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Category: security

Preamble: Bitcoin 1.0 is currency — the deployment of cryptocurrencies in applications related to cash such as currency transfer, remittance, and digital payment systems. Bitcoin 2.0 is contracts — the whole slate of economic, market, and financial applications using the blockchain that are more extensive than simple cash transactions like stocks, bonds, futures, loans, mortgages, titles, smart property, and smart contracts

Bitcoin 3.0 is blockchain applications beyond currency, finance, and markets, particularly in the areas of government, health, science, literacy, culture, and art.

Read the article here » http://ieet.org/index.php/IEET/more/swan20141110

— The Guardian

Pentagon Building in Washington

A US Department of Defense (DoD) research programme is funding universities to model the dynamics, risks and tipping points for large-scale civil unrest across the world, under the supervision of various US military agencies. The multi-million dollar programme is designed to develop immediate and long-term “warfighter-relevant insights” for senior officials and decision makers in “the defense policy community,” and to inform policy implemented by “combatant commands.”

Launched in 2008 – the year of the global banking crisis – the DoD ‘Minerva Research Initiative’ partners with universities “to improve DoD’s basic understanding of the social, cultural, behavioral, and political forces that shape regions of the world of strategic importance to the US.”

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Douglas Birch, Center for Public Integrity / News Investigation — Nation of Change

Never mind that the vehicle is a boxy, lumbering, second-hand set of wheels with a top speed of just 60 mph. To some of the fighters of the Islamic State in Iraq and Syria, the U.S. M1117, aka the Guardian Armored Security Vehicle, has become their favorite ride.

Or so says Jeremy Binnie, editor of Jane’s Terrorism and Security Monitor, who has monitored propaganda sites for reports of jihadis toting, towing or tooling around in some of the millions of dollars’ worth of U.S.- and other foreign-built military equipment that ISIS captured after it swept into northern Iraq in early June.

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As the old social bonds unravel, philosopher and member of the Lifeboat Foundation’s advisory board Professor Steve Fuller asks: can we balance free expression against security?

justice

Justice has been always about modes of interconnectivity. Retributive justice – ‘eye for an eye’ stuff – recalls an age when kinship was how we related to each other. In the modern era, courtesy of the nation-state, bonds have been forged in terms of common laws, common language, common education, common roads, etc. The internet, understood as a global information and communication infrastructure, is both enhancing and replacing these bonds, resulting in new senses of what counts as ‘mine’, ‘yours’, ‘theirs’ and ‘ours’ – the building blocks of a just society…

Read the full article at IAI.TV

The Globalized Smartification and Changing for the Better Via Simultaneous: Activated and Deactivated Kaisen!

We Activate Kaisen and We Deactivate Kaisen

Chiefly, this brief post is about the pictorial I composed here.

Pay great attention to this proprietary image. I greatly value Japanese execs and sages but they focus only on throughputting(*) the Known Inputs Into Desirable Outputs inside their premises, without considering the Non-Existential and Existential Risk of the External Environment (outside their industrial facade) at large as we do in the White Swan’s Tranformative and Integrative Risk Management Services.

(*) Throughputting is a Latin word in its ING-form stemming from Latin language, namely: Modus Operandi (MO).

Yes, they Kaisen within and beyond the Assembly Line to HHRR and many other administrative facilities and operations. However, in Transformative and Integrative Risk Management we consider and implement, as a major sub-chapter, every possible and most updated tool(s) by Quality Assurance and Continuous Improvement, most of the times to a “Shock and Awe” practical level for the sake of corporate lucre in sustainability.

This is a real-life story extremely summarized. I made a granularity-of-detail executive presentation to Toyota’s Board of Directors, including Mr. Noda (the Production Director). With the largest and smallest minuteness, step by step, sub-step by sub-step, I outright proved to Toyota Chairman, CEO, Production Director, CFO and others in the Board that using Kaisen to Manage Risks Holistically as per the Western state-of-the-art understanding was beyond ineffectual and inconsequential.

Of course and due to extreme Japanese regionalism and single mindedness, Mr. Noda assumed that I was too stupid to know something substantive about Kaisen and Toyota Production System and the American Professors who taught them their “stuff” through long consultative years.

When I first knocked the Toyota front-office door, I had spent twenty (20) years studying every advancement in business, management, and industry, clearly acknowledging every upside and every downside. In fact I was first introduced to a full-scope indoctrination in Japanese methodologies by Royal Dutch Shell. In Shell, like with Mr. Jiddu Krishnamurti, there are no folly regionalism but frinctionless globalization and globalization smartification, thus embracing any useful approach, regardless of geography, story, race, ethnicity or else, as long as it further underpins the global strategic bottom-line, PERIOD!

I was heavily researching not just Toyota’s advancements and others by the Corporate Miracle of Japan of the 1980s, but absolutely everything regarding the countermeassuring of any form (including its many synonyms) of, direct or indirect, disruptions, both in the West and the Far East.

As Japan was topnotch and nobody in the West was doing something meritorious (as per Noda’s schema), he found it stupid and time-wasting and not lucrative to even consider the methodologies, even those by NASA and way beyond that, that I was ruthlessly researching, nation by nation, industry by industry. Ergo, as my amazing father and Napoleon Bonaparte stated, “ … I only have one counsel or you — be a master …” to the strategic surprise (Sputnik Moment) of Toyota, Noda, and Mitsubishi Motors.

Mr. Noda was extremely infuriated with me but, despite him, the Chairman hired me and carried on with emotional evenness, that of a Wise and Sage Patriarch. Mr. Noda gave me a nickname that I will not release at this or other time.

Other considerations pertaining to Kaisen and its evolution way beyond that, I will be commenting about in due time.

By Andres Agostini
White Swan Author
www.linkedin.com/in/andresagostini

Getting Sexy and the Undivided Attention of Your Fortune-500 Client CEOs! (Excerpt from the White Swan book) By Andres Agostini at www.linkedin.com/in/andresagostini

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(1.- of 17 ).- If you want to seize the undivided attention of top executives at Los Alamos National Laboratory and Procter & Gamble, talk to them through the notions of and by Process Re-engineering.

(2.- of 17 ).- If you want to seize the undivided attention of top executives at GE, talk to them through the notions of and by Six Sigma, and Peter F. Drucker’s Management by Objective (MBO). While you are with them, remember to commend on the Jack Welch’ and Jeff Immelt’s master lectures at GE’s Crotonville.

(3.- of 17 ).- If you want to seize the undivided attention of top executives at RAND Corporation and HUDSON Institute, talk to them through the notions of and by Herman Khan’s (Dr. Strangeloves’) Scenario Methodology.

(4.- of 17 ).- If you want to seize the undivided attention of top executives at Mitsubishi Motors and Honda and Daimler-Chrysler’s Mercedes-Benz, talk to them through the notions of and by Kaisen.

(5.- of 17 ).- If you want to seize the undivided attention of top executives at NASA and DARPA and the Industrial-Military Complex, talk to them through the notions of and by Systems Approach with the Perspective of Applied Non-Theological Omniscience. And, also, want to get funded by DARPA? How? The pathway is extremely easy and promissory. Just give them an unimpeachable real-life demonstration of how to “violate” the Laws of Physics correctly and frequently, for Life!

(6.- of 17 ).- If you want to seize the undivided attention of top executives at Lockheed Martin, talk to them through the notions of and by Lean, Six Sigma and Skunk Works.

(7.- of 17 ).- If you want to seize the undivided attention of top executives at Toyota, talk to them through the notions of and by Toyota Production System (methodology).

(8.- of 17 ).- If you want to seize the undivided attention of top executives at Royal Dutch Shell, talk to them through the notions of and by Pierre Wack’s Scenario Methodology.

(9.- of 17 ).- If you want to seize the undivided attention of top executives at Mayo Clinic, talk to them through the notions of and by Dr. Joseph Juran’s (Total Quality Assurance) Prescription (ISBN: 978–0787900960). Also remember to conjointly speak, at all times, of efficiency, productivity, and ROI as it stems in the incessant real-time reckoning of man-hours per patient cured and healed. To this end, you might wish to peruse this great title: The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management by Peter F. Drucker (ISBN: 978–0061345012).

(10.- of 17 ).- If you want to seize the undivided attention of top executives at Google, talk to them through the notions of and by Strong Quantum Supercomputing and Reversing of Human Death.

(11.- of 17 ).- If you want to seize the undivided attention of top executives at Xerox, talk to them through the notions of and by PARC (Palo Alto Research Center Incorporated).

(12.- of 17 ).- If you want to seize the undivided attention of top executives at ExxonMobil, talk to them through the notions of and by Efficiency and Productivity as well as Return On Investment (ROI) per Petroleum Barrel produced (outputted), and Project Management.

(13.- of 17 ).- If you want to seize the undivided attention of top executives at Boeing, talk to them through the notions of and by Aerospace Engineering, Avionics, Systems Engineering, Reliability Engineering, Safety Engineering, Industrial Engineering, and Mechanical Engineering.

(14.- of 17 ).- If you want to seize the undivided attention of top executives at SETI (Search for ExtraTerrestrial Intelligence), talk to them through the notions of and by Superintelligence entrenched, in “plain sight,” in the covert realm of Dark Energy and Dark Matter.

(15.- of 17 ).- If you want to seize the undivided attention of top executives at Loyd’s of London, Swiss RE, Munich RE, and Allianz, talk to them through the notions of and by Minimax, Statistics, Actuarial Science, Predictive Analytics, and Systems Engineering.

(16.- of 17 ).- If you want to seize the undivided attention of top executives at Amazon, talk to them through the notions of and by Low-Cost And High-End Online Commerce, Content Creation, Hi-Tech, Quadcopters (Commercial Flying Drones) and Eternal Staggering Innovation. Don’t forget to mention the Mechanical Turk.

(17.- of 17 ).- If you want to seize the undivided attention of top executives at Northrop Grumman Corporation, talk to them through the notions of and by State of the Art: Quality, Continuous Improvement, Customer Satisfaction, Leadership (Man Management), Integrity, People, Suppliers, Sound Business Management, “Best in Class” Products and Services, and how to preemptively countermeasure Chinese penetrations and otherwise of both commercial and government networks in the United States.

NOTE: I know great consulting incumbents and other professional service providers who want to get the undivided attention of 90% of the CEOs above at once. Ergo, they really need to get ready to be multidimensional and cross-functional. There is no Internet resource, nor an online book or article giving you this most-profound advice, never ever. TO DO THIS, YOU NEVER NEED SO-CALLED “LEADERSHIP,” BUT I.Q.-CENTRIC STATESMANSHIP OR MAN-MANAGEMENT.

By Mr. Andres Agostini
Author of the White Swan Book
www.linkedin.com/in/andresagostini

By — Wired
Fans at a World Cup game at Arena de Baixada stadium in Curitiba, Brazil use the Qylatron to go through security.
Australian fans pumped to see their team take on Spain during the first round of the World Cup were intrigued by the honeycomb-like machine that had replaced the standard manual search process at Arena de Baixada stadium in Curitiba, Brazil. They were less thrilled when the machine spotted the toy kangaroos they were trying to sneak into the match.

That machine is the Qylatron Entry Experience Solution, and it could soon replace a crappy experience of going through security checks at airports and other venues with one that’s faster and less invasive. Instead of having a human poke around in your bag, the machine scans it for a variety of threats in just a few seconds. Searching those Aussies and other soccer fans may prove to be a watershed moment for the system, a successful test of how well it can spot trouble and move people through security, efficiently and with their dignity intact.

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AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

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AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

QUESTION: HOW CAN WE ILLUSTRATE MR. ANDRES AGOSTINI’S CONCURRENT COORDINATED CONVERGENT SYSTEMS THINKING (CCCST): ARTICULATED UNDER INTELLIGENCE AUGMENTATION AND AMPLIFICATION (IAA) VIA ASIN: B00KNL02ZE ANSWER: BY PAYING ATTENTION TO AN INDOORS INTERVIEW BY THE ROYAL DUTCH SHELL HERE:

Many world-class zillion-dollars corporations go to huge unknown distances to make a difference in sustaining and guaranteeing their For-Lucre Competitive Advantage. Shell, as many others are a good example of this, through many, many decades to date. I was fully trained and thoroughly indoctrinated by Shell to this end a long time ago while I keep always researching their latest canonical milestones. However, my ongoing research considers and analyzes the findings of many other zillion-dollar corporations beyond, by far, those of Royal Dutch Shell.

Governments, governmental agencies, political bodies, universities (including those into strong R&D&I), as well as a myriad of other companies, supranationals and NGOs, DO NOT EVER ATTEMPT TO DO THIS. THEY THINK THAT SEEKING KNOWLEDGE THIS WAY IS A CLEAR SIGN OF INSANITY.

Nothing, and nothing at all, will preclude Shell and other Fortune-7 Corporations to seek out and seize boundaryless knowledge.

All of my assertions are backed by most-updated brick-and-mortar books and manuals. I can give you a brief general idea, but my time and researched proprietary findings are extremely expensive for me to tell you about where to find those contents.

The combined knowledge of my research is a part of an infinitely larger ongoing proprietary research effort by me. Through many, many years, these books and manuals and handbooks have been physically published but you did not found out then. But many publications were only found through proprietary literature only.

When you want to access proprietary literature, you handsomely pay for it. Otherwise, it is impossible to gain access to that.

Everything I have or have had, I capitalistically paid for CASH AND IN FULL. If you are a commie, this is not for you or any other forms of hippies and chronies.

FOR INSTANCE:

Star Trek’s Captain Spock told James T. Kirk: “… Jim, the problem with you is that you always proceed from false assumptions … And being a Volcan and thus different from you, I have no ego to bruise …”

LET US NOW GET BACK TO OUR REAL-LIFE EXCHANGE AS PER ROYAL DUTCH SHELL:

Royal Dutch Shell Worldwide CEO: “…Okay, How is the strategic planning going along for the forthcoming year? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Very well, sir…We are introducing some novelties to our corporation-wide strategic planning, strategizing and strategic execution …!…”

Royal Dutch Shell Worldwide CEO: “…Can you give me some specifics? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Well, sir, our most unconventional and heterodox thinking and strategizing have always gone to a far-fetched fringe, spurting twilight-zones mind-sets while ridiculing the minimal and precarious notion of so-called ‘out-of-the-box’ thinking … So, this year we have a roaster of out-of-this-world people to interview in order to underpin our strategy and outsmart Exxon-Mobil and the like in the process. All of the interviews will be heavily documented for continuous close examination …”

Royal Dutch Shell Worldwide CEO: “…Excellent, I really like you rationale…Who is your first person to interview? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Thank you. The first one will be a Maharishi, the so-called ‘Great Seer’ …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Drashtara, Sanskrit for the Techno-Harbinger …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…The Awaken Ones …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Auspiciousness, a female spiritual leader of great audiences in the East and West …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Catholic Bishop…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Tel-avid Rabbi …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Lama …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “ … An Ayatollah …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Witch…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Worldwide CEO: “…You list is nice but a bit too conventional for my profitable ambitions. What are you exactly going to do about it to fundamentally solve your shortcomings? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, we are going to interview, as well, many other thought leaders, including many purposeful mentally-ill ponderers!…”

Royal Dutch Shell Worldwide CEO: “…Like whom? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, a Schizophrenic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… One person undergoing Clinical Delusional Disorder …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Someone into Clinical Hallucinations …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Someone into Clinical Histrionic or Narcissistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Guru from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Yogi from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… An Oracle from the Tibet …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Kabbalah Mystic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Witch …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Savant…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Knowledgist …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Beggar …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Homeless …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Gigolo …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Wizard …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Magician …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Autistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…One undergoing Asperger’s …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Every Student proactive in most-recondite Ivy-League own on-site Secret Societies … Several Prostitutes and several Tarot-card Readers, Soothsayers, Divinators, Foretellers, Predictioneers, Futilitarians, Hunches-tellers, First-Guessers, Second-Guessers, Fortunetellers, Prophets, Presagers, Premonitionists, Dictators, Anarchists, among many other savants.

Now, you can understand why people of The Netherlands OUTSMART MOTHER NATURE and are so intelligent, shrewd and mordant, as well as victorious, ready to “kill” petroleum as source of energy and impose Energy “X”.

Many, many zillion-dollars-corporations RELENTLESSLY exercise their Intellects and Strategies BY INCESSANTLY SEEKING OMNISCIENCE IN IGNORED FLANKS AND NOVEL QUADRANTS AND SPHERES. AND THROUGH THE PRECEDING, THEY MERIT AND DESERVE TO OUT-RULE THE WORLD, THE PRESENT AND THE FUTURE.

NOTHING, AND NOTHING AT ALL, WILL PRECLUDE SHELL AND OTHER FORTUNE-7 CORPORATIONS TO SEEK OUT AND SEIZE BOUNDARYLESS KNOWLEDGE.

ONLY SOURCE: Andres Agostini’s own Book:

Concurrent Coordinated Convergent Systems Thinking (CCCST): Articulated under Intelligence Augmentation and Amplification (IAA)
ASIN: B00KNL02ZE
http://amzn.to/1owe52O

By Mr. Andres Agostini
www.linkedin.com/in/andresagostini

E.Q.-Focused Nations (suboptimal) Versus I.Q.-Centric Countries (optimal)

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1.- E.Q.-Focused Nations argue that the millenarian applied terms such as: Prudence, Tact, Sincerity, Kindness and Unambiguous Language DO NOT SUFFICE and hence they need to invent a marketeer’s stunt: Emotional Intelligence. I.Q.-Centric Countries argue that the millenarian applied terms are beyond utility and desirability and that stunts are to social-engineer and brain-wash the weak: Ergo, all of these are optimal: Prudence, Tact, Sincerity, Kindness and Unambiguous Language, as well as plain-vanilla Psychology 101.

2.- E.Q.-Focused Nations are mired with universal corruption, both in private and public office. I.Q.-Centric Countries are mired with transparency, accountability and reliability, as well as collective integrity and ethics.

3.- E.Q.-Focused Nations are flooded with structural unemployment. I.Q.-Centric Countries are flooded with fundamental employment and hiring even not only nationals but also international talents.

4.- E.Q.-Focused Nations are waging military campaigns and violence internationally, always attempting to IMPOSE HARD AND HARSH AND FOCEFUL POWER. I.Q.-Centric Countries are at Peace with all of the Nations of the world and ONLY believe in Diplomacy and its Concurrent Soft Power.

5.- E.Q.-Focused Nations are too quick, too ready and too constant to DESTROY THEIR OWN ECONOMIES while turning their great nations into seventh-level nations of the world. I.Q.-Centric Countries are ALWAYS CONSTRUCTING GREATER OWN ECONOMIES WHILE MAKING THEIR NATIONS MORE APPEALING TO FOREIGNERS, INCLUDING FOREIGN INVESTORS, TO DO BUSINESS WITH.

6.- E.Q.-Focused Nations are ALWAYS expecting major Domestic Terrorism Attacks and Huge Disruption to Public Services and Infrastructure through Cyber attacks, while they attract Immense Industrial Espionage. I.Q.-Centric Countries are NOT WORRY AT ALL about being attacked in any form at all, but focused on how to become world’s largest manufacturers of Tangible Goods that are both desired by Rich and Poor Countries.

7.- E.Q.-Focused Nations HAVE INVESTED LARGELY IN MAKING TOO MANY LOCAL AND GEOPOLITICAL ENEMIES around the Globe. I.Q.-Centric Countries HAVE ZERO DOMESTIC AND INTERNATIONAL ENEMIES WHILE ONLY PROFITING FROM FRIENDLY CLIENTS AROUND THE GALAXY. I.Q.-Centric Countries’ friendliness is taken incessantly to the banks.

8.- E.Q.-Focused Nations are bathed with CIVILIAN PROTESTS, including Anarchists and Anti-Systems and Anti-Establishments, in a permanent context of Social and Political Unrest. I.Q.-Centric Countries have ZERO CIVILIAN PROTESTS while enjoying and profiting from an Emotionally-Even Most Talented Population, while thoroughly employed into Rule the World through Economic and Peaceful Conquests.

9.- E.Q.-Focused Nations have HUGE BANKRUPTCY DIVIDES between those Leaning to the Left and those Leaning to the Right. I.Q.-Centric Countries FIND HUGE LUCRE IN EXPLOITING THE INTELLECTUAL CAPITAL OF BOTH THE “LEFT” AND THE “RIGHT,” OPERATING FROM WITHIN THE EXACT “CENTER” WHILE LEVERAGING UP THE INDIVIDUAL AND COLLECTIVE WEALTH OF EVERY CITIZEN.

10.- E.Q.-Focused Nations DO NOT SPEAK GERMAN. I.Q.-Centric Countries ONLY SPEAK GERMAN.

By Mr. Andres Agostini

www.linkedin.com/in/andresagostini

The technological singularity requires the creation of an artificial superintelligence (ASI). But does that ASI need to be modelled on the human brain, or is it even necessary to be able to fully replicate the human brain and consciousness digitally in order to design an ASI ?

Animal brains and computers don’t work the same way. Brains are massively parallel three-dimensional networks, while computers still process information in a very linear fashion, although millions of times faster than brains. Microprocessors can perform amazing calculations, far exceeding the speed and efficiency of the human brain using completely different patterns to process information. The drawback is that traditional chips are not good at processing massively parallel data, solving complex problems, or recognizing patterns.

Newly developed neuromorphic chips are modelling the massively parallel way the brain processes information using, among others, neural networks. Neuromorphic computers should ideally use optical technology, which can potentially process trillions of simultaneous calculations, making it possible to simulate a whole human brain.

The Blue Brain Project and the Human Brain Project, funded by the European Union, the Swiss government and IBM, are two such attempts to build a full computer model of a functioning human brain using a biologically realistic model of neurons. The Human Brain Project aims to achieve a functional simulation of the human brain for 2016.

Neuromorphic chips make it possible for computers to process sensory data, detect and predict patterns, and learn from experience. This is a huge advance in artificial intelligence, a step closer to creating an artificial general intelligence (AGI), i.e. an AI that could successfully perform any intellectual task that a human being can.

Think of an AGI inside a humanoid robot, a machine that looks and behave like us, but with customizable skills and that can perform practically any task better than a real human. These robots could be self-aware and/or sentient, depending on how we choose to build them. Manufacturing robots wouldn’t need to be, but what about social robots living with us, taking care of the young, the sick or the elderly? Surely it would be nicer if they could converse with us as if they were conscious, sentient beings like us, a bit like the AI in Spike Jonze’s 2013 movie Her.

In a not too distant future, perhaps less than two decades, such robots could replace humans for practically any job, creating a society of abundance where humans can spend their time however they like. In this model, highly capable robots would run the economy for us. Food, energy and most consumer products would be free or very cheap, and people would receive a fixed monthly allowance from the government.

This all sounds very nice. But what about an AI that would be greatly surpass the brightest human minds ? An artificial superintelligence (ASI), or strong AI (SAI), with the ability to learn and improve on itself, and potentially becoming millions or billions of times more intelligent and capable than humans ? The creation of such an entity would theoretically lead to the mythical technological singularity.

Futurist and inventor Ray Kurzweil believes that the singularity will happen some time around 2045. Among Kurzweil’s critics is Microsoft cofounder Paul Allen, who believes that the singularity is still a long way off. Allen argues that for a real singularity-level computer intelligence to be built, the scientific understanding of how the human brain works will need to accelerate exponentially (like digital technologies), and that the process of original scientific discovery just doesn’t behave that way. He calls this issue the complexity brake.

Without interfering in the argument between Paul Allen and Ray Kurzweil (who replied convincingly here), the question I want to discuss is whether it is absolutely necessary to fully understand and replicate the way the human brain works to create an ASI.

GREAT INTELLIGENCE DOESN’T HAVE TO BE MODELLED ON THE HUMAN BRAIN

It is a natural for us to think that humans are the culmination of intelligence, simply because it is the case in the biological world on Earth. But that doesn’t mean that our brain is perfect or that other forms of higher intelligence cannot exist if they aren’t based on the same model.

If extraterrestrial beings with a greater intelligence than ours exist, it is virtually unthinkable that their brains be shaped and function like ours. The process of evolution is so random and complex that even if life were to be created again on a planet identical to Earth, it wouldn’t unfold the same way as it did for us, and consequently the species wouldn’t be the same. What if the Permian-Triassic extinction, or any other mass extinction event hadn’t occured ? We wouldn’t be there. But that doesn’t mean that other intelligent animals wouldn’t have evolved instead of us. Perhaps there would have been octopus-like creatures more intelligent than humans with a completely different brain structure.

It’s pure human vanity and short-sightedness to think that everything good and intelligent has to be modelled on us. That is the kind of thinking that led to the development of religions with anthropomorphized gods. Humble or unpretentious religions like animism or Buddhism either have no human-like deity or no god at all. More arrogant or self-righteous religions, be them polytheistic or monotheistic, have typically imagined gods as superhumans. We don’t want to make the same mistake with artificial superintelligence. Greater than human intelligence does not have to be an inflated version of human intelligence, nor should it be based on our biological brains.

The human brain is the fortuitious result of four billion years of evolution. Or rather, it is one tiny branch in the grand tree of evolution. Birds have much smaller brains than mammals and are generally considered stupid animals compared to most mammals. Yet, crows have reasoning skills that can exceed that of a preschooler. They display conscious, purposeful behaviour, a combined with a sense of initiative, elaborate problem solving abilities of their own, and can even use tools. All this with a brain the size of a fava-bean. A 2004 study from the departments of animal behavior and experimental psychology at the University of Cambridge claimed that crows were as clever as the great apes.

Clearly there is no need to replicate the intricacies of a human cortex to achieve consciousness and initiative. Intelligence does not depend only on brain size, the number of neurons, or cortex complexity, but also the brain-to-body mass ratio. That is why cattle, who have brains as big as chimpanzees, are stupider than ravens or mice.

But what about computers ? Computers are pure “brains”. They don’t have bodies. And indeed as computers get faster and more efficient, their size tend to decrease, not increase. This is yet another example of why we shouldn’t compare biological brains and computers.

As Ray Kurzweil explains in his reply to Paul Allen, learning about how the human brains works only serve to provide “biologically inspired methods that can accelerate work in AI, much of which has progressed without significant insight as to how the brain performs similar functions. […] The way that these massively redundant structures in the brain differentiate is through learning and experience. The current state of the art in AI does, however, enable systems to also learn from their own experience.” He then adds that IBM’s Watson learned most of its knowledge by reading on its own.

In conclusion, there is no rational reason to believe that an artificial superintelligence couldn’t come into being without being entirely modelled on the human brain, or any animal brain. A computer chip will never be the same as a biochemical neural network, and a machine will never feel emotions the same way as us (although they may feel emotions that are out of the range of human perception). But notwithstanding these differences, some computers can already acquire knowledge on their own, and will become increasingly good at it, even if they don’t learn exactly the same way as humans. Once given the chance to improve on themselves, intelligent machines could set in motion a non-biological evolution leading to greater than human intelligence, and eventually to the singularity.

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This article was originally published on Life 2.0.