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thinkahol *

Things That Make Me Angry | Thinkahol's Blog - 0 views

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    Wall Street Isn't Winning - It's Cheating The two-tiered justice system: an illustration 9/10/2001: Rumsfeld says $2.3 TRILLION Missing from Pentagon  The due-process-free assassination of U.S. citizens is now reality The Quiet Coup "the finance industry has effectively captured our government" What OWS is about + data behind the movement Data privacy is now extinct in the U.S. "The problem that confronts us is that every living system in the biosphere is in decline and the rate of decline is accelerating. There isn't one peer-reviewed scientific article that's been published in the last 20 years that contradicts that statement. Living systems are coral reefs. They're our climatic stability, forest cover, the oceans themselves, aquifers, water, the conditions of the soil, biodiversity. They go on and on as they get more specific. But the fact is, there isn't one living system that is stable or is improving. And those living systems provide the basis for all life." The 1% are the very best destroyers of wealth the world has ever seen The prison industry in the United States: big business or a new form of slavery? How the GOP Became the Party of the Rich: The inside story of how the Republicans abandoned the poor and the middle class to pursue their relentless agenda of tax cuts for the wealthiest one percent
Amira .

Complexity Rising: From Human Beings to Human Civilization, a Complexity Profile by Yaneer Bar-Yam | The New England Complex Systems Institute (NECSI) - 0 views

  • This article analyzes the human social environment using the "complexity profile," a mathematical tool for characterizing the collective behavior of a system. The analysis is used to justify the qualitative observation that complexity of existence has increased and is increasing. The increase in complexity is directly related to sweeping changes in the structure and dynamics of human civilizationthe increasing interdependence of the global economic and social system and the instabilities of dictatorships, communism and corporate hierarchies. Our complex social environment is consistent with identifying global human civilization as an organism capable of complex behavior that protects its components (us) and which should be capable of responding effectively to complex environmental demands.
  • What is generally not recognized is that the relationship between collective global behavior and the internal structure of human civilization can be characterized through mathematical concepts that apply to all complex systems. An analysis based upon these mathematical concepts suggests that human civilization itself is an organism capable of behaviors that are of greater complexity than those of an individual human being. In order to understand the significance of this statement, one must recognize that collective behaviors are typically simpler than the behavior of components. Only when the components are connected in networks of specialized function can complex collective behaviors arise.
  • The goal of this article is to extend the systematic understanding of collective or cooperative behavior so as to characterize such behavior in physical, biological and social systems.
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  • Random, coherent and correlated behaviors illustrate the relationship between the behavior of parts and the collective behavior of a system. In both random and coherent behavior the collective behavior of the system is simple. Correlated behavior gives rise to complex collective behavior. Examples illustrating these types of behavior can be found in physical, biological and social systems.
  • The complexity profile is a mathematical tool that is designed to capture important aspects of the relationship between the behavior of parts of a system and the behavior of the entire system. Behaviors of the system are assigned a scale which is related to the ability of an observer to see that behavior. Typically, larger scale behaviors involve coordination between more parts and/or larger amounts of energy. The complexity profile counts the number of behaviors that are observable at a particular scale, which includes all behaviors assigned to that scale or larger scales. When a system is formed out of independent parts, the behaviors are on a small scale. When a system is formed out of parts that all move in the same direction, the behavior is on the largest scale. When a system is formed out of parts whose behaviors are partially correlated and partially independent then as we look at the system on finer and finer scales we see more and more details. This is characteristic of complex systems formed out of specialized and correlated parts. Such systems have a complexity profile that declines gradually with scale.
  • Hierarchical organizations are designed to impose correlations in human behavior primarily through the influence of the hierarchical control structure. In an ideal hierarchy all influences/communications between two "workers" must travel through a common manager. As the complexity of collective behavior increases, the number of independent influences increases, and a manager becomes unable to process/communicate all of them. Increasing the number of managers and decreasing the branching ratio (the number of individuals supervised by one manager) helps. However, this strategy is defeated when the complexity of collective behavior increases beyond the complexity of an individual. Networks allowing more direct lateral interactions do not suffer from this limitation.
  • From this argument it is possible to begin to understand processes of historical change in human organizational structures. Human organizations exist within an environment that places demands upon them. If the complexity of these demands exceeds the complexity of an organization, the organization will be likely to fail. Thus, those organizations that survive must have a complexity sufficiently large to respond to the complexity of environmental demands at the scale of these demands. As a result, a form of evolutionary change occurs due to competition. Competition is relevant because for human organizations, the environment itself is formed in part out of organizations of human beings. According to this argument, one can expect a self-consistent process of complexity increase where competition between organizations causes the behavior of one organization to serve as part of the environment in which others must survive.
  • he history of human civilization reflects a progressive increase in the complexity of large scale behaviors. Early civilizations introduced a few relatively simple large scale behaviors by use of many individuals (slaves or soldiers) performing the same repetitive task. Progressive specialization with coordination increased the complexity of large scale behaviors. The industrial revolution accelerated this process which continues till today. When the complexity of collective behaviors increases beyond that of an individual human being then hierarchical controls become ineffective. Hierarchically controled systems must yield to networked systems. Note that a system which has fixed energy and material can change its complexity profile only by transfering activities from one scale to another. Increasing complexity at one scale must be compensated by decreasing complexity at another scale. However, an increasing human population, and the addition of sources of energy during the industrial revolution (coal, oil and gas), violated these conditions, enabling the complexity to increase on all scales. As indicated on the horizontal axis, the scale of human civilization also increased.
  • The most dramatic increases in the complexity of organizational behavior followed the industrial revolution. The use of new energy sources and automation enabled larger scale behavior in and of itself. This, in turn, enabled higher complexity behaviors of human systems because the amplification of the behavior to a larger scale can be accomplished by the use of energy rather than by task repetition.
  • A schematic history of human civilization reflects a growing complexity of the collective behavior of human organizations. The internal structure of organizations changed from the large branching ratio hierarchies of ancient civilizations, through decreasing branching ratios of massive hierarchical bureaucracies, to hybrid systems where lateral connections appear to be more important than the hierarchy. As the importance of lateral interactions increases, the boundaries between subsystems become porous. The increasing collective complexity also is manifest in the increaseing specialization and diversity of professions. Among the possible future organizational structures are fully networked systems where hierarchical structures are unimportant.
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    Since time immemorial humans have complained that life is becoming more complex, but it is only now that we have a hope to analyze formally and verify this lament. This article analyzes the human social environment using the "complexity profile," a mathematical tool for characterizing the collective behavior of a system. The analysis is used to justify the qualitative observation that complexity of existence has increased and is increasing. The increase in complexity is directly related to sweeping changes in the structure and dynamics of human civilizationthe increasing interdependence of the global economic and social system and the instabilities of dictatorships, communism and corporate hierarchies. Our complex social environment is consistent with identifying global human civilization as an organism capable of complex behavior that protects its components (us) and which should be capable of responding effectively to complex environmental demands.
thinkahol *

Billionaire self-pity and the Koch brothers - Glenn Greenwald - Salon.com - 0 views

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    Since the financial crisis of 2008, one of the most revealing spectacles has been the parade of financial elites who petulantly insist that they are the victims of societal hostility:  political officials heap too much blame on them, public policy burdens them so unfairly, the public resents them, and -- most amazingly of all -- President Obama is a radical egalitarian who is unprecedentedly hostile to business interests.  One particularly illustrative example was the whiny little multi-millionaire hedge fund manager (and CNBC contributor), Anthony Scaramucci, who stood up at an October, 201o, town hall meeting and demanded to know:  "when are we going to stop whacking at the Wall Street pinata?" The Weekly Standard now has a very lengthy defense of -- including rare interviews with -- Charles and David Koch, the libertarian billionaires who fund everything from right-wing economic policy, union-busting, and anti-climate-change advocacy to civil liberties and liberalized social policies -- though far more the former goals than the latter.  In this article one finds the purest and most instructive expression of billionaire self-pity that I think I've ever seen -- one that is as self-absorbed and detached from reality as it destructive.  It's really worth examining their revealed mindset to see how those who wield the greatest financial power (and thus the greatest political power) think of themselves and those who are outside of their class.
india art n design

100 Colours of Tokyo - 0 views

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    A simple textile art installation succeeds in illustrating the emotional and parabolic ethos that Ar. Emmanuelle Moureaux shares with Tokyo City; so much so that she plans to take the '100 Colours' series to different cities across the world. Check it out
india art n design

Editor's Choice: Top 5 stories of 2017! - 0 views

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    India Art n Design's editor shares her personal choices of the year 2017 - stories in art, design and architecture, illustrating two fundamental success mantras that made the year 2017 wake up to the very primal aura of design
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