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The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Wild Card Events, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan


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A Wild Card Event, Countermeasured by the White Swan

“… A Wild Card Event is a future development or event with a relatively low probability of occurrence but a likely high impact on the conduct of business and regarding the organizational theater of operations, strongly and preemptively and beforehand countermeasured by the White Swan Transformative and Integrative Risk Management…”

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Education Elucidated By Napoleon Bonaparte And Dr. Wernher Von Braun:, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Education Elucidated By Napoleon Bonaparte And Dr. Wernher Von Braun:

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Reflecting On The Education We Immediately Need! Napoleon Bonaparte On Education (1769 — 1821) observed:

“…Education, strictly speaking, has several objectives: one needs to learn how to speak and write correctly, which is generally called grammar and belles letters. Each lyceum has provided for this object, and there is no well-educated man who has not learned his rhetoric [….] After the need to speak and write correctly comes the ability to count and measure. The lyceums have provided this with classes in MATHEMATICS embracing arithmetical and MECHANICAL KNOWLEDGE IN THEIR DIFFERENT BRANCHES [….] The elements of several other fields come next: chronology, geography, and the rudiments of history are also a part of the education of the lyceum [….] A young man who leaves the lyceum at sixteen years of age thence knows not only the mechanics of his language and the classical authors, the divisions of discourse, the different figures of eloquence, the means of employing them either to calm or arouse passions, in short, everything that one learns in a course on belles letters. He also would know the principal epochs of history, the basic geographical divisions, and how to compute and measure. He has some general idea of the most striking natural phenomena and the principles of equilibrium and movement both with regard to solids and fluids [….] Whether he desires to follow the career of the barrister, that of the sword, or ENGLISH, or letters; if he is destined to enter into the body of scholars, to be a geographer, engineer, or land surveyor — in all these cases he has received a general education necessary to become equipped to receive the remainder of instruction that his circumstances require, and it is at this moment, when he must make his choice of a profession, that the special studies present themselves …”. [113]

DR. WERNHER VON BRAUN ON EDUCATION, (1912 — 1977and Father of the American Space Program) observed:

“…The average citizen today, of course, has far more scientific information at his disposal than did those greatest of intellects of earlier times. Yet paradoxically, I think that THERE HAS NEVER BEEN A GREATER NEED FOR INCREASED UNDERSTANDING AND APPRECIATION OF SCIENCE. It has been said that, although the choice of direction for our civilization will be determined through democratic process, it is there that the problem begins. TO MAKE RATIONAL CHOICES, THE AVERAGE CITIZEN MUST UNDERSTAND THE NATURE AND ROLE OF SCIENCE AT A TIME WHEN ITS BREADTH AND COMPLEXITY ARE INCREASING ALMOST EXPONENTIALLY [….] Conversely, the scientist, at a time when he can barely keep up to date in his specialty, must not isolate himself in his parochial interest. Instead, he should see his profession as a part of the larger world, to evaluate himself and his work in relation to all forces, especially the humanities, which shape and advance society. THE NEED, THEN, IS FOR AN EDUCATIONAL PROCESS RESULTING IN MORE SCIENTIFIC LITERACY FOR THE LAYMAN, AND MORE LITERACY IN THE HUMANITIES FOR THE SCIENTISTS [….] Man in this scientific age is free only to the extent that he has a grasp on himself and his surroundings. FREEDOM — THE ABILITY TO SPEAK, THINK, ACT, AND VOTE INTELLIGENTLY — is based largely on our ability TO MAKE CHOICES growing out of our understanding of the issues involved. With each advance of science, there is an invitation to more understanding. This is the essence of the burden borne by all peoples since the dawn of humanity. There must be widespread understanding of the role of science in modern society, both as to its limits and our dependence on its basic function as a tool for our survival. This is the imperative for scientific literacy [….] How do we encourage scientific literacy? I THINK THE PROBLEM IS HOW TO INSTILL IN STUDENTS A PERMANENT DESIRE TO LEARN. All youth is endowed with curiosity from the very beginning. What can education process do, not only to keep this natural curiosity alive, but to make it a permanent part of the individual drive? … ”

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Scientific-Knowledge Doubling Progression, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

On Scientific-Knowledge Doubling Progression

(Taken from the White Swan at https://lifeboat.com/blog/2014/04/white-swan)

A) “…HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]…” [226]

B) “…COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS…” [226]

C) “…BEGINNING WITH THE AMOUNT OF KNOWLEDGE IN THE KNOWN WORLD AT THE TIME OF CHRIST, STUDIES HAVE ESTIMATED THAT THE FIRST DOUBLING OF THAT KNOWLEDGE TOOK PLACE ABOUT 1700 A.D. THE SECOND DOUBLING OCCURRED AROUND THE YEAR 1900. IT IS ESTIMATED TODAY THAT THE WORLD’S KNOWLEDGE BASE WILL DOUBLE AGAIN BY 2010 AND AGAIN AFTER THAT BY 2013…” [226]

D) “…KNOWLEDGE IS DOUBLING BY EVERY FOURTEEN MONTHS…” [226]

E) “…MORE THAN THE DOUBLING OF COMPUTATIONAL POWER [IS TAKING PLACE] EVERY YEAR…” [226]

F) “…The flattening of the world is going to be hugely disruptive to both traditional and developed societies. The weak will fall further behind faster. The traditional will feel the force of modernization much more profoundly. The new will get turned into old quicker. The developed will be challenged by the underdeveloped much more profoundly. I worry, because so much political stability is built on economic stability, and economic stability is not going to be a feature of the flat world. Add it all up and you can see that the disruptions and going to come faster and harder. No one is immune — not me, not you, not Microsoft. WE ARE ENTERING AN ERA OF CREATIVE DESTRUCTION ON STEROIDS. Dealing with flatism is going to be a challenge of a whole new dimension even if your country has a strategy. But if you don’t have a strategy at all, well, again, you’ve warned…” [226]

G) “…By the end of the twentieth century, science had reached the end of an era, unlocking the secrets of the atom, unraveling the molecule of life, and creating the electronic computer. With these three fundamental discoveries, triggered by the quantum revolution, the DNA revolution, and the computer revolution, the basic laws of matter, life, and computation were, in the main, finally solved [….] That epic phase of science is now drawing to a close; one era is ending and another is only beginning [….] The next era of science promises to be an even deeper, more thoroughgoing, more penetrating one than the last [….] Clearly, we are on the threshold of yet another revolution. HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]. In the past decade, more scientific knowledge has been created than in all of human history. COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS …” Brackets are of the author.

And G) above continues here:

“… Almost daily, the headlines herald new advances in computers, telecommunications, biotechnology, and space exploration. In the wake of this technological upheaval, entire industries and lifestyles are being overturned, only to give rise to entirely new ones. But these rapid, bewildering changes are not just quantitative. They mark the birth pangs of a new era [….] FROM NOW TO THE YEAR 2020, SCIENTISTS FORESEE AN EXPLOSION IN SCIENTIFIC ACTIVITY SUCH AS THE WORLD HAS NEVER SEEN BEFORE. IN TWO KEY TECHNOLOGIES, COMPUTER POWER AND THE DNA SEQUENCING, WE WILL SEE ENTIRE INDUSTRIES RISE AND FALL ON THE BASIS OF BREATHTAKING SCIENTIFIC ADVANCES. SINCE THE 1950S, THE POWER OF OUR COMPUTERS HAS ADVANCED BY A FACTOR OF ROUGHLY TEN BILLION. IN FACT, BECAUSE BOTH COMPUTER POWER AND DNA SEQUENCING DOUBLE ROUGHLY EVERY TWO YEARS, ONE CAN COMPUTE THE ROUGH TIME FRAME OVER WHICH MANY SCIENTIFIC BREAKTHROUGHS WILL TAKE PLACE … ”

And G) above continues here:

“… BY 2020, MICROPROCESSORS WILL LIKELY BE AS A CHEAP AND PLENTIFUL AS SCRAP PAPER, SCATTERED BY THE MILLIONS INTO ENVIRONMENT, ALLOWING US TO PLACE INTELLIGENT SYSTEMS EVERYWHERE. THIS WILL CHANGE EVERYTHING AROUND US, INCLUDING THE NATURE OF COMMERCE, THE WEALTH OF NATIONS, AND THE WAY WE COMMUNICATE, WORK, PLAY, AND LIVE…” [226]

H) “…The knowledge revolution is taking place in small, sharply defined areas. One company generates more U.S. patents than 139 countries do together [….] This [revolution] generates new EMPIRES and new ghettos [….] It slams into existing systems and destroys them while creating new systems. Countries and individuals can either surf new and powerful waves of change — or try to stop them and get crushed…” [226]

I) “…Nanotechnologies are broad concept, it’s simply refers to technology where the key features in measuring the small number of nanometers. A NANOMETER IS THE DIAMETER OF FIVE CARBON ATOMS SO IT’S VERY CLOSE TO THE MOLECULAR LEVEL AND WE ALREADY HAVE NEW MATERIALS AND DEVICES THAT HAD BEEN MANUFACTURED AT THE NANOSCALE. IN FACT, CHIPS TODAY, THE KEY FEATURES ARE 50 OR 60 NANOMETERS SO THAT IS ALREADY NANOTECHNOLOGY. The true promise of nanotechnology is that ultimately we’ll be able to create devices that are manufactured at the molecular level by putting together, molecular fragments in new combinations so, I can send you an information file and a desktop nanofactory will assemble molecules according to the definition in the file and create a physical objects so I can e-mail you a pair of trousers or a module to build housing or a solar panel and WE’LL BE ABLE TO CREATE JUST ABOUT ANYTHING WE NEED IN THE PHYSICAL WORLD FROM INFORMATION FILES WITH VERY INEXPENSIVE INPUT MATERIALS. You can… I mean, just a few years ago if I wanted to send you a movie or a book or a recorded album, I would send you a FedEx package, now I can e-mail you an attachment and you can create a movie or a book from that …”

And I) above continues here:

“ … On the future, I’ll be able to e-mail you a blouse or a meal. So, that’s the promise of nanotechnology. Another promise is to be able to create devices that are size of blood cells and by the way biology is an example of nanotechnology, the key features of biology are at the molecular level. SO, THAT’S ACTUALLY THE EXISTENCE PROOF THAT NANOTECHNOLOGY IS FEASIBLE BUT BIOLOGY IS BASED ON LIMITED SIDE OF MATERIALS. EVERYTHING IS BUILT OUT OF PROTEINS AND THAT’S A LIMITED CLASS OF SUBSTANCES. WITH NANOTECHNOLOGY WE CAN CREATE THINGS THAT ARE FAR MORE DURABLE AND FAR MORE POWERFUL. One scientist designed a robotic red blood cell it’s a thousand times more powerful than the biological version so, if you were to replace a portion of your biological red blood cells with this respirocytes the robotic versions. You could do an Olympic sprint for 15 minutes without taking a breath or sit at the bottom of your pool for 4 hours …”

And I) above continues here:

“ … If I were to say someday you’ll have millions or even billions of these nanobots, nano-robots, blood cell size devices going through your body and keeping you healthy from inside, I might think well, that sounds awfully futuristic. I’d point out this already in 50 experiments in animals of doing exactly that with the first generation of nano engineered blood cell size devices. One scientist cured type-1 diabetes in rats with the blood cell size device. Seven nanometer pores let’s insulin out in the controlled fashion. At MIT, there’s a blood cell size device that can detect and destroy cancer cells in the bloodstream. These are early experiments but KEEP IN MIND THAT BECAUSE OF THE EXPONENTIAL PROGRESSION OF THIS TECHNOLOGY, THESE TECHNOLOGIES WILL BE A BILLION TIMES MORE POWERFUL IN 25 YEARS AND YOU GET SOME IDEA WHAT WILL BE FEASIBLE …” [226]

J) “…The world has profoundly changed … The challenges and complexity we face in our personal lives and relationships, in our families, in our professional lives, and in our organizations are of a different order of magnitude. In fact, many mark 1989 — the year we witnessed the fall of the Berlin Wall — as the beginning of the Information Age, the birth of a new reality, a sea change of incredible significance — truly a new era — Being effective as individuals and organizations is no longer merely an option — survival in today’s world requires it. But in order to thrive, innovate, excel, and lead in what Covey calls the new Knowledge Worker Age, we must build on and move beyond effectiveness [long-held assumptions, fallacies and flawed beliefs and faulty conventions]…Accessing the higher levels of human genius and motivation in today’s new reality REQUIRES A SEA CHANGE IN THINKING: a new mind-sets, a new skill-set, a new tool-set — in short, a whole new habit…” [226] Brackets are of the author.

K) “…All the notions we thought solid, all the values of civilized life, all that made for stability in international relations, all that made for regularity in the economy … in a word, all that tended happily to limit the uncertainty of the morrow, all that gave nations and individuals some confidence in the morrow … all this seems badly compromised. I have consulted all augurs I could find, of every species, and I have heard only vague words, contradictory prophecies, curiously feeble assurances. Never has humanity combined so much power with so much disorder, so much anxiety with so many playthings, so much knowledge with so much uncertainty…” [226]

L) “…It’s not the case that there are only a fixed number of positions, and if old people don’t die off, there’s no room for young people to come up with new ideas, because we’re constantly expanding knowledge …. Knowledge is growing exponentially. It’s doubling approximately every year ….The problem is I can’t get on the phone with you in the future and say, “Well, I’ve done it, I have lived forever ….This idea of creating a whole virtual body with nanobots, that’s more like a 2050 scenario. But by the 2030s we’ll be putting millions of nanobots inside our bodies to augment our immune system, to basically wipe out disease. One scientist cured Type I diabetes in rats with a blood-cell-size device already ….” [226]

L) here continues:

“… By 2029, computers will have emotional intelligence and be convincing as people. This implies that these are people with volition just like you and I, not just games that you turn on or off. Is it my father? You could argue that it’s a simulation. But it’s not something you can play with. You don’t want to bring someone back who might be very depressed because the world is very different than they expect and the people they know aren’t around …. It’s not us versus them. We’ve created these tools to overcome our limitations, and we’ve integrated with them already. A.I. today is not in three or four dark federal intelligence agencies; it’s in billions of mobile devices around the world[….] Early in this decade [2020s], humanity will have the requisite hardware to emulate human intelligence within a $1000 personal computer, followed shortly by effective software models of human intelligence toward the middle of the decade: this will be enabled through the continuing exponential growth of brain-scanning technology, which is doubling in bandwidth, temporal and spatial resolution every year, and will be greatly amplified with nanotechnology, allowing us to have a detailed understanding of all the regions of the human brain and to aid in developing human-level machine intelligence by the end of this decade …. Computers less than 100 m in size will be possible …” Brackets are of the author. [226]

M) “…The real trouble with this world of ours is not that it is an unreasonable world, nor that it is a reasonable one. The commonest kind of trouble is that it is nearly reasonable, but not quite. Life is not an illogicality; yet is a trap for logicians. It looks just a little more mathematical and regular than it is; its exactitude is obvious, but its inexactitude is hidden, its wildness lies in wait … ” [220] [226]

N) “…We believe that the goal is not to predict the future, but to imagine a future made possible by changes in technology, life style, work style, regulation, global geopolitics, and the like. And there are as many viable futures as there as imaginative firms that can understand deeply the at work right now which hold opportunities to become the author of the new. FOR THE FUTURE IS NOT WHAT WILL HAPPEN; THE FUTURE IS WHAT IS HAPPENING. The present and the future don’t about each other, neatly divided between the five-year plan and the great unknown beyond. Rather they are intertwined. Every company is in the process of becoming — of becoming an anachronism irrelevant to the future, or of becoming the harbinger of the future …” [226]

N) continues:

“…The long-term is not something that happens someday; it is what every company is building or forfeiting [….] Only those who can imagine and preemptively create the future will be around to enjoy it … Creating a compelling view of tomorrow’s opportunities and moving preemptively to secure the future are tasks for neither dilettantes nor the merely intellectual curious … Other companies, the laggards, were more interested in protecting the past than in creating the future … We believe, and will argue strongly, that a company must not only get to the future first, it must get there for less [….] And re-engineering charge is simply the penalty that a company must pay for not having anticipated the future [….] If senior executives don’t have reasonably detailed answers to the ‘future’ set of questions, and if the answers they do have are not substantially different from the ‘today’ answers, there is little chance their companies will remain market leaders [….] For much of the 1980s, IBM had been driving toward the future while looking out the rear-view mirror [….] Too often, profound thinking about the future and how to shape it occurs only when present success has been substantially eroded [….] Creating the future is more challenging than playing catch up, in that you have to create your own road map [….] The goal is not simply to benchmark a competitor’s products and processes and imitate its methods, but to develop an independent point of view about tomorrow’s opportunities and how to exploit them …” [226]

N) continues:

“ … Path-breaking is a lot more rewarding than benchmarking. One doesn’t get to the future first by letting someone else blaze the trail [….] Passengers will get to the future, but their fate will not be in their own hands. Theirs profits from the future will be modest at best. Those who drive industry revolution — companies that have a clear, permeated view of where they want tom take their industry and are capable of orchestrating resources inside and outside the company to get there first — will be handsomely rewarded… The future is not an extrapolation of the past. New industrial structures will supersede old industrial structures [….] Opportunities that at first blush seem evolutionary will prove to be revolutionary [….] A commitment substantial enough to beget the perseverance required to create the future must be based on something more than a hunch [….] But to create the future, a company must first be able to forget some of its past … ‘The future was predictable, but hardly anyone predicted it’ …” [87]. [226]

O) “…The future belongs not to those who possess a crystal ball, but those willing to challenge the biases and prejudices of the ‘establishment.’ The future belongs more to the unorthodox than it does to the prognosticators […and/or predictioneers…], more to the movement than to the starry-eyed …. The problem with the future is that is different …. If you are unable to think differently, the Future will always arrive as a [strategic or geostrategic Sputnik Moment] surprise …”

O) continues:

“ … Each revolution in art was based on a re-conception of reality. It wasn’t the canvas, the pigments, or the brushes that changed, but how the artist perceived the world. In the same sense, it’s not the tools that distinguish industry revolutionaries from hummed, not the information technology they harness, not the process they use, not their facilities. Instead, is their ability to escape the stranglehold of the familiar…” [28]. Brackets are of the author.

P) “…A primary theme in Alvin Toffler’s best selling book Future Shock is that society’s rate of change is increasing. Everything around us — including ourselves — is rapidly changing. Nothing is stable, permanent, constant, or fixed. Neither is risk. It is an indigenous element in the volatility of life. If anything, risk expands at a greater rate than the societal rate of change — due to its roots in uncertainty and ignorance of consequences, which multiply during mercurial instability … ” [226]

ON DOUBLINGS BY HARD SCIENCE, HI-TECH AND EFFICIENCY:

Incidentally, every Scientific and Technological Progression available that is into a “ …doubling …” order of magnitude is synthesized here:

Doubling A: (# 1 of 10)

“… HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]. In the past decade, more scientific knowledge has been created than in all of human history …” (http://bit.ly/1nOc5Xm ). Brackets are of the author. [226]

Doubling B: (# 2 of 10)

“… COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS …” (http://bit.ly/1gn4CdX ) [226]

Doubling C: (# 3 of 10)

“ …IN FACT, BECAUSE BOTH COMPUTER POWER AND DNA SEQUENCING DOUBLE ROUGHLY EVERY TWO YEARS, ONE CAN COMPUTE THE ROUGH TIME FRAME OVER WHICH MANY SCIENTIFIC BREAKTHROUGHS WILL TAKE PLACE [….] BY 2020 …” (http://bit.ly/1lZQ1Vc) [226]

Doubling D: (# 4 of 10)

“…SCIENTIFIC MANPOWER IS DOUBLING EVERY 12 YEARS IN A RATE OF GROWTH MORE THAN THREE TIMES THAT OF OUR POPULATION AS A WHOLE, DESPITE THAT, THE VAST STRETCHES OF THE UNKNOWN AND THE UNANSWERED AND THE UNFINISHED STILL FAR OUTSTRIP OUR COLLECTIVE COMPREHENSION…” [80] (http://1.usa.gov/1eyRLTK). [226]

Doubling E: (# 5 of 10)

“ …THE FIRST DOUBLING OF THAT KNOWLEDGE TOOK PLACE ABOUT 1700 A.D. THE SECOND DOUBLING OCCURRED AROUND THE YEAR 1900. IT IS ESTIMATED TODAY THAT THE WORLD’S KNOWLEDGE BASE WILL DOUBLE AGAIN BY 2010 AND AGAIN AFTER THAT BY 2013…” [37] (http://bit.ly/1iptmkn). [226]

Doubling F: (# 6 of 10)

“…[THERE IS A] DOUBLING EVERY TWO YEARS [REGARDING THE TECHNOLOGICAL ADVANCEMENT OF] SOLAR ENERGY BY APPLYING NANOTECHNOLOGY TO SOLAR PANELS…” [177] (http://bit.ly/1jgckIJ). Brackets are of the author. [226]

Doubling G: (# 7 of 10)

“…NANO-GENETIC SEQUENCING DATA … IS DOUBLING EVERY YEAR…” [177] (http://slidesha.re/1f3MUH2). [226]

Doubling I: (# 8 of 10)

“…KNOWLEDGE IS DOUBLING BY EVERY FOURTEEN MONTHS…” [177] (http://bit.ly/1dc8Zb4). [226]

Doubling J: (# 9 of 10)

“…MORE THAN THE DOUBLING OF COMPUTATIONAL POWER [IS TAKING PLACE] EVERY YEAR…” [177] (http://bit.ly/1mn8Btl). Brackets are of the author. [226]

Doubling K: (# 10 of 10)

“…Like Moore’s Law for silicon electronics, which says that computers are growing exponentially smaller and more powerful every year, molecular systems developed with DNA nanotechnology have been doubling in size roughly every three years,…” says Professor Erik Winfree at the California Institute of Technology (Caltech). [197] (http://bit.ly/1f3NEMq). [217] [226]

END OF CITATIONS.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Mishaps Versus Pseudo-Mishaps, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan


Mishaps Versus Pseudo-Mishaps


Mishaps (an unknown and unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Xi.- Pseudo-Mishaps (a quasi-unknown and quasi-unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Haphazardness Versus Pseudo-Haphazardness, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Haphazardness Versus Pseudo-Haphazardness

Haphazardness (the quality of lacking any predictable order or plan, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Haphazardness (the quality of quasi-lacking any predictable order or plan, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Fortuitousness Versus Pseudo-fortuitousness \, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Fortuitousness Versus Pseudo-fortuitousness

Fortuitousness (Unexpected and casually happening[s], as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-fortuitousness (quasi-unexpected and quasi-casually happening[s], as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Fuzzy Logic Versus Pseudo-Fuzzy Logic, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Fuzzy Logic Versus Pseudo-Fuzzy Logic

Fuzzy Logic: (A form of algebra employing a range of values from “true” to “false” that is used in decision-making with imprecise data, as in artificial intelligence systems, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Fuzzy Logic: (A form of algebra employing a range of values from quasi-“true” to quasi-“false” that is used in decision-making with quasi-imprecise data, as in artificial intelligence systems, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Practical Leadership Success Tenets, Countermeassuring Every Unthinkable Black Swan, a t https://lifeboat.com/blog/2014/04/white-swan

Practical Leadership Success Tenets by Mr. Andres Agostini:

# 1 — This Leader archetype is An Actionable Statesman.

# 2 — This Leader archetype is thoroughly moral and ethical in deed and spontaneously projected example.

# 3 — This Leader archetype is happily located and navigating through Century 21.

# 4 — This Leader archetype is, by far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.

# 5 — This Leader archetype is Self-Pedagogue forever. This Leader archetype teaches to self-tech to his / her crew for Life.

# 6 — This Leader archetype Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.

# 7 — This Leader archetype is Intuitive, Counterintuitive, and seamlessly blends both of the above without paralyzing in the analysis.

# 8 — This Leader archetype Takes all — encompassing curiosity as it is operated in real time — beyond known and unknown extremes.

# 9 — This Leader archetype makes every mistake — own or that of the competitor — at the expense of adversaries into his / her won victory.

# 10 — This Leader archetype doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.

# 11 — This Leader archetype can strategize and prevail through many operational frameworks at once without getting bewildered.

# 12 — This Leader archetype challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.

# 13 — This Leader archetype Learns something practical, meaningful, and decisively productive and significant every day.

# 14 — This Leader archetype Heightens crew’s sense of urgency and of focus.

# 15 — Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.

# 16 — This Leader archetype operates multidimensionally and cross-functionally.

# 17 — This Leader archetype constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.

# 18 — This Leader archetype always selects and develops his / her leadership constituency.

# 19 — This Leader archetype creates and applies his / her own — along with that of the team — body of knowledge.

# 20 — This Leader archetype does never ever institute “best practices,” but UNIQUE, premium-graded approaches.

# 21 — This Leader archetype carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.

# 22 — This Leader archetype does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.

# 23 — This Leader archetype harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, This Leader archetype is a peace maker.

# 24 — This Leader archetype’s leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.

# 25 — This Leader archetype Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)

# 26 — This Leader archetype continuously learns lessons — and improves those — both from incurred mistakes and from captured successes.

# 27 — This Leader archetype extracts information and knowledge — to be shared and brainstormed with the crew in advance — out of everything done, thought, as well as to be executed regardless of the incumbent.

# 28 — This Leader archetype wins only based on merit, principle, legitimacy and lawfulness.

# 29 — This Leader archetype strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe, “terra incognita” and fuzzy-logic zones are highly stimulating to his / her starving intellect.

# 30 — This Leader archetype embraces leading-edge (even weird) science and its stemming technological derivatives immediately.

# 31 — This Leader archetype enjoys phenomena and prevails as he / she navigates through said phenomena.

# 32 — This Leader archetype is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).

# 33 — De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.

# 34 — This Leader archetype instills how to operate autonomously and jointly — in pursuit of the same goals and objectives — to his / her followers and co-leaders.

# 35 — This Leader archetype learns from his / her mistakes, but empathizes to learn also from the mistakes of others.

# 36 — This Leader archetype fluidly shares experience and practical knowledge across every incumbent in the crew.

# 37 — This Leader archetype only thinks and performs à la unthinkable thinking.

# 38 — This Leader archetype disrupts the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.

# 39 — This Leader archetype transforms new problems and old problems into actionable breakthrough opportunities.

# 40 — In his / her case and exercising this type of leadership, this Leader archetype strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!

# 41 — Before chaos, he / she instills more and more chaos — of greater magnitude, scale and speed — to level off and outsmart the frame of reference targeted.

# 42 — This Leader archetype drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.

# 43 — This Leader archetype shares of defined values as they get collegially upgraded for Life.

# 44 — This Leader archetype elicits conceptions of practiced futures to deal with and countermeasure way in advance.

# 45 — This Leader archetype fuses technology innovation with business strategy as a tool for competitive advantage.

# 46 — This Leader archetype conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.

# 47 — This Leader archetype ascertains that there is not a single stone left unturned.

# 48 — This Leader archetype short-circuits to shortcut.

# 49 — This Leader archetype possesses innate ideas — in addition as those incubated by the crew — positioning himself / herself in the tabula rasa’s antipodes.

# 50 — This Leader archetype is determined to supporting his / her fellow crew members even beyond his own skin.

# 51 — This Leader archetype is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.

# 52 — This Leader archetype invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).

# 53 — This Leader archetype does not simply leverage trust when it is present; he / she builds trust when is absent.

# 54 — This Leader archetype is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.

# 55 — This Leader archetype alleviates fears and builds trust.

# 56 — This Leader archetype builds so many “strategic surprises” in his mind lab way in advance — in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives — in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).

# 57 — This Leader archetype demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.

# 58 — This Leader archetype communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.

# 59 — While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This Leader archetype has the clearest mentality that everything is related to everything else.

# 60 — This Leader archetype thinks “big picture” and wholly to operate comprehensively and multifacetedlly to state the very minimum.

# 61— However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.

# 62 — He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.

# 63 — This Leader archetype views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations — tremendously propelled by fore-sighting — offers This Leader archetype a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring and flowingly blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.

# 64 — When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), This Leader archetype, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.

# 65 — This Leader archetype does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.

# 66 — This Leader archetype establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.

# 67 — This Leader archetype secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities — and that of the crew — while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.

# 68 — When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.

# 69 — This Leader archetype helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.

# 70 — This Leader archetype fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.

# 71 — This Leader archetype is forever building up — via transparency, accountability and responsibility — trusting among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act — that is never a daring issue for the wise leader — is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.

# 72 — This Leader archetype possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.

# 73 — He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.

# 74 — This Leader archetype becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.

# 75 — This Leader archetype does not retaliate; he / she just prevails.

# 76 — This Leader archetype’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, This Leader archetype maximizes the long-term benefits.

# 77 — This Leader archetype is always encouraging and supporting legitimate justice seeking.

# 78 — This Leader archetype is much more of an asset than a hindrance in interacting with the members of his / her crew.

# 79 — This Leader archetype is both robust, resilient and carries on non-linearly.

# 80 — This Leader archetype is an over-communicator.

# 81 — This Leader archetype is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.

# 82 — This Leader archetype is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.

# 83 — In succeeding, This Leader archetype does not denigrate his / her opponents. He / she treat adversaries with highest decorum.

# 84 — This Leader archetype’s radiant reasoning is analogically instituted.

# 85 — This Leader archetype uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.

# 86 — This Leader archetype makes more with less.

# 87 — This Leader archetype always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.

# 88 — This Leader archetype is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.

# 89 — This Leader archetype cross-checks everything in its entirety.

# 90 — This Leader archetype chooses and updates and upgrades his / her own appropriate measure of success.

# 91 — In his / her pondering and discerning processes, This Leader archetype emphasizes — to the self and crew member fellows — the need to understand the other side’s perspective in advance and in continuum.

# 92 — This Leader archetype discovers the hidden interests, priorities, constraints, patterns, and subtle ploys of the other side, allowing him / her to create strategic value more efficaciously.

# 93 — This Leader archetype finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.

# 94 — This Leader archetype reserves consistency between their attempts and actions.

# 95 — This Leader archetype , in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.

# 96 — In each situation, This Leader archetype provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.

# 97 — This Leader archetype thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.

# 98 — For This Leader archetype , the other side information advantage is never in his / her blind spot.

# 99 — This Leader archetype ’s First Nature is to wholly trustworthy and never wholly trusting.

# 100 — This Leader archetype is afraid neither the future nor the past but make a mark on the moment.

# 101 — This Leader archetype resists the obvious to embrace the newness of ignored flanks.

# 102 — This Leader archetype does not look through the mirror but every window.

# 103 — This Leader archetype build bridges between failures and sustainable successes.

# 104 — This Leader archetype’s greatest action is to pause to engender cross-pollinated perspectives from pondering, discernment, and actionable reflections.

# 105 — The only stasis This Leader archetype knows is the order tendered by chaotic measures that institute and restore harmony.

# 106 — This Leader archetype is the host of his / her co-leaders (Hostmanship).

# 107 — This Leader archetype generates a lot of ideas and plans; looks for good ideas, not just his / her own but those of the crew.

# 108 — This Leader archetype never abandons the power of saying what he / she believes and believing and executing what he / she says.

# 109 — This Leader archetype operates based on that a good working relationship will work even better when all work on it together (esprit de corps).

# 110 — This Leader archetype knows, that in engaging in a major initiative, the first moments are apt to be the most lively and decisive.

# 111 — While co-leaders are occupied with training, This Leader archetype must set the tone for all of his / her consistency.

# 112 — This Leader archetype takes care of his / her co-leader and looks after him / her in detail.

# 113 — This Leader archetype listens to his / her co-leaders’ complaints, inspects their tools and equipment, and satisfies himself / herself that co-leaders do not lack anything.

# 114 — This Leader archetype demonstrates that takes his / her responsibilities seriously and devotes himself / herself completely to the co-leader, which in turn inspires the co-leader’s confidence.

# 115 — Before committing to any serious enterprise, This Leader archetype and respective co-leaders perform frequent “drill evolutions” exercises.

# 116— In dealing with real-life business undertakings and struggling with competitor, maneuvers, strategies and tactics exceptionally mastered by This Leader archetype knowing that the least hesitation could compromise the entire integrity of his / her crew and corresponding objectives and goals.

# 117 — This Leader archetype makes his / her co-leaders acquaint with tactical skills. This Leader archetype explains the THEORY to his / her co-leaders in a way that theory and practice become co-leader’s second nature.

# 118 — Under this type of Leadership good leaders, good cares, good organization, good instruction (theoretical and practical), and good discipline can provide good co-leaders regardless of the challenge they compete against.

# 119 — For This Leader archetype the bottomline is: The real objective of having a LEADERSHIP is to provide for desired relevant outcomes. For This Leader archetype preparation is not only based on the organization of the LEADERSHIP TEAM but the indispensability of said organization is, by far, much more all-encompassing and strategically decisive.

# 120 — This Leader archetype believes that secrecy, discipline, morale and competitive intelligence are instrumental to his / her many successes in business, management and organizational transformation.

# 121 — This Leader archetype knows that “quiet” historic times around the world offer some type of “acceptable” bureaucratic environment. This Leader archetype also knows that he / she must turn the environment fluidly “lean and mean,” especially when every facet of the world order is by each 24 hours disrupting every historic precedent known.

# 122 — This Leader archetype is aware of the strategy and of the damage that could result from a false sense of economizing the granularity of details pertaining to the depth and scope and nature of said strategy.

# 123 — This Leader archetype and Co-Leaders posses the controlling influence of tactics, formation, and of the drill evolution of own team but also of the competitor’s crew.

# 124 — This Leader archetype is strong, adroit, shrewd, skillfully adaptable, tough-minded and resilient, as well as morally and ethically indefatigable.

# 125 — This Leader archetype knows that not only speed assures its success, but order, cohesion, congruency, maneuvering, and the effective use of resources.

# 126 — In a delicate mission, this Leader archetype always requires discernment, intellect, and sound judgment.

# 127 — This Leader archetype is slow in deliberation and quick in execution.

# 128 — This Leader archetype marches rapidly and vigorously without any “but,” “if,” or “because.”

# 129 — This Leader archetype blends severity, justice, and mildness, thus rendering only a good effect.

# 130 — This Leader archetype is formed only through constant care and you must not depart from this policy.

# 131 — This Leader archetype, in a delicate mission, requires discernment, intellect, and sound judgment.

# 132 — This Leader archetype, as he / she operates, increasingly and proactively institutes all advantageous management tools (from all-knowledge fields) – duly compiled at unison – as if he / she were holding the handle of the actively pervasive (a) thinking mode and (b) execution.

# 133 — This Leader archetype is conscientious (not just into the so-called “attitude,” since attitude is only and solely a function of conscientious awareness) that knowledge is actionable organized information designated for targeting the capturing of goals, objectives, and results.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Randomness Versus Pseudo-Ramdoness, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Randomness Versus Pseudo-Randomness

Randomness.— (Randomness means lack of pattern or predictability in events. Randomness suggests a non-order or non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Randomness.— (Pseudo-Randomness means quasi-lacking of pattern or quasi-predictability in events. Pseudo-Randomness suggests a quasi-non-order or quasi-non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Serendipity Versus Pseudoserendipity, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

SERENDIPITY VERSUS PSEUDOSERENDIPITY!

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Serendipity.— Serendipity means a “fortuitous happenstance” and/or “pleasant surprise” and/or “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. And also entails unexpected positive and beneficial accident(s) [….] And the art of finding something unintended [….] the common experience of observing unexpected, anomalous and strategic data and events, which are transformed into the instance and context to develop a new theory or to complement an existing theory [….] And the faculty of making fortunate Technological Breakthroughs and Scientific Discoveries And Innovation Developments by accident, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles and tangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits and planes [….] Unexpected Accidental Beneficial Discoveries in Science, Technology, Strategy, Business and Management …”

Pseudoserendipity.— Pseudoserendipity means PURPOSEFULLY CREATING the constant preconditions and conditions to seize “fortuitous happenstance” and/or “pleasant surprise” and/or “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. And also entails unexpected positive and beneficial accident(s) [….] the art of finding something unintended [….] the common experience of observing unexpected, anomalous and strategic data and events, which are transformed into the instance and context to develop a new theory or to complement an existing theory [….] And the faculty of making fortunate Technological Breakthroughs and Scientific Discoveries And Innovation Developments by accident, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles and tangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits and planes [….] Somewhat Expected Accidental Beneficial Discoveries in Science, Technology, Strategy, Business and Management …”