Curt Doolittle

Theme: Institution

  • Defining Revolution. Is Huntington or Aristotle (Or another) Right?

    —“A revolution is a rapid, fundamental, and violent domestic change in the dominant values and myths of a society, in its political institutions, social structure, leadership. and government activity and policies. Revolutions are thus to be distinguished from insurrections, rebellions, revolts, coups, and wars of independence. A coup d’etat in itself changes only leadership and perhaps policies; a rebellion of insurrection may change policies, leadership, and political institutions, but no social structure and values; a war of independence is a struggle of one community against rule by an alien community and does not necessarily involve changes in the social structure of either community. What is here called simply “revolution” is what others have called great revolutions, grand revolutions, or social revolutions. Notable examples are the French, Chinese, Mexican, Russian, and Cuban revolutions.”— Samuel Huntington

    [B]y Huntington’s criteria, is it revolution I (we) pursue? I did not think so. But at this point I do. For the restoration of truth telling, the suppression of political parasitism, the conversion of information to a commons, the imposition of strict construction, and the imposition of market government, and the eliminationgn of politicians, all are fundamental changes in the postwar feminist/socialist epoch. Even if they are restorations of the anglo saxon order.

  • Defining Revolution. Is Huntington or Aristotle (Or another) Right?

    —“A revolution is a rapid, fundamental, and violent domestic change in the dominant values and myths of a society, in its political institutions, social structure, leadership. and government activity and policies. Revolutions are thus to be distinguished from insurrections, rebellions, revolts, coups, and wars of independence. A coup d’etat in itself changes only leadership and perhaps policies; a rebellion of insurrection may change policies, leadership, and political institutions, but no social structure and values; a war of independence is a struggle of one community against rule by an alien community and does not necessarily involve changes in the social structure of either community. What is here called simply “revolution” is what others have called great revolutions, grand revolutions, or social revolutions. Notable examples are the French, Chinese, Mexican, Russian, and Cuban revolutions.”— Samuel Huntington

    [B]y Huntington’s criteria, is it revolution I (we) pursue? I did not think so. But at this point I do. For the restoration of truth telling, the suppression of political parasitism, the conversion of information to a commons, the imposition of strict construction, and the imposition of market government, and the eliminationgn of politicians, all are fundamental changes in the postwar feminist/socialist epoch. Even if they are restorations of the anglo saxon order.

  • BUFFET’S LETTER TO SHAREHOLDERS? 31 PAGES. SEE? See? It’s not just me. I always

    BUFFET’S LETTER TO SHAREHOLDERS? 31 PAGES. SEE?

    See? It’s not just me. I always get crap for my long missives to shareholders, but the truth is – aside from investors with ADD – people read them and learn from them.

    I also got crap from people thinking I manipulate the board when I ask for advice from the board. It isn’t true. I think pretty scientifically: if I cannot convince the board then I shouldn’t do it. If I can convince the board (even if it takes a lot of work) then I probably should do it. Although, this strategy backfires when you think the economy will collapse and take your business down with it, and you can’t convince your board that you’re right. And sure, it depends upon whether your board consists of professional executives or not. But, I don’t pitch to the board as if I’m asking their permission. I am not sure I have respect for the board process at all. In my experience, it’s been nothing other than a legally sanctioned venue for fucking common shareholders. I use the board for testing theories. Particularly acquisitions.

    Buffet’s amazing. So is greenspan. I keep thinking that I could lose some of my higher faculties in the next decade. But then I look at other men of capacity and I realize that if you avoid alcohol and keep reasonably active and busy that you can be effective until 90’s. I kind of doubt that after 70 I’ll have the kind of insights that I’ve had in my 50’s – which, aside from my 20’s, has been my most intellectually fruitful period. But Hayek did great work late in life, and he is the mind I most closely associate with.

    In the absence of knowledge all we can do is struggle onward. 🙂

    Curt

    Source date (UTC): 2016-03-02 04:16:00 UTC

  • OVERSING BETA RELEASE? We are seeking a few (very few) additional beta sites. Th

    OVERSING BETA RELEASE?

    We are seeking a few (very few) additional beta sites. The minimum organization that we can afford to pay attention to is probably in the vicinity of 40-50 people. This is simply because it takes the same effort to support 40, or 100, as it does to support 5.

    So if you know anyone who wants to try it – especially in contrast to using Jira, we’d be interested in talking to them.

    OVERSING UPDATE

    1) In February, we started full time effort on the Reporting Panel. The primary view uses “blocks” that you double-click on in order to drill down into them. The other view takes advantage of the horizontal workspace to show time periods. So the reporting view is a bit of a data explorer. Except that it’s not in a tree view as we usually see. There are a lot of reports that we need to make for financial purposes, but the panel provides all the basic data Q&A that users will want to see.

    2) I’m about a third of the way through the first draft of the documentation. It’s in three parts: the ‘What’, which covers the basics. The “How” which uses of tutorial structure “how do to x”. The the Advanced section, which tells you how to apply it to your organization. I only need the first for beta. I expect to work through the second shortly. And the third will be something I incrementally fill out over the coming months.

    3) The web site is far enough along that while it’s missing the videos, we can finish the presentations (sliders) this month, and simplify the message a bit.

    OUTSTANDING ISSUES

    While we certainly can release the beta this month (March), we still have these open issues:

    0) Finish Reports (I can’t estimate this at all, but reports are a never-ending feature so it doesn’t matter.)

    1) Permissions on Workflows (I just discovered this issue) (I suspect this will take a week to ten days?)

    2) Drag and Drop to move to Schedule State / Right Click to Schedule State (long standing issue. Always seems to get moved to lower priority. But it’s necessary.) We had quite a bit of debate over this because we don’t want the schedule state to be invasive or to add complexity since it isn’t necessary. So we decided on a compromise, and that is that we separate out the scheduling features into their own ‘block’ on the Tasks panel, and we don’t integrate the scheduling sub-phase into the Main Sequence: Backlog, To-Do(Active), Done.

    3) Display Appointments on the Gantt Chart. (long standing issue) (It’s hard to know what resourcing needs your attention without this feature. We are saving this for last because we find working with this bit of source code time consuming.)

    4) Cascading changes to the schedule when we delete dependencies are still not working correctly. I am not sure why this remains an issue.

    5) Add the accounting,payroll,operational period properties and functions. This is technically the ‘last feature’, because all it does is allow you to configure the lifecycle of when you allow submissions of different financial activity, and when you post and close it. I have no estimate on this but I suspect it’s a three week effort at the outside. I’m worried that the number of transaction touch points is high, and that it’s hard to test, so that is why despite being fairly simple (creating events), I am cautious about time.

    6) Minor Fixes to Forecasting and Responsibilities. (forecasts should be outer-joined on operational periods, so that we know what’s there and what’s missing) (responsibilities are your ‘inbox’ for workflow activity. and we need some minor tweaks to the table view.) Note: In the future, this panel will switch between email and responsibilities when we add email integration.)

    7) Still missing ability to select for organizations and display Program Statistics in the Tasks Panel. All tasks roll up to parent tasks. And yes, we flatten the data so that we aren’t querying hierarchies all the time. That means that we can show just the Program, project, or deliverable ‘rows’ and that they will reflect the data underneath them without requiring that we display all rows. So, in the tasks view you can easily see a worldwide operation’s active programs and report on them without having to expose the detail of each program.

    MINOR Pre-Release Work (While In Beta)

    1) Integrating links to help into application.

    2) Clean Build of DB/App – Builds and Instances ready to Launch.

    3) Sample Workflows, org structures, projects.

    4) Update languages: We should launch with:

    – English

    – Russian

    – German

    – Spanish

    – French

    – Italian

    Although I suspect that the translations will need a LOT of editing.

    SUBSTANTIVE WORK DURING BETA PHASE

    1) Federation.

    2) CSS / Less / Javascript optimization (this makes me crazy)

    3) Finish updating via Websockets outside of Workspace Panels. (I am not even sure it matters outside of the workspace honestly, but I feel that for The user, consistency matters.) There are some current places where it isn’t right. And it still seems like the browser fails to detect that the server is not sending messages to its current context now and then.

    Curt Doolittle

    Source date (UTC): 2016-03-02 04:16:00 UTC

  • THE MARKET: SAP Microsoft Dynamics + CRM + Sharepoint + Addons Reality by Chanti

    THE MARKET:

    SAP

    Microsoft Dynamics + CRM + Sharepoint + Addons

    Reality by Chanting’s Oversing

    Mavenlink

    Wrike

    Asana

    Trello

    Slack

    It will take us two more years of work but we will surpass Microsoft and eventually encroach on SAP.

    Source date (UTC): 2016-02-28 02:29:00 UTC

  • La evolución de la gerencia

    Gerencia de la esclavitud:

    El acto de producir información e incentivos con el propósito de organizar a la gente de modo tal de que produzcan el resultado que tú deseas en contra de su voluntad, con los recursos a tu disposición, mientras les prohibes competir de forma alternativa.
    Uso de la fuerza. Elimina todas las otras opciones.

    Gerencia de mansión (gobierno)

    El acto de producir información e incentivos con el propósito de organizar a la gente de forma tal de que produzcan el resultado que tu deseas de forma voluntaria, con los recursos a tu disposición, en competencia con deseos alternativos.
    Ostracismo, limitación de opciones, sistematización del parasitismo por medio de prevenir entradas o salidas.

    Gerencia de proyectos

    El acto de producir información e incentivos con el propósito de organizar a la gente de forma tal que produzcan el resultado que tú deseas por voluntad propia, con los recursos a tu disposición en competencia con deseo alternativos.
    Compensación, Crear opciones superiores a las alternativas, hace que el parasitismo sea casi imposible.

    Gerencia de mercado

    El acto de crear instituciones que asistan a la gente en producir información e incentivos con el propósito de asistirse ellos mismos en producir los resultados que ellos deseen, en competencia con deseos alternativos.
    Autodeterminación. Negación del parasitismo, producción.

  • La evolución de la gerencia

    Gerencia de la esclavitud:

    El acto de producir información e incentivos con el propósito de organizar a la gente de modo tal de que produzcan el resultado que tú deseas en contra de su voluntad, con los recursos a tu disposición, mientras les prohibes competir de forma alternativa.
    Uso de la fuerza. Elimina todas las otras opciones.

    Gerencia de mansión (gobierno)

    El acto de producir información e incentivos con el propósito de organizar a la gente de forma tal de que produzcan el resultado que tu deseas de forma voluntaria, con los recursos a tu disposición, en competencia con deseos alternativos.
    Ostracismo, limitación de opciones, sistematización del parasitismo por medio de prevenir entradas o salidas.

    Gerencia de proyectos

    El acto de producir información e incentivos con el propósito de organizar a la gente de forma tal que produzcan el resultado que tú deseas por voluntad propia, con los recursos a tu disposición en competencia con deseo alternativos.
    Compensación, Crear opciones superiores a las alternativas, hace que el parasitismo sea casi imposible.

    Gerencia de mercado

    El acto de crear instituciones que asistan a la gente en producir información e incentivos con el propósito de asistirse ellos mismos en producir los resultados que ellos deseen, en competencia con deseos alternativos.
    Autodeterminación. Negación del parasitismo, producción.

  • THE LIMITS OF MORAL COMMERCE AND TRADE The Morality of Profit Ends When One Cons

    THE LIMITS OF MORAL COMMERCE AND TRADE

    The Morality of Profit Ends When One Consumes Normative, Cultural Institutional, and Genetic Capital – Because at that point one is privatizing the commons.

    We can punish you for that you know.

    Source date (UTC): 2016-02-25 01:32:00 UTC

  • THE EVOLUTION OF MANAGEMENT SLAVE MANAGEMENT the act of producing information an

    THE EVOLUTION OF MANAGEMENT

    SLAVE MANAGEMENT

    the act of producing information and incentives for the purpose of organizing people such that they produce your desired outcome against their will, with the resources at your disposal, while prohibiting competition from alternative desires.

    Force. Eliminate all other options.

    MANORIAL MANAGEMENT (GOVERNMENT)

    the act of producing information and incentives for the purpose of organizing people such that they produce your desired outcome at their will, with the resources at your disposal, in competition with alternative desires.

    Ostracization. Limit options, systematize parasitism, by preventing entrance and or exit.

    PROJECT MANAGEMENT

    the act of producing information and incentives for the purpose of organizing people such that they produce your desired outcome at their will, with the resources at your disposal, in competition with alternative desires. Compensation. Create superior options to the alternatives. Leaving parasitism nearly impossible.

    MARKET MANAGEMENT

    The act of creating institutions that assist people in producing information and incentives for the purpose of assisting themselves in producing whatever outcomes they will desire, in competition with alternative desires.

    Self Determination. Deny parasitism therefore producing production.

    Source date (UTC): 2016-02-22 16:08:00 UTC

  • (Cultural observations) Overhearing an uncomfortable negotiation between bankers

    (Cultural observations)

    Overhearing an uncomfortable negotiation between bankers, suppliers, and distributors. Usual stuff. Not masked by american hyper-sensitive political language.

    update: interesting statement: the people in the government can still steal money but they can’t spend it the way the used to without getting caught.

    Source date (UTC): 2016-02-19 12:15:00 UTC