Inversion Thinking

Ivan Aivazovsky, Ship in the Stormy Sea, 1887

Ivan Aivazovsky, Ship in the Stormy Sea, 1887

Charlie Munger famously said this about inversion

"All I want to know is where I’m going to die, so I’ll never go there."

This was inspired by German mathematician Carl Gustav Jacob Jacobi who often solved difficult problems following a simple strategy:

"man muss immer umkehren" (or loosely translated, "invert, always invert.")

Inversion forces you to uncover hidden beliefs about the problems you're trying to solve.

It improves your understanding of a problem by forcing you to do the work necessary to have an opinion as you're forced to consider different perspectives.

To practice inversion, spend time thinking about the opposite of what you want, and avoid all the things that could lead to that happening. i.e. work your way backwards in any problem.

Or to put it more simply, spend less time trying to be brilliant and more time trying to avoid obvious stupidity

a few examples

  • hosting an event: how would your guests have the worst possible time
  • shipping a new feature: how will the launch fail?
  • picking up a new habit: what obstacles prevent me from ever adopting this habit?
  • learning a new skill: how will I ensure I never gain proficiency?
  • a job interview: how will I give the worst possible impression / answer to important questions?
  • happiness: how can I stay miserable?
  • anything at all: how will I fail?

Watch Charlie Munger himself explain inversion himself.

5/19/2024

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The Pygmalion Effect

Pieter Bruegel the Elder, Children's Games (Bruegel), 1560

Pieter Bruegel the Elder, Children's Games (Bruegel), 1560

notes on an article by fs on the Pygmalion Effect

  • "Pygmalion Effect" was coined in studies done in the 60s on the influence of teacher expectations on students' IQs
  • poses the question "if teacher's had high expectations, would they become self-fulfilling prophecies regardless of initial IQ?
  • although the conclusion is the effects were negligible, the Pygmalion Effect, expectations influencing performance, is widespread.

The way managers treat their subordinates is subtly influenced by what they expect of them. If manager's expectations are high, productivity is likely to be excellent. If their expectations are low, productivity is likely to be poor. It is as though there were a law that caused subordinates' performance to rise or fall to meet managers' expectations."

– Pygmalion in Management, J. Sterling Livingston

  • our reality is negotiable and can be manipulated by others, on purpose or by accident
  • What we achieve, how we think, how we act, and how we perceive our capabilities can be influenced by the expectations of those around us.

"The visions we offer our children shape the future. It matters what those visions are. Often they become self-fulfilling prophecies. Dreams are maps." — Carl Sagan

  • check your assumptions (especially the negative ones), actively fight against stereotypes and prejudice, they influence your behaviour and expectations of others that might affect their lives.
  • be mindful of the potential influence of our expectations
  • high expectations = inspire others to perform at their best
    • people's limitations are stretched if you change your perception of their limitations
  • if you want people around you to succeed, raise your expectations; if you expect the worst, you'll probably get it.

Roy T. Bennett said, “Great leaders can see the greatness in others when they can't see it themselves and lead them to their highest potential they don't even know” in The Light in the Heart

5/18/2024

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Summarizing is Thinking

from My favorite teacher - by Thorsten Ball - Register Spill

Anything, he taught us, can be summarized in one, two, three, four, five sentences, but you need to know what you’re talking about and think clearly. Whenever someone would fail to summarize something, he’d say: "you’re not thinking clearly."

Summarizing is thinking clearly.

I read a lot, but I don't really test my knowledge.

A good practice to adopt is that for anything that I've consumed, articles, podcasts or YT videos, summarize it in three sentences.

I'm imagining an LLM app, where for anything you read or learn online, you'll summarize your thoughts and ideas and takeaways, and the LLM will flesh out any details that are still unclear, and provide you with rabbit holes to dive into.

5/17/2024

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Intercom on Starting Up

I'm currently building an app with my friend and we want to turn it into a startup.

We're making something we want for ourselves, and we hope it's something people want to, echoing what YC says, "Don't make a startup, make something people want".

I found this book Intercom on Starting Up by Des Traynor on Twitter a few days ago, and decided to read a few pages since my internet was down at the club.

I'm focused on 3 questions out of the 9 in the book because it's more relevant for me right now as I'm building an MVP with a friend.

The questions are: what to build, how to build it, and how to find your first customer.


What will you build?

Note: This question is not one you can answer definitively. Even after releasing and getting users, you have to continue making hard decisions about what features to build next, what bugs to fix, what customer request to address.

Ask yourself the following questions before you start designing or coding

  1. Is this a real problem people want solved?
  2. Do I have experience with this problem that will help solve it?
  3. Can I build something that's magical, and is substantially better than existing products?

"Problems first, Technology second."

  • One of the biggest mistake is focusing on the technology, rather than what it will enable.
  • Jobs-to-be-Done (JTBD) framework
    • what? people don't buy your product because of their demographic, they want to hire it to do a job for them
    • All technology flops have something in common. They failed to do a job for their customers.

Innovation has two components

technological innovation and market impact

  • Breakthrough Tech = high technology progress + low market impact
  • Disruptive = high market impact + low technology progress
    • Truly disruptive products don't require a huge technological leap, they just have a much better understanding of what the jobs to be done are.
  • Game Changers = high tech + high market
    • ex: the iPhone, focused on real things people needed to do and showed how they were possible in infinitely superior ways.
    • are first movers, often fail because they don't know how to explain what they've built. make sure to clearly articulate the problems your product solves.

Anticipate but don't fetishize the future

"Any degree of success will breed complacency. Any degree of complacency will breed failure. Therefore only the paranoid survive." – Intel CEO Andy Grove

  • be acutely aware of all the different technological shifts happening, constantly ask how these things will affect you.
  • focus on the technological landscape around you and what's coming down the line
  • pay less attention to homepage of TechCrunch, and more to the changes happening in the industry you're in
  • Ask yourself: Does this tech make it cheaper, faster or easier for our customers to make progress in their lives?

Don't reinvent the wheel

  • great products can be created by tinkering and improving on existing ideas, or making unglamorous changes that don't require new tech
  • double down on what already works, and focus on the first step where you can add value.
  • if you've tried and tested ideas that work, build on them. Customers aren't paying for innovation, they're paying for a great product experience

Three ways software feels magical

great product design is about cost-benefit analysis. How much does the user have to do versus the benefit they get in return? Whenever you find a way to dramatically reduce the cost – time and money – to the user and provide a greater benefit, you're creating something magical

  1. Era of Uber-ification
    • Uber-ification = the slimming down of application interfaces into push-button experiences that do one thing. The next consumerization.
    • one tap or swipe gets you a date, food, a movie, flowers, a job, even a dog.
    • The user's context – time, location, device, previous actions – combined with behavioral analytics and user preferences, can all be combined to offer a simple way to do complex tasks.
  2. End of data entry
    • baseline: shift from recall to recognition, rather than asking users to recall and enter items, let them pick from options
    • real magic: no steps. connect to socials to find my friends, connect to email to find receipts and meetings, connect to bank to analyze transactions.
  3. Ambient awareness
    • great software relies on ambient awareness – it conveys information without you looking directly at it.
    • ask yourself "How can I ensure that every user gets value from this product, even if they forget to log in?"
    • this can be push notifications, newsletters, SMS, daily reports for users to get full value of your product.

How will you build it?

Core principles on building a product

by Paul Adams, VP of Product

  • Ruthless focus on the exact problem you're trying to solve
    • talk to customers and research their problems, perceptions, wants and needs.
    • PMs must be directly connected to customers.
  • Obsess about the smallest thing we can build that we think will solve the problem
    • think big, but scope right back to the absolute minimum.
    • this is a painful process, bu this pain means you're remaining focused
  • Ship to learn
    • shipping is only the beginning of building, ship as fast and frequently as you can
    • don't rune experiments, startups that fall back to experiments to make product decisions aren't focusing enough on the problem they're solving
    • shipping to learn = being confident that you've understood and solved the problem, but humble enough to know you'll only truly learn when it's in the hands of customers.
    • the best product people are obsessively curious after they ship something. they need to know if what they designed and built helped their customers

Guidelines for making decisions

  • many small steps > bigger launches
    • ship the smallest, simplest thing that will get you closest to your objective as fast as possible and help you learn what works.
  • daily and weekly goals
    • everyone should know what their goals are for each day, how they relate to the team's weekly goals, and how they relate to what is being released by the company.
  • optimize for face-to-face collabs
    • two people at a whiteboard = more ideas and reach consensus quicker, remote work is not for speed and efficiency of decision making.
  • fight against "work work"
    • don't use software to build software, fight anything beyond a lightweight process, use the fewest number of software tools to get the job done
  • outcome > plan
    • plans are made with limited information, but things only become fully clear as you execute
    • best teams absorb and react to new info and build great products in spite of changing circumstances.

accountability & goals

  • it must be crystal clear who is accountable for what
  • if it's design: it's on the designer (ensure they understand the research and problem being addressed)
  • if it's bugs, it's on the PM (ensure they test realistic usage and edge cases)

A culture of goal setting

  • set weekly and daily goals to stay focused and on track
  • break weekly goals into daily and sub-daily goals to reinforce the idea that every day counts and the cadence of building matters

A product roadmap

  • next 6 years
    • picture of the world in six years, and how it will evolve as you make changes
  • next 6 months
    • you should be thinking "we're making great progress"
    • about 50-70% of the things on the list might be built, the other 25% are things you hadn't thought of before
  • next 6 weeks
    • immediate plan and what your team intimately understands
    • you know exactly what's being built
    • updated every week or two

Anatomy of a product roadmap

  1. new ideas
    • based on opinion rather than research, not data-driven
    • comes from the trends and ideas you see and what excites you the most
  2. iterate recently shipped features
    • you never get it right the first time no matter how hard you try or how much research you do
    • shipping is just the beginning, iterate and make things better
    • know your success criteria (metrics) before shipping, measure post launch and follow up with customers for qualitative feedback
  3. most common customer problems
    • every week: tag every conversation with customers with a category (i.e. usability issue, feature, request, bug) and tag the team that owns that area
    • every few months, create a "hit list" of most common customer problems
    • use PMs weekly pulse and researchers' analysis to determine which problems to address first.
  4. improve quality
    • two measures for grading issues
      • how server is the problem
      • how many customers does it affect
    • fiercely commit to a high bar for speed, latency and efficiency.
  5. features to help you scale
    • never build a feature to close a deal – this signals the beginning of the end of your product
    • talk to sales team to research new customers and understand the types of features they're looking for

Three principles for shipping

  1. be comfortable knowing new features aren't perfect
    • You can't become good at something without the freedom to be bad at it first.
    • ship things that aren't "perfect", deliberately chose what not to build to accelerate production
  2. carefully define self-contained, well-scoped projects
    • self-contained = engineers can get right to building without understanding the entire codebase
    • well-scoped = able to ship something within a week
    • paint the bigger picture, break it down into lots of smaller pieces that ship bit by bit, gradually replace parts of the experience.
  3. shipping is about learning

    The quicker you can get feedback on what you're thinking, the better your idea will be. Usage is oxygen for ideas. – DES (CO-FOUNDER)

    • you can't predict how users wil behave or react. You give them a basic feature set, observe, and then iterate quickly.
    • you will be wrong more often than being right, prioritize speed to execution

How will you find your first customers?

  • Intercom planted many seeds that led up to their launch, they wrote a ton of articles that appealed to the right audience. They built their own social proof. They also went #1 on Hackernews.
  • the startup curve: any company can get a one-day bump from TechCrunch and quickly end up in the "trough of sorrow" once the novelty wears off

"we don't sell saddles here"

  • Slack CEO Stewart Butterfield's famous internal memo on clearly articulating the vision behind the product
  • ex: if you're building a new email app, people don't care about pixels or shadows or fancy sidebars, they care about the thinking behind the product: how you think about email and how those ideas are reflected in the product
  • to attract a meaningful audience, share the ideas at the core of your product as early as you can. That's what attracts the people who are interested in the ideas and purpose underpinning your product.

word of mouth

  • the most powerful way of getting customers
  • you're more likely to try an app that a friend tells you over coffee than one you see in an ad
  • it's hard to put a price on its value
  • only useful when the same words come out of lots of different mouths

great messaging

blind men and elephant analogy: when people first encounter your product, they will have different opinions of what it does and how it should be used. So it's important to have important messaging so they can easily explain your product.

  1. simple: easily understood by current and prospective customers
  2. compelling: describes something interesting or desirable to them
  3. specific: captures what your product does, not overly abstract
  4. differentiated: includes something that makes it unique
  5. defensible: not easy for competitors to copy

"If you don't have your story and messaging right, no amount of money spent on tactics like paid acquisition will work. You'll bring people to your product only to find a message that doesn't resonate. Getting your story straight is crucial to convincing them your product is going to meet their needs." – MATT (FIRST MARKETING HIRE)

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Friendship Tenets

Caspar David Friedrich, Moonrise over the Sea (Mondaufgang am Meer), 1821, Hermitage Museum, St Petersburg

Caspar David Friedrich, Moonrise over the Sea (Mondaufgang am Meer), 1821, Hermitage Museum, St Petersburg

Tenets of Friendship in the friendship theory of everything by Ava

  1. You accept that in choosing who you spend time with you choose who you are.
  2. Almost everyone who’s unhappy is unhappy because they feel isolated. The best cure for isolation is a strong friend group. So much of happiness is having someone you can get a last-minute dinner with on a Monday night, or ask to water your plants while you’re gone for a week. The opposite of loneliness, as it were.
  3. You try your best to move to where your favorite people are. You do not agonize over whether this is, in fact, The Best City in the World. You do not Complain Relentlessly about Everything You Dislike About It. You simply suck it up and accept that if you like the people around you, everything else will work out.
  4. You ask your friends to live close to you, though you accept that they might not want to. You say, Let’s all stay in California together. I want my kids to grow up with your kids.
  5. When you value friendships more, they also get more fraught. I think this is what Rhaina Cohen referred to as "the problems of having community versus not having community." When we ask for more from friendship, we also get more disappointment, conflict, mismatch. There is no such thing as closeness without friction.
  6. Befriending people who are good communicators can make you a better communicator. Befriending people who are trustworthy makes you more trusting. Secure attachment can be a learned thing.
  7. People will have periods when they disappear; people have times when they let you down. When you know someone for many many years you will have so many ups and downs. As with any kind of love, the most important thing is that you both keep coming back.
  8. It’s okay to pursue and cherish romantic love, but sacrificing platonic love for it leads to disconnection and atomization.
  9. You show up: you go to your friends’ birthday parties. You ask them to read your writing. You make an effort to make nice with whoever they date.
  10. Your friends will change you, even in ways you initially reject. That’s a good thing. You will acquire new opinions and hobbies; you will find yourself into uncomfortable situations; you will learn to like the people they like.

Some more quotes from her blog that resonated

On the friends she's made in SF

My friends are all pretty anti-authoritarian, willful, dogged, and cheerful—as B said, "The type of people who believe they can fix the world’s problems through sheer force of will." I think my favorite thing about them is that they’re all very creative. In the literal sense that many of them write and make art, but also in the sense that they’re very good at solving problems in unorthodox ways.

The friends I met here were inventive, thoughtful, friendly and generous. They were nice to me without expecting anything back; they invited me to hikes, happy hours, house parties. They wanted to be helpful about work. They wanted to make the world better. At 19, they were so smart, and so impervious to irony. They were hopeful; why shouldn’t they be hopeful? They had built nuclear reactors in their basements, they had gotten perfect grades at MIT. 10 years later, my friends’ ambitions have both been realized and tempered. Many of them now either run or work happily at successful businesses; almost all of them have now lived through extreme work and personal life disappointments. They are doing what they want to do, and they have discovered that it is hard.

On meaning and work

My friends all believe that meaningful work was crucial to a good life. That was surprising to me when I first moved here. I wasn’t ambitious about work in the sense that I expected to be fulfilled; what mattered to me was survival, reassurance. Those were my parents’ values, and the values of the community I was raised in. Though I’m sure most of them were also hugely motivated by ego, validation, and financial success, I could also tell that they genuinely cared about liking what they did

people affect us a lot

"romantic relationships/best friends/therapists are critical for the same reason, where this person can become the primary person who explains you to you, the supplement to your internal monologue, and can rewire your understanding of yourself for way better or for way worse.

Friendship is a form of redemption

Like many women I’ve always loved Sex and the City, which is a show that is sometimes about sex, and sometimes about the city, but mostly about the friendship theory of everything. It’s about how it’s critical to have people in your life who love you and see you when you’re fun and sparkly and on top of the world, but also love you when you’re stagnant and petulant and self-sabotaging and letting them down. It’s about how that kind of love makes you believe in other kinds of love. It’s about how the essential texture of life is, yes, maybe a little in the shoes and a little in your apartment, but mostly about who you call to complain about a boy. And then they complain to you about their parents and then you tell them about the movie you want to see on Wednesday. It’s about how no one tells us that friendship is a form of redemption because even if work goes wrong and your boyfriend dumps you if you have people who believe you’re going to be okay you believe that you’re going to be okay.

5/15/2024

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Value of Deadlines

Vanitas, Still Life with Books and Manuscripts and a Skull, Edwaert Collier, 1663

Vanitas, Still Life with Books and Manuscripts and a Skull, Edwaert Collier, 1663

Kevin Kelly is the the co-founder of the magazine Wired. He is also an artist and author of 14 books. He also has a good newsletter called Cool Tools.

He's also popular for sharing 68 Bits of Unsolicited Advice on his 68th birthday, which turned into a book: Excellent Advice for Living: Wisdom I Wish I'd Known Earlier

He also gave 101 more advices when he turned 73 recently.

In the Knowledge Project podcast, he shares the value of deadlines:

"It took me a long time to figure out that I needed deadlines. Deadlines were the difference between a dream and something that you complete.

And what happens with deadlines is that you’ve got to ship, you have to abandon the project, and it’s not perfect. Because it’s not perfect, you kind of have to be ingenious about making it a little different.

And I find that the deadlines force me to make decisions that you don’t have enough time [for]; you never have enough time. And so you think of something to—I wouldn’t say it’s a shortcut—you think of a way to finish it, and those little decisions are what make it a little different."

And on changing someone's mind

The best way to have any hope of changing someone’s mind is to try to listen and truly understand why they think what they’re thinking and how they got there. You can’t reason someone out of a notion that they didn’t reason themselves into.

5/14/2024

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Grice's Four Maxims for Conversations

Thomas Gainsborough, Conversation in a Park (1746)

Thomas Gainsborough, Conversation in a Park (1746)

Conversations with people that follow Grice's Maxims feel great; violations are like someone stepping on your foot in a dance.

The maxim of:

  1. quantity: where one tries to be as informative as one possibly can, and gives as much information as is needed, and no more.
  2. quality: where one tries to be truthful, and does not give information that is false or that is not supported by evidence.
  3. relation: where one tries to be relevant, and says things that are pertinent to the discussion.
  4. manner: when one tries to be as clear, as brief, and as orderly as one can in what one says, and where one avoids obscurity and ambiguity.

As the maxims stand, there may be an overlap, as regards the length of what one says, between the maxims of quantity and manner; this overlap can be explained (partially if not entirely) by thinking of the maxim of quantity (artificial though this approach may be) in terms of units of information.

In other words, if the listener needs, let us say, five units of information from the speaker, but gets less, or more than the expected number, then the speaker is breaking the maxim of quantity. However, if the speaker gives the five required units of information, but is either too curt or long-winded in conveying them to the listener, then the maxim of manner is broken.

The dividing line however, may be rather thin or unclear, and there are times when we may say that both the maxims of quantity and quality are broken by the same factors.

5/13/2024

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Mother

Pierre-Auguste Renoir, Mother and Child, 1881

Pierre-Auguste Renoir, Mother and Child, 1881

Some quotes about mothers from The Marginalian on this important day where we're reminded that we are forever indebted to our mother (and father) for all that they have sacrificed for us.

On realizing that our parents are just human

One of the hardest realizations in life, and one of the most liberating, is that our mothers are neither saints nor saviors — they are just people who, however messy or painful our childhood may have been, and however complicated the adult relationship, have loved us the best way they knew how, with the cards they were dealt and the tools they had.

In The Measure of My Days, Florida Scott-Maxwell shares the most important thing to remember about your mother:

A mother’s love for her children, even her inability to let them be, is because she is under a painful law that the life that passed through her must be brought to fruition. Even when she swallows it whole she is only acting like any frightened mother cat eating its young to keep it safe

the delicate balance of intimacy and dependence

It is not easy to give closeness and freedom, safety plus danger.

and the parental expectations that all of us live, well into adulthood.

No matter how old a mother is she watches her middle-aged children for signs of improvement. It could not be otherwise for she is impelled to know that the seeds of value sown in her have been winnowed. She never outgrows the burden of love, and to the end she carries the weight of hope for those she bore. Oddly, very oddly, she is forever surprised and even faintly wronged that her sons and daughters are just people, for many mothers hope and half expect that their newborn child will make the world better, will somehow be a redeemer. Perhaps they are right, and they can believe that the rare quality they glimpsed in the child is active in the burdened adult.

And Mary Gaitskill, in Take My Advice: Letters to the Next Generation from People Who Know a Thing or Two, gives advice for when your parents are dying:

My advice here is very specific and practicable. It is advice I wish someone had given me as forcefully as I’m about to give it now: When your parents are dying, you should go be with them. You should spend as much time as you can. This may seem obvious; you would be surprised how difficult it can be. It is less difficult if you have a good relationship with the parent or, even if you don’t, if you’re old enough to have lost friends and to have seriously considered your own death. Even so, it may be more difficult than you think.

Concluding that we are not born alone:

They say that you come into the world alone and that you leave alone too. But you aren’t born alone; your mother is with you, maybe your father too. Their presence may have been loving, it may have been demented, it may have been both. But they were with you. When they are dying, remember that. And go be with them.

And Psychoanalyst Donald Winnicott on mother as a pillar of society.

In a piece titled "The Mother’s Contribution to Society," from his book Winnicott on the Child, he writes:

It seems to me that there is something missing in human society. Children grow up and become in their turn fathers and mothers, but, on the whole, they do not grow up to know and acknowledge just what their mothers did for them at the start.

Ordinary good parents do build a home and stick together, thus providing the basic ration of child care and thus maintaining a setting in which each child can gradually find the self and the world, and a working relationship between the two. But parents do not want gratitude for this; they get their rewards, and rather than be thanked they prefer to see their children growing up and themselves becoming parents and home-builders. This can be put the other way round. Boys and girls can legitimately blame parents when, after bringing about their existence, they do not furnish them with that start in life which is their due.

the overlooked value of the home to the welfare of society

We know something of the reasons why this long and exacting task, the parents’ job of seeing their children through, is a job worth doing; and, in fact, we believe that it provides the only real basis for society, and the only factory for the democratic tendency in a country’s social system. But the home is the parents’, not the child’s, responsibility.

and the recognition of "the immense contribution to the individual and to society" the "ordinary good mother" makes simply by virtue of her devotion to the child.

Is not this contribution of the devoted mother unrecognized precisely because it is immense? If this contribution is accepted, it follows that every man or woman who is sane, every man or woman who has the feeling of being a person in the world, and for whom the world means something, every happy person, is in infinite debt to a woman.

I'm also amazed by Edna St. Vincent Millay’s deep bond and rare relationship that she shared with her mother, who uses the terms "dear", "dearest", "sweetheart", and even "my Best Beloved" in herbeautiful letters that you can find in The Letters of Edna St. Vincent Millay.


Since this was about mothers, a few writings on raising children I want to save for future reading:

5/12/2024

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Art Nouveau: 50 Works Of Art You Should Know

Alphonse Mucha, Zodiac, 1869

Alphonse Mucha, Zodiac, 1869

Some quotes I liked from this book I flipped through in Tsutaya bookstore.

"My stay in Paris, the walks I took, the monuments and museums visited, awakened my artistic sensitivity. No academic education could have inspired me so strongly and lastingly."

– Victor Horta, 1939

"The more materialistic science becomes, the more angels shall I paint. Their wings are my protest in favour of the immortality of the soul."

– Edward Coley Burne-Jones, 1881

"Nature is not only all that is visible to the eye... it also includes the inner pictures of the soul."

– Edvard Munch, ca. 1898

"All humanity inspires me. Every passerby is my unconscious sitter; and as strange as it may seem, I really draw folk as I see them"

– Aubrey Beardsley, 1894

"Reason informed by emotion - expressed in beauty - elevated by earnestness - lightened by humour - that is the ideal that should guide all artists."

– Charles Rennie Mackintosh, 1902

"To every age its art, to every art its freedom.

– Motto above the door of the Secession Building, 1898

"Simplicity lies not in omission, but in synthesis."

– Koloman Moser, 1905

"It is upon us architects that falls..the duty of determining, by our art, not only artistic, but also the civilising and scientific evolution of our time."

– Hector Guimard, 1902

"Only that which is practical can be beautiful"

– Otto Wagner, 1896

"The aim of my work: the study of nature, the love of nature's art, and the need to express what one feels in one's heart."

– Émile Gallé, 1884-89

"Design is not about decorating functional forms - it is about creating forms that accord with the character of the object and that show new technologies to advantage."

– Peter Behrens, ca. 1907

"My lifelong quest has always been in pursuit of beauty."

– Louis Comfort Tiffany, 1916

"Art is the Flower. Life is the Green Leaf. Let every artist strive to make his flower a beautiful living thing, something that will convince the world that...there are things more precious, more beautiful, more lasting than life itself."

– Charles Rennie Mackintosh, 1902

"There are no straight lines or sharp corners in nature. Therefore, buildings must have no straight lines or sharp corners."

– Antoni Gaudí, ca. 1892

"Whoever wants to know something about me - as an artist, the only notable thing - ought to look carefully at my pictures and try and see in them what I am and what I want to do."

– Gustav Klimt, date unknown

"Let the designer lean upon the staff of the line - line determinative, line emphatic, line delicate, line expressive, line controlling and uniting."

– Walter Crane, 1892

"I have never seen a black and white artist with a more stupendous imagination."

– Lord Dunsany, 1905

5/11/2024

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How To become Fluent in Math

Detail of Pythagoras with a tablet of ratios, numbers sacred to the Pythagoreans, from The School of Athens by Raphael. Vatican Palace, Rome, 1509

Detail of Pythagoras with a tablet of ratios, numbers sacred to the Pythagoreans, from The School of Athens by Raphael. Vatican Palace, Rome, 1509

Barbara Oakley shares how she rewired her brain to become fluent in math.

She talks about how schools focus too much on understanding and not enough on repetition and fluency, that students have to grasp the fundamental essence of an idea, even though that can quickly slip away without practice to consolidate them.

Students who have been reared in elementary school and high school to believe that understanding math through active discussion is the talisman of learning. If you can explain what you’ve learned to others, perhaps drawing them a picture, the thinking goes, you must understand it.

Japan has become seen as a much-admired and emulated exemplar of these active, “understanding-centered” teaching methods. But what’s often missing from the discussion is the rest of the story: Japan is also home of the Kumon method of teaching mathematics, which emphasizes memorization, repetition, and rote learning hand-in-hand with developing the child’s mastery over the material.

In the current educational climate, memorization and repetition in the STEM disciplines (as opposed to in the study of language or music), are often seen as demeaning and a waste of time for students and teachers alike [...] What this all means is that, despite the fact that procedural skills and fluency, along with application, are supposed to be given equal emphasis with conceptual understanding, all too often it doesn’t happen

The problem with focusing relentlessly on understanding is that math and science students can often grasp essentials of an important idea, but this understanding can quickly slip away without consolidation through practice and repetition.

Worse, students often believe they understand something when, in fact, they don’t. By championing the importance of understanding, teachers can inadvertently set their students up for failure as those students blunder in illusions of competence

This echoes the ideas in this video by the Math Sorcerer: Stop Trying To Understand.

She explores the connection between learning math & science and learning sport. By using the procedure a lot, applying it in many situations, you will understand both the why and how. Stop focusing on understanding.

When you learn how to swing a golf club, you perfect that swing from lots of repetition over a period of years. Your body knows what to do from a single thought—one chunk—instead of having to recall all the complex steps involved in hitting a ball.

once you understand why you do something in math and science, you don’t have to keep re-explaining the how to yourself every time you do it

The greater understanding results from the fact that your mind constructed the patterns of meaning. Continually focusing on understanding itself actually gets in the way.

When learning Russian, she focused on fluency, and not understanding of the language. She didn't want to simply understand Russian that is heard or read, she wanted "an internalized, deep-rooted fluency with teh words and language structure". How does she do this? By playing around with verbs, using them in sentences, learning when to (and not to) use them.

Fluency of something whole like a language requires a kind of familiarity that only repeated and varied interaction with the parts can develop.

I wouldn’t just be satisfied to know that понимать meant “to understand.” I’d practice with the verb—putting it through its paces by conjugating it repeatedly with all sorts of tenses, and then moving on to putting it into sentences, and then finally to understanding not only when to use this form of the verb, but also when not to use it.

This led her to the fundamental core of learning and development of expertise – chunking, which is how experts become experts, by storing thousands of chunks in their area of expertise in their long-term memory.

Chunking was originally conceptualized in the groundbreaking work of Herbert Simon in his analysis of chess

neuroscientists came to realize that experts such as chess grand masters are experts because they have stored thousands of chunks of knowledge about their area of expertise in their long-term memory

Whatever the discipline, experts can call up to consciousness one or several of these well-knit-together, chunked neural subroutines to analyze and react to a new learning situation. This level of true understanding, and ability to use that understanding in new situations, comes only with the kind of rigor and familiarity that repetition, memorization, and practice can foster

She applies the same strategy of language-learning into learning math and engineering. She played with the letters and alphabets in an equation, and build chunks around them.

I’d look at an equation, to take a very simple example, Newton’s second law of f = ma. I practiced feeling what each of the letters meant—f for force was a push, m for mass was a kind of weighty resistance to my push, and a was the exhilarating feeling of acceleration.

I memorized the equation so I could carry it around with me in my head and play with it. If m and a were big numbers, what did that do to f when I pushed it through the equation? If f was big and a was small, what did that do to m? How did the units match on each side?

the truth was that to learn math and science well, I had to slowly, day by day, build solid neural “chunked” subroutines—such as surrounding the simple equation f = ma—that I could easily call to mind from long term memory

So, focus on building well-ingrained chunks of expertise through practice and repetition.

Understanding doesn’t build fluency; instead, fluency builds understanding. In fact, I believe that true understanding of a complex subject comes only from fluency.

gaining fluency through practice, repetition, and rote learning — but rote learning that emphasized the ability to think flexibly and quickly.

Fluency allows understanding to become embedded, emerging when needed.

Takeaways by Claude 3 Sonnet:

  • Practice > understanding for building true mastery
  • Classroom "understanding" can create an illusion of competence
  • Repetitive practice builds neural "chunks" that allow rapid, intuitive expertise
  • Experts draw on vast memories of chunked patterns/subroutines
  • Fluency is key - understanding follows fluency, not vice versa
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