit easier for your favorite ideas to accumulate into one place (or neighborhood) for easier growth because you can move them around and juxtapose them as you add them rather than traversing from page 57 in one notebook to page 532 in another.

      If you use your numbers as topical or category headings you'll artificially create dreadful neighborhoods for your ideas to live in. You want a diversity of ideas mixing together to create new ideas. To get a sense of this visually, play the game Parable of the Polygons in which one categorizes and separates (or doesn't) triangles and squares. The game created by Vi Hart and Nicky Case based on the research of Thomas Schelling provides a solid example of the sort of statistical mechanics going on with ideas in your zettelkasten when they're categorized rigidly. If you rigidly categorize ideas and separate them, you'll drastically minimize the chance of creating the sort of useful serendipity of intermixed and innovative ideas.

      It's much harder to know what happens when you mix anthropology with complexity theory if they're in separate parts of your mental library, but if those are the things that get you going, then definitely put them right next to each other in your slip box. See what happens. If they're interesting and useful, they've got explicit numerical locators and are cross referenced in your index, so they're unlikely to get lost. Be experimental occasionally. Don't put that card on Henry David Thoreau in the section on writers, nature, or Concord, Massachusetts if those aren't interesting to you. Besides everyone has already done that. Instead put him next to your work on innovation and pencils because it's much easier to become a writer, philosopher, and intellectual when your family's successful pencil manufacturing business can pay for you to attend Harvard and your house is always full of writing instruments from a young age. Now you've got something interesting and creative. (And if you must, you can always link the card numerically to the other transcendentalists across the way.)

      In case they didn't hear it in the back, I'll shout it again: ACTIVELY WORK AGAINST YOUR NATURAL URGE TO USE YOUR ZETTELKASTEN NUMBERS AS TOPICAL HEADINGS!!!

  6. Nov 2022
    1. The paradox of information systems[edit] Drummond suggests in her paper in 2008 that computer-based information systems can undermine or even destroy the organisation that they were meant to support, and it is precisely what makes them useful that makes them destructive – a phenomenon encapsulated by the Icarus Paradox.[9] For examples, a defence communication system is designed to improve efficiency by eliminating the need for meetings between military commanders who can now simply use the system to brief one another or answer to a higher authority. However, this new system becomes destructive precisely because the commanders no longer need to meet face-to-face, which consequently weakened mutual trust, thus undermining the organisation.[10] Ultimately, computer-based systems are reliable and efficient only to a point. For more complex tasks, it is recommended for organisations to focus on developing their workforce. A reason for the paradox is that rationality assumes that more is better, but intensification may be counter-productive.[11]

      From Wikipedia page on Icarus Paradox. Example of architectural design/technical debt leading to an "interest rate" that eventually collapsed the organization. How can one "pay down the principle" and not just the "compound interest"? What does that look like for this scenario? More invest in workforce retraining?

      Humans are complex, adaptive systems. Machines have a long history of being complicated, efficient (but not robust) systems. Is there a way to bridge this gap? What does an antifragile system of machines look like? Supervised learning? How do we ensure we don't fall prey to the oracle problem?

      Baskerville, R.L.; Land, F. (2004). "Socially Self-destructing Systems". The Social Study of Information and Communication Technology: Innovation, actors, contexts. Oxford: Oxford University Press. pp. 263–285

  7. Sep 2022
  8. Jul 2022
    1. A short interaction with any bureaucratic system wouldbe overwhelmingly convincing in this respect. Symbol-mediated systems that excel at objectifyingsome preselected outcomes, isolating and de-contextualising them, harnessing everything else for theircontinuous self-promotion, putting the production loop on a perpetual repeat and failing to makesense of the fact that the results are not what people originally had in mind—are they not ubiquitous?

      They are.

    1. the two questions that we hopefully would uh try to answer with with this r d program is and and one of this i already 00:56:53 mentioned but out of all conceivable designs for societal systems so so so this isn't about capitalism versus socialism or something like that there's like i would think there's an unlimited 00:57:05 potential we're creative we're creative people there would be a million varieties of of societal systems and integrated societal systems that we might come up with 00:57:17 and some of those probably would work very well and some of them probably would work very poorly um so among those what what might be among the best and not the the single best that's not the purpose either it's not just to find one thing that works is 00:57:30 to find like a you know more of a a variety a process of things a mix mishmash of things that community the communities can choose to implement that you know 00:57:43 works well for them and that suits them and that works well for their neighbors and works well forever it works well for the whole really

      Two questions to answer:

      1. out of all the conceivable societal systems possible, which are suited to a community? This is not one size fits all.

      This requires careful consideration. There cannot be complete autonomy, as lack of standards will make things very challenging for any inter-community cooperation.

      Cosmolocal framework (https://clreader.net) as well as Indyweb Interpersonal computing could mediate discussion between different community nodes and emerge common ground

  9. Mar 2022
    1. Drum or bag – a mechanism that requires replacement of the drum or bag that collects the matter.
    2. The air to cloth ratio is the amount of air that passes through a square foot of the filter. The lower the ratio, the higher quality of the filtration system's efficiency.
    3. Though a fan or blower may have a simple design, when installed in a dust collection system, several factors have to be considered. First of those factors is the volume of air that needs to be moved. This is measured in cubic feet per minute (CFM). The next consideration is the static pressure throughout the whole system. Other variables are the temperature, substances in the air, and the level of moisture.
  10. Jan 2022
    1. +----------------------- | RESOURCE EXISTS ? (if private it is often checked AFTER auth check) +----------------------- | | NO | v YES v +----------------------- 404 | IS LOGGED-IN ? (authenticated, aka user session) or +----------------------- 401 | | 403 NO | | YES 3xx v v 401 +----------------------- (404 no reveal) | CAN ACCESS RESOURCE ? (permission, authorized, ...) or +----------------------- redirect | | to login NO | | YES | | v v 403 OK 200, redirect, ... (or 404: no reveal) (or 404: resource does not exist if private) (or 3xx: redirection)
  11. Jun 2021
  12. Mar 2021
    1. Here's the four case: foo.js Load/Require dependencies Concatenate dependencies foo.js.map Load foo.js Currently grabs metadata[:map] from asset to build an asset, need to move that generation somewhere else to accomplish de-coupling map generation foo.debug.js Load foo.js Load foo.js.map Add comment to end of foo.js with path to foo.js.map foo.source.js The raw file on disk, the map file will need to point to source files.
  13. Feb 2021
  14. Oct 2020
    1. Good instructional design is based on the industry-standard Instructional System Design (ISD) model. The ISD model comprises five stages—analysis, design, development, implementation, and evaluation—and is a systems approach to instructional design in that it views “human organizations and activities as systems in which inputs, outputs, processes (throughputs), and feedback and control elements are the salient features.”

      This article discusses visual, auditory, and kinesthetic learning styles and the importance of communicating in ways that appeal each style. It then outlines what this means for the Instructional System Design (ISD) model. The author concludes by outlining learning outcomes, organization, interactive instruction, and content versus connection versus application. The author proposes that "good instructional design is based on the industry-standard Instructional System Design (ISD) model" (p 5).

      Rating: 7/10

  15. Sep 2020
    1. Instmctional systen1S design (IS D ) is the process for creating instructional sys­tems. It is both systematic and scientific in that it is d ocume ntable , replicable in its general application, and leads to predictable outcomes

      BIG KAHUNA OF DEFINITIONS.

      ISD is the process of creating Instructional Systems which are

      An arrangement, an organized approach, a set of resources and procedures.

  16. May 2020
  17. Jan 2020
    1. Indexes are a cornerstone of information retrieval, and the basis for today's modern search engines.
    2. This is known as collapsed forwarding.

      Proxies group a bunch of similar requests, before forwarding the request to app servers.

    3. four of the more important ones are caches, proxies, indexes and load balancers.

      Speeding data retrieval Or reducing latency

    4. benchmark different alternatives, understand how the system will fail, and have a solid plan for when failure happens.

      Managing Failure. Failing gracefully

    5. with the Flickr architecture each shard would need to be updated or searched (or a search service would need to be created to collate that metadata—which is in fact what they do).

      Search service for collating data spread out in shards.

    6. Finally, this separates future concerns, which would make it easier to troubleshoot and scale a problem like slow reads.

      Separation of concern (of components)

    7. Deconstructing a system into a set of complementary services decouples the operation of those pieces from one another. This abstraction helps establish clear relationships between the service, its underlying environment, and the consumers of that service. Creating these clear delineations can help isolate problems, but also allows each piece to scale independently of one another. This sort of service-oriented design for systems is very similar to object-oriented design for programming.

      Service-Oriented-Architecture (SOA)

  18. Oct 2019
  19. Sep 2019
  20. Jan 2019
    1. For large-scale software systems, Van Roy believes we need to embrace a self-sufficient style of system design in which systems become self-configuring, healing, adapting, etc.. The system has components as first class entities (specified by closures), that can be manipulated through higher-order programming. Components communicate through message-passing. Named state and transactions support system configuration and maintenance. On top of this, the system itself should be designed as a set of interlocking feedback loops.

      This is aimed at System Design, from a distributed systems perspective.

  21. wendynorris.com wendynorris.com
    1. Zack [42] distinguished these four termsaccording to two dimensions: the nature of what is being processed and the consti-tution of the processing problem.The nature of what is being processed is either information or frames of ref-erence. With information, we mean “observations that have been cognitively pro-cessed and punctuated into coherent messages” [42]. Frames of reference [4, p.108], on the other hand, are the interpretative frames which provide the context forcreating and understanding information. There can be situations in which there is alack of information or a frame of reference, or too much information or too manyframes of reference to process.

      Description of information processing challenges and breakdowns.

      Uncertainty -- not enough information

      Complexity -- too much information

      Ambiguity -- lack of clear meaning

      Equivocality -- multiple meanings

    2. Ta b l e 3DERMIS design premises [29]

      Muhren and Walle use the 6 of the 9 most relevant design premises for the future information system design guidelines for DERMIS, another crisis management system

      Information focus (dealing with complexity)

      Crisis memory (creating historical frames of reference)

      Exceptions as norms (support changing frames of reference in fluid, unpredictable scenario)

      Scope and nature of crisis (support adaptable management depending on type of crisis)

      Information validity and timeliness (synergy of coping with uncertainty and creating frames of reference from relevant, known information)

      Free exchange of information (synergy of social context and creating useful/sharable frames of reference)

    3. For our research design, we drew on Walsham [33] and Klein and Myers [13],who provide comprehensive guidelines on how to conduct interpretive case studyresearch in the IS domain.

      Bookmarked as a reminder to get these papers which could be helpful for the participatory design study.

    4. The problems of managing information and managing frames of reference are“tightly linked in a mutually interacting loop” and require “managing informationand the systems that provide it” [42]. IS have been generally designed to overcomethe information problems from Table 1. Most IS are aimed at either storing and re-trieving information to reduce uncertainty, such as database management systemsand document repositories, or at analyzing and processing large amounts of infor-mation to reduce complexity, such as decision support systems [31]. However, aswe have previously discussed, information related strategies are not always helpfulin coping with a variety of potential meanings.Problems of interpretation and the creation and management of frames of refer-ence, which aids Sensemaking, have generally not been taken into account whendesigning IS. Most IS currently seem tointend the opposite because they aim atreplacing or suppressing the possibility tomake sense of situations.

      Description of problem in integrating sensemaking (interpretive information process) into structured data systems.

      information =/= data

    5. there is scarce research on how IS can support informa-tion processing challenges—specifically related to Sensemaking—in crisis manage-ment [14]

      Muhren and Walle also state that there are "few studies that use Sensemaking as an analytical lens for the design of information technology."

    6. Sensemaking is about contextual rationality, built out of vaguequestions, muddy answers, and negotiated agreements that attempt to reduce ambi-guity and equivocality. The genesis of Sensemaking is a lack of fit between whatwe expect and what we encounter [40]. With Sensemaking, one does not look at thequestion of “which course of action should we choose?”, but instead at an earlierpoint in time where users are unsure whether there is even a decision to be made,with questions such as “what is going on here, and should I even be asking this ques-tion just now?” [40]. This shows that Sensemaking is used to overcome situationsof ambiguity. When there are too many interpretations of an event, people engagein Sensemaking too, to reduce equivocality.

      Definition of sensemaking and how the process interacts with ambiguity and equivocality in framing information.

      "Sensemaking is about coping with information processing challenges of ambiguity and equivocality by dealing with frames of reference."

    7. Decision making is traditionally viewed as a sequential process of problem classifi-cation and definition, alternative generation, alternative evaluation, and selection ofthe best course of action [26]. This process is about strategic rationality, aimed atreducing uncertainty [6, 36]. Uncertainty can be reduced through objective analysisbecause it consists of clear questions for which answers exist [5, 40]. Complex-ity can also be reduced by objective analysis, as it requires restricting or reducingfactual information and associated linkages [42]

      Definition of decision making and how this process interacts with uncertainty and complexity in information.

      "Decision making is about coping with information processing challenges of uncertainty and complexity by dealing with information"

    8. The central problem requiring Sensemaking ismostly that there are too many potential meanings, and so acquiring informationcan sometimes help but often is not needed. Instead, triangulating information [34],socializing and exchanging different points of view [20], and thinking back of pre-vious experiences to place the current situation into context, as the retrospectionproperty showed us, are a few strategies that are likely to be more successful forSensemaking.

      Strategies for sensemaking

    9. Just as the information processing challenges from Table 1 are not mutually ex-clusive, Sensemaking and decision making cannot be separated, but instead operatesimultaneously. Meaning must be established and then sufficiently negotiated priorto acting on information [42]: Sensemaking shapes events into decisions, and deci-sion making clarifies what is happening [40].

      Interaction between sensemaking and decision making

    10. Weick et al. [41, p. 419] formulate a gripping conclusion on what the sevenSensemaking properties are all about: “Taken together these properties suggest thatincreased skill at Sensemaking should occur when people are socialized to makedo, be resilient, treat constraints as self-imposed, strive for plausibility, keep show-ing up, use retrospect to get a sense of direction, and articulate descriptions thatenergize. These are micro-level actions. They are small actions. But they are smallactions with large consequences.”

      Description of how the seven properties interact to foster sensemaking.

    11. The seven different properties of Sensemaking can be captured by the acronym SIRCOPE: Social context, Identity construction, Retrospection, Cue extraction, Ongo-ing projects, Plausibility, and Enactment [17–21, 37–39]

      "Weick distinguishes between seven properties of Sensemaking"

    12. Crisis environments are characterized by various types of information problemsthat complicate the response, such as inaccurate, late, superficial, irrelevant, unreli-able, and conflicting information [30, 32]. This poses difficulties for actors to makesense of what is going on and to take appropriate action. Such issues of informationprocessing are a major challenge for the field of crisis management, both concep-tually and empirically [19].

      Description of information problems in crisis environments.

    13. We use the theory of Sensemaking to study exactly this: how people makesense of their environment, and how they give meaning to what is happening. Sense-making is a crucial process in crises, as the manner and thereby the success of howone deals with crucial events is determined by the grasp one has of a situation.

      Sensemaking frame used in this study relies on work by Weick, et al.

    1. Value Sensitive Design (VSD) emphasizes consideration of stakeholder values when making design decisions [5]. Applying this rationale to the goal of leveraging the capacity of digital workers during crisis events, we identify design solutions that fit the underlying community dynamics, including current work practices, organizational structures, and motivations of digital volunteer work.

      Description of developing the design agenda, values, and needs assessment

      Cites Value Sensitive Design

    2. Our research reveals several design opportunities in this space. Importantly, informed by the empirical findings presented here, we argue for situating solutions within current work practices and infrastructures.

      Description of design opportunities

    1. By ignoring the diversity and discord of the ‘goals’ of theparticipants involved, the differentiation of strategies, and the incongruence of theconceptual frames of reference within a cooperating ensemble, much of the currentCSCW research evades the problem of how to provide computer support for peoplecooperating through the establishment of a common information space.

      Has this design challege been adequately addressed in CSCW (and CHI, for that matter) in the last 30-ish years?

    2. On the one hand, the visibility requirement is amplified by this divergence. Thatis, knowledge of the identity of the originator and the situational context motivat-ing the production and dissemination of the information is required so as to enableany user of the information to interpret the likely motives of the originator. On theother hand, however, the visibility requirement is moderated by the divergence ofinterests and motives. A certain degree of opaqueness is required for discretionarydecision making to be conducted in an environment charged with colliding inter-ests. Hence,visibility must be bounded.

      What role does system meta data (version control, user history, etc.) play in bounding the visibility of decision making?

      This also seems to be an area ripe for more collaborative design approaches (participatory, reflective, feminist, etc.)

    3. Thus, a computer-basedsystem supporting cooperative work involving decision making should enhancethe ability of cooperating workers to interrelate their partial and parochial domainknowledge and facilitate the expression and communication of alternative perspec-tives on a given problem. This requires a representation of the problem domainas a whole as well as a representation, in some form, of the mappings betweenperspectives on that problem domain.

      This seems to still be a major challenge in information system design as well as collaborative workflow. Even if the information/meta context is made available, do people use it?

  22. Dec 2018
    1. Theproblem, then, was centered by social scientists in the process of design. Cer-tainly, many studies in CSCW, HCI, information technology, and informa-tion science at least indirectly have emphasized a dichotomy betweendesigners, programmers, and implementers on one hand and the social ana-lyst on the other.

      Two different camps on how to resolve this problem:

      1) Change more flexible social activity/protocols to better align with technical limitations 2) Make systems more adaptable to ambiguity

    2. In particular, concurrency control problems arise when the software, data,and interface are distributed over several computers. Time delays when ex-changing potentially conflicting actions are especially worrisome. ... Ifconcurrency control is not established, people may invoke conflicting ac-tions. As a result, the group may become confused because displays are incon-sistent, and the groupware document corrupted due to events being handledout of order. (p. 207)

      This passage helps to explain the emphasis in CSCW papers on time/duration as a system design concern for workflow coordination (milliseconds between MTurk hits) versus time/representation considerations for system design

  23. Oct 2018
  24. Apr 2018
    1. The takeaway from the article: Choose document-oriented database only when the data can be treated as a self-contained document

    1. The baseline here is detecting technical issues (counting errors, service availability, etc) but it's also worth monitoring business issues (such as detecting a drop in orders).
  25. Jan 2016
    1. If you ain't talking about the teacher in the classroom, I ain't listening. Teacher quality matters. Too many in the profession are quick to awfulize students in poverty to rationalize poor results. Better teaching inspires students and gets better results. Better teaching engages students and keeps them in classrooms, rather than the streets. Better teaching is the one thing we never really talk about. Better teaching is the only mechanism we have left.

      What are some ways to significantly improve teaching in these communities? The teaching doesn't happen in a vacuum and we need a plan to counteract the systemic forces at work that maintain the status quo.