hypermedia
gwern.net
Tinderbox
An ApplicationTinderbox is a workbench for your ideas and plans, ands ideas. It can help you analyze and understand them today, and it will adapt to your changing needs and growing knowledge.
Your Tinderbox documents can help organize themselves, keeping your data clean. We believe in information gardening: as your understanding grows, Tinderbox grows with you.
Obsidian
An ApplicationObsidian is a powerful knowledge base that works on top of a local folder of plain text Markdown files.
In Obsidian, making and following [[connections]] is frictionless. Tend to your notes like a gardener; at the end of the day, sit back and marvel at your own knowledge graph.
Stepping out of the firehose
An Article by Benedict EvansIn 1800, if you’d said that you wanted something ‘made by hand’, that would be meaningless - everything was handmade. But half a century later, it could be a reaction against the age of the machine - of steam and coal-smoke and ‘dark satanic mills.’ The Arts and Crafts movement proposed slow, hand-made, imperfect craft in reaction to mass-produced ‘perfection’ (and a lot of other things besides). A century later this is one reason I’m fascinated by the new luxury goods platforms LVMH and Kering, or indeed Supreme. How do you mass-manufacture, mass-market and mass-retail things whose entire nature is supposedly that they’re individual?
...we keep building tools, but also we let go. That’s part of the progression - Arts and Crafts was a reaction against what became the machine age, but Bauhaus and futurism embraced it. If the ‘metaverse’ means anything, it reflects that we have all grown up with this now, and we’re looking at ways to absorb it, internalise it and reflect it in our lives and in popular culture - to take ownership of it. When software eats the world, it’s not software anymore.
Tangent Notes
A Tool by Taylor HaddenYour Brain, Your Notes: A clean and powerful notes app for Mac & Windows.
Monoskop
A WebsiteMonoskop is a wiki for the arts, media and humanities.
Glasp
An Application by Kazuki Nakayashiki & Kei WatanabeCollect the Web,
Express Yourself.Collect what truly matters to you from the web. It's who you are. Like-minded people will find and learn from you.
Glasp is a social highlighting app that allows you to highlight and tag what you think is important while reading articles or watching videos on the web.
are.na
An Application by Charles BroskoskiBuild ideas mindfully.
Save content, create collections, and connect ideas with other people.
Whostyles
A Definition by Kicks CondorThe 'whostyle' is a way of styling syndicated hypertext from other writers. This could be a quoted excerpt or a complete article. A feed reader could use a 'whostyle' to show a post without stripping all of its layout.
Whomst styles?
An Article by Robin SloanThis is a “whostyle”: an attempt to carry the ~timbre~ of an author’s voice, in the form of their design sensibility, through into a quotation. It’s the author who defines their whostyle; the quoting site just honors it, a frame around their words.
I think the whostyle makes a few arguments. Among them:
- Text is more than a string of character codes. Its design matters, typography and layout alike; these things support (or subvert!) its affect, argument, and more.
- The web should be more colorful and chaotic, along nearly every dimension. The past five years have brought a flood of new capabilities, hugely expressive — let’s use them!
- Quoting is touchy, and anything you can do to cushion it with respect and hospitality is a plus.
multiverse.plus
A Website by Kicks Condor & Weiwei HsuAn audacious attempt to reshape blogging, to see where it can go next!
Podcasts and video have really taken over - to the extent that it feels like reading may be falling behind. Can we enhance text and imagery on the Web? Try to give blogging new life?
The Internet Is Rotting
An Essay by Jonathan ZittrainToo much has been lost already.
The glue that holds humanity’s knowledge together is coming undone.
Links work seamlessly until they don’t.
And as tangible counterparts to online work fade,
these gaps represent actual holes in humanity’s knowledge—
they represent a comprehensive breakdown in the chain of custody for facts.A little act of hope
A Fragment by Jeremy KeithAs I scroll down my “on this day” page, I come across more and more dead links that have been snapped off from the fabric of the web.
If I stop and think about it, it can get quite dispiriting. Why bother making hyperlinks at all? It’s only a matter of time until those links break.
In a sense, every hyperlink on the World Wide Web is little act of hope. Even though I know that when I link to something, it probably won’t last, I still harbour that hope.
If hyperlinks are built on hope, and the web is made of hyperlinks, then in a way, the World Wide Web is quite literally made out of hope.
I like that.
Open Transclude for Networked Writing
An Essay by Toby ShorinProject Xanadu
An Idea by Ted NelsonProject Xanadu was the first hypertext project, founded in 1960 by Ted Nelson. Administrators of Project Xanadu have declared it an improvement over the World Wide Web, with the mission statement: "Today's popular software simulates paper. The World Wide Web (another imitation of paper) trivializes our original hypertext model with one-way ever-breaking links and no management of version or contents."
Designing Synced Blocks
An Article by Ryo LuTheodor H. Nelson, “As We Will Think." Proceedings of Online 72 Conference, Bruanel University, Uxbridge, England, 1972
What if the exact same information could live and breathe in multiple places? For example, if your company’s process for requesting time off changes, you’d probably have to find all the pages that mention the policy and manually update each of them.
Synced Blocks changes that. Instead of going through and updating the process to request time off in every page it’s referenced, turning it into a Synced Block allows you to update it once and have those changes reflected everywhere. Even though it’s a simple idea, it opens up many possibilities for how information can be structured and shared.
Hyperland, Intermedia, and the Web That Never Was
An Article by Claire L. EvansThe User Interface of URLs
A Research PaperURLs (Uniform Resource Locators) have rapidly become the standard method for specifying how to access information on the Internet. Although mostly used on the World Wide Web, URLs are also becoming more common for specifying locations for other distributed Internet services such as Gopher and anonymous FTP. Internet users see URLs both online and in print, and therefore URLs have visual interfaces. This paper gives an overview of many of the issues that concern the visual and user interfaces of URLs.
Hypertext 2020
A WebsiteRoam Research
An ApplicationA note-taking tool for networked thought.
- are.na
Quotebacks
A Tool by Tom Critchlow & Toby ShorinQuotebacks brings structured discourse to blogs and personal websites.
Quotebacks makes it easy to reference content and create dialogue with other sites by turning snippets of text into elegant, self-contained blockquote components.
Managing Oneself
Only from strength
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Feedback analysis
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
Taking pride in ignorance
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
But bulldozers move mountains
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
Waste as little effort as possible on low competence
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
How do I perform?
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
To improve the way you perform
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
The mirror test
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Values vs. strengths
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
The best-laid plans
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
The second half of your life
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.