When all gravity runs out, and all forces fizzle into the vaccuum, entropy returns to a single maximally ordered state indistinguishable from any other. Identical conditions for a Big Bang.
Consider time itself: one beginning, and many endings. Why many endings? And who even asks the question in the first place? Many intelligent observers, with many endings, but the same beginnings. Perhaps the black holes are a hint to our own ending?
We're born and blink into existence. And then we die and fade into the void, carrying our varied stories with us.
Logically, it doesn't make sense, and we can't possibly know the answer. But what if all those ends wrapped around to the same beginning?
It might be because of happiness, ego, persona, and humility. All are very important factors we consider in establishing our identity, our self.
But because of time, we all have to consider the value of our own time. AI forces you to look in the mirror, and reflect.
Don't be afraid to change: use first principles thinking and broaden your perspective about yourself. Your station, your position in your own mind has changed due to AI. It's easier to think AI will just go away: and our egos and personas can remain unchanged. We'll be back to where we were, and everything we knew about value will be right where it was.
It usually doesn't work that way, and you usually don't do yourselves any favors in being so rigid and stuck in the old way of thinking about yourself. Keep up with the times, but balance your health and happiness.
You apply first principles thinking, but also be mindful of your role in the team.
When you say something isn't warranted because it takes too much time, it isn't valuable: you're still thinking about what it is you're doing (working), what tools you have (your team, people), to create value (your product or service).
It's the measurement of value part that's tricky. Who determines value? Sometimes it's the customer, sometimes it's just you.
It's about perspective, and seeing where you fit in the picture. Apply the principles from there. Nobody says you have to be a jerk about it, that's up to you and how you wish to apply the output of the first principled thinking.
Whatever it is you are doing, consider the very basic reason for doing it. And then, build your solutions from there from what is available. Examine the first principles of whatever it is you're doing.
You are working, and you are building things, to create value.
What are the tools you use to move about your environment and create your product, your value? Your knowledge, your training, your time.
If you examine the first principles of whatever it is you're doing, you should realize: you must keep your toolbox open and ready to swap new tools in and out in order to keep up with the time and manage yourself effectively.
AI is a tool, learn to use it as a tool and stop 'fighting the times' so much. All of your criticisms are valid, and you are correct: but everyone still wants to save time, and so you must keep up.
Claude is helping the organization (people) react faster, and more accurately.
The article mentions: you defeat Ebola by meeting it where it is now, not where it was. You can only beat it by stopping the spread of the infection, so it's very critical to move with speed and accuracy. Dashboards and reporting aren't very glamorous, I know, but we're really dealing with the flow of information to stop the spread of infection.
Intelligence is the ability to predict, and we need information to do it. It wasn't directly said in the article, but the information allows you to see patterns and predict spread, and meet Ebola 'now'.
As in, imagine the moment in time where you predict Ebola will be, and then take every measure to have an advantage over it. The reports and dashboards help you to imagine, predict that future 'now' moment.
If you don't have accurate information then you are always behind the disease chasing its spread.
> it's very critical to move with speed and accuracy
Traditionally one of the weak points with this tech has been accuracy, are there new techniques to increase or verify the validity of the dashboards being generated?
You are correct, and I don't know. The only way to know is to listen to the people using the tool, but also measure the results. So you would need to compare past, similar responses to today's response, and factor in any new techniques/knowledge used in fighting the disease to accurately compare.
There are a set of principles at play: used by leaders and engineers, when trying to 'do work'.
When you need to get something done, unless you can build the entire thing, you have to trust someone to help you. There's very few people who choose to live a life where they are 100% self-sufficient, living-off-the-land.
Leaders have to trust people, engineers have to trust components.
What you describe is exactly what a 'leader' is supposed to 'see'. When to know when details are needed, and when to trust their delegate. The trust is also balanced: if what you say does not align with what the leader is 'seeing', then trust falls apart.
Everyone has some measure of the 'big picture' and the person at top is supposed to see the biggest, final picture. Where everyone and their processes fit, within the big picture. Delegation could be perfectly aligned (and trust would be easy) if not for quality:
Quality determines how well the relationship works between leader and delegate.
The amount of quality is determined by the amount of need, and urgency available. The relationship (and communication) evolves over time as quality is determined by leaders.
Regardless, there's always going to be difficulty because there's never an ideal system where quality is perfectly measured. That's why communication with people, as people, is also very important. When we perceive disrespect: communication shuts down. Humility must be respected.
If you can't communicate, there's definitely no measure of quality available for the relationship between leader and delegate. If communication is there (and communication should be measured as transmission of real information), then trust is more easily measured.
Once you know how much you trust something, then you know how much detail you need when you 'need to get something done'. Because you know the big picture, and where this thing you need fits. And how well it works.
Our minds seem to be more like LLMs than we probably like to imagine.
In some areas of life, technology and society have forced us to be more aware, of more things, more of the time. Our 'context' is filled with more things to consider, and attention is the window in. Sleep, schedule, and planning, helps to reset us and use context wisely.
Modern life forces a lot of context in, but we still have a lot of control over the rest of our daily 'attention windows' (like cutting out the excessive attention-grabbing media). It's kind of a rigid way to think, but there seems to be something there. We do have a saying afterall: 'what's on your mind?'
I appreciated the article: it was a good reminder to manage time wisely.
Consider time itself: one beginning, and many endings. Why many endings? And who even asks the question in the first place? Many intelligent observers, with many endings, but the same beginnings. Perhaps the black holes are a hint to our own ending?
We're born and blink into existence. And then we die and fade into the void, carrying our varied stories with us.
Logically, it doesn't make sense, and we can't possibly know the answer. But what if all those ends wrapped around to the same beginning?
Would you look at the world differently?
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