RT @CEBKCEBKCEBK: Great Man Theory: the power of leaders acting upon material reality—eg see Carlyle
Great Founder Theory: the power of ma…
Source date (UTC): 2025-01-30 11:35:22 UTC
Original post: https://twitter.com/i/web/status/1884928386096935355
(Diary)
We’re ramping up our company and Oversing (platform) and Runcible (AI), and frankly I’m kind of blown away at the ideation coming out of the team.
I assume only people who know me well care about this, but personally, I have to say, that I much prefer building companies and making money at it to political activism – even given that instead of fighting an uphill battle as we have been, the current administration is implementing many of the policy recommendations we’ve made.
The administration will need our work to make it permanent, and to produce defense against future reversal into the constitution and legislation. But I’d much rather the institute fight that battle, then a civil war.
Source date (UTC): 2025-01-29 01:32:23 UTC
Original post: https://twitter.com/i/web/status/1884414253068861440
(My Availability the Next few days)
Travelling and at an offsite strategy meeting to work through the financials of repatriating RBC, Oversing, Runcible to the states, and raising another round of financing. (LLMs are finally viable for integration into runcible and runcible into oversing. And the open source chinese imitation of OpenAI’s model has reduced the cost so much that it’s effectively an additional desktop per developer – cheap.) My long term journey to produce a Runcible that continuously improves you and your organization and by extension society and polity can finally be brought to market.
So I don’t know how available I will be friday, saturday, sunday.
Cheers
Source date (UTC): 2025-01-24 19:36:45 UTC
Original post: https://twitter.com/i/web/status/1882875202906005504
(BIZ)
Having some thoughts on what this means for our business and for the institute, and for our business it’s awesome.
For the institute it means our ‘shift’ from research to activism, is going to require a shift to not thinking we’re underdogs, and that our attempts to reach the mainstream are easy except for the cacophony and chaos of the end of the postwar order, combined with the end of the post-postwar fantasy of global governance and everyone playing nice together, therefore hyperconsumption has returned to risk status. We have the joy of living in interesting times.
That said, A NEW INSTITUTIONAL NARRATIVE will evolve and rather quickly, and this will become part of business culture. The inclusion of tech in government has moderated the influence of global finance. The failure of the academy and media is going to be openly discussed as demand for organizing the academy, workplace, and economy for a restoration of merit, competitiveness, and restoration of the perception of scarcity.
So as I understand this trend it becomes easier to sell our ‘big ideas’ into the marketplace at all scales. If we cannot rely on culture as indirect education, and we cannot rely on the academy as direct education, then we are back to the ancient problem of creating both education and culture within the workplace in order to restore competitive advantage – particularly since comparative advantage is limited to a small number of macro tech companies all of which are vulnerable to AI, and especially Social Media that has been vulnerable to fragmentation.
So transparency, accountability, empirical meritocracy, granularity of information, and continuous reformation and revitilization of employees and management are all assets in our favor. I suspect by this demonstration our work will eentually make it into education where gamification like tutelage will replace the failure of industrialized education, especially that education in given the removal of competition from education.
Why am I saying this? Pitch, go to market, value prop, and realized value prop are all contingent upon context and we are in a new context.
Source date (UTC): 2025-01-22 19:34:18 UTC
Original post: https://twitter.com/i/web/status/1882149811459391488
There is no problem. He’s trying to reduce headcount and force reorganization, redirection, and cost cutting under DOGE.
Source date (UTC): 2025-01-21 23:32:44 UTC
Original post: https://twitter.com/i/web/status/1881847427847819269
Reply addressees: @HRHTish
Replying to: https://twitter.com/i/web/status/1881711398360949131
That said, its really a tactic to get as many of them to quit as possible so that DOGE can do what those of us who run consulting companies do for a living: reorganize the organization because all orgs evolve toward employee capture and bloat.
Source date (UTC): 2025-01-21 23:31:36 UTC
Original post: https://twitter.com/i/web/status/1881847144417832979
Reply addressees: @traver8e @WorldHallOfFun @cb_doge
Replying to: https://twitter.com/i/web/status/1881754610685383148
Culture: Megacorp: “Work Life Balance Cactus” https://t.co/oGpPkC0eMj
Source date (UTC): 2025-01-20 17:54:04 UTC
Original post: https://twitter.com/i/web/status/1881399810387001812
Replying to: https://twitter.com/i/web/status/1881399807765631133
IN REPLY TO:
Unknown author
Culture: Megacorp: “The Interpreter” https://t.co/9rpeikx1e1
Original post: https://x.com/i/web/status/1881399807765631133
Culture: Megacorp: “The Interpreter” https://t.co/9rpeikx1e1
Source date (UTC): 2025-01-20 17:54:03 UTC
Original post: https://twitter.com/i/web/status/1881399807765631133
Replying to: https://twitter.com/i/web/status/1881399804879876372
IN REPLY TO:
Unknown author
Culture: Megacorp: “Approvals” https://t.co/aN8CkCWtVY
Original post: https://x.com/i/web/status/1881399804879876372
RT @curtdoolittle: @EmbitteredThe @TheSovereignMD @nayibbukele @TyrantsMuse Workers are not competent either empirically or theoretically t…
Source date (UTC): 2025-01-17 17:36:35 UTC
Original post: https://twitter.com/i/web/status/1880308246264910116
Workers are not competent either empirically or theoretically to manage organizations at scale.
Here is a rough estimation of IQ ranges based on empirical data and observed social structures:
1. Unskilled Labor and Marginal Participation
IQ Range: ~70–90
Characteristics: Limited ability to manage complexity, often performing routine or repetitive tasks.
Employment in roles requiring low cognitive engagement and minimal decision-making.
Conscientiousness plays a minor role, as opportunities for upward mobility are constrained by cognitive limits.
Occupations: Manual labor, basic service roles.
2. Semi-Skilled and Skilled Labor
IQ Range: ~90–105
Characteristics: Capable of managing moderately complex tasks and adapting to structured environments.
Conscientiousness becomes more influential, especially for reliability and adherence to procedures.
Often engaged in roles requiring some technical training or experience.
Occupations: Technicians, tradespeople, administrative staff.
3. Lower Middle Class (Supervisory Roles, Small Business Owners)
IQ Range: ~105–115
Characteristics: Able to oversee and coordinate resources and processes with some degree of independence.
Higher conscientiousness significantly increases success within this range, especially for reliability and diligence in management.
Occupations require both technical and interpersonal skills.
Occupations: Managers, skilled trades with entrepreneurial components, junior professionals.
4. Middle Class (Professionals and Managers)
IQ Range: ~115–125
Characteristics:Comfortable handling abstract reasoning and planning, often in specialized fields.
Conscientiousness amplifies productivity and reliability, facilitating career advancement.
Roles involve significant decision-making and problem-solving under moderately high complexity.
Occupations: Engineers, lawyers, mid-level executives, senior professionals.
5. Upper Middle Class (Senior Professionals, Executives)
IQ Range: ~125–135
Characteristics:High ability to manage large-scale complexity, including systems, networks, and organizational hierarchies.
Conscientiousness is critical for consistency and dependability in high-stakes decision-making.
Frequently engaged in roles requiring strategic thinking and leadership.
Occupations: Senior executives, top-level consultants, high-achieving academics.
6. Upper Class (Innovators, Leaders, Large-Scale Decision-Makers)
IQ Range: ~135–160+
Characteristics:Exceptional capacity for abstraction, innovation, and systematization of novel solutions.
Conscientiousness remains crucial but often takes a secondary role to creativity, vision, and intellectual engagement.
Operate in roles shaping industries, ideologies, and long-term strategies for society.
Occupations: Thought leaders, major entrepreneurs, influential policymakers.
Conscientiousness as a Within-Class Differentiator
While IQ provides the cognitive foundation for handling complexity, conscientiousness influences:
Work Ethic: Persistence, reliability, and attention to detail.
Adaptability: Responsiveness to feedback and continuous self-improvement.
Social Integration: Ability to navigate networks and maintain relationships critical for upward mobility.
Individuals with higher conscientiousness within a given IQ range often achieve disproportionately higher status or income relative to less conscientious peers.
Reply addressees: @EmbitteredThe @TheSovereignMD @nayibbukele @TyrantsMuse
Source date (UTC): 2025-01-17 17:36:14 UTC
Original post: https://twitter.com/i/web/status/1880308158561939457
Replying to: https://twitter.com/i/web/status/1880306433402757426