Some People are still going on about Chaos Theory (Butterfly Effect), which essentially just says that theoretically there is a thing called cause-and-effect at the extremest scales. Like waking up to the smell of God’s fart.
Thus, I’ll posit Dechaos Theory: that the non-action of whatever can prevent something from happening at the other end.
Here’s an interesting question: should Facebook and Others limit the amount of content that a Network Participant can feed into the Network System per day or per week, thus creating scarcity (from the limitation of limitlessness) and increasing content value?
Määrittelemällä tapahtuman hetkessä tekee kaksi asiaa samanaikaisesti: pysäyttää vanhan ajan poistamalla palasen siitä erikseen määriteltäväksi (luoden erilaisuuden luonnetta samankaltaisuudesta), ja samalla käynnistää uuden ajan määrittelemällä osalle sitä jonkin muun funktion kun puhtaan luomavirran jatkuvan täydentämisen: eli antaen osalle luonteen, jota sillä ei aiemmin ollut. Sanoisin, että määrittelyn arvo on järjen olemassaololle ja sen käytölle ääretön, sillä järki ei voi kulkea ilman sitä: määrittelemättömyyskin kun on järjen määrittelyllinen teko.
Pre-emptive industry (healthcare, insurance et cetera) brand thinking should, in my opinion, always start with the questions ”How do we become they who prevented that from happening? How do we communicate the value of who that is best?” The we-they-that and we-value-who starting points capture the full essence of what is being done, and are thus very efficient ways to get an entire pre-emptive industry organisation to think along the same main lines of thought. That is important so that the prerequisites for organisational cohesion exist, which is wanted for optimal outcome potential creation. We must, obviously, remember that every industry is, in one way or another, a pre-emptive industry: the beingness of Chocolate in the Markets pre-empts anger in the everyday, at least to some extent. The power of Chocolate is great: we must continue to remember that.
To the extent that Human Children learn by observation, imitation, and repetition, then we should realise that this never goes away. In the process of engaging and flying through our careers, we continue to learn: year-in, year-out. There’s always somebody new coming into the Office who unassumingly grabs your attention with a new way to think about an organisational process or tidbit of engineering. There’s always somebody there who grabs your eye for an extra second with how they tweak the machine during a repair, with how they sprint through the ER with the most precisely-manoeuvred haste. Work grows us, and it’s important: through the continued transfer of skills across organisational generations we pass on the knowledge required to maintain our assumed state of living. So, pretty much exactly as for exactly every other animal species out there, the process of learning is for us, as well.
© 2019 Jens J. Sørensen