The contradiction of mutations: these “errors” in replication cause the loss and degradation of genetic information, but are also the only source of all that information in the first place.
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Have nothing in your house that is not beautiful.
I try to ignore opinions that are merely copied from media/others; so, I realize, should I for guilt, confessions, admissions: real atonement comes from within; parroting confessions, just like “we have sinned” in church, is mostly performance/ritual, without skin in the game.
Beware either/or, with us/against us, yes/no approaches to complex questions, not least because they leave out some of the most interesting responses, such as: neither, the framing is malformed, there are more dimensions than you think.
If you, your community, or even most people, think that those opposed to you are cranks, pseudo-scientists, deluded, etc. remember that you’re necessarily wrong some of the time, and those category errors, once uncovered, represent immense opportunity.
In a discourse with sides (e.g. left-right, a two-party system, prescriptive vs descriptive), it’s impossible for your side to be right about everything; the other side’s ideas should be an efficient place to find merit, therefore, if you can manage to ignore the branding.
Philosophy Smell #7: “Denial as a Symptom of Guilt”—The lady doth protest too much, indeed. Nonetheless, anything in the form, “that which disagrees with X is evidence of X” is a mind-prison, internment in which can sometimes be broken only by a painful collision with reality.
Frederick Brooks: conceptual unity requires tiny teams with one mind in charge. Eric Raymond: the team can be of any size, given sufficient comms tech and leadership by one mind.
Prediction: the technology of expression will improve to the extent that any number of minds can lead.
“In any profession, 90% of people are clueless but work by situational imitation, narrow mimicry & semi-conscious role-playing.”—Nassim Taleb
My third corollary to Conway’s Law: The quality of an organization’s output is inversely proportional to the extent to which its actual structure corresponds to its org chart.