A holograph of itself All [physical properties of matter] derive from the different patterns of the interaction of electrons and photons within the fields of the positively charged atomic nuclei, stabilized in a particular morphology by the interaction of the levels themselves. Matter is a holograph of itself in its own internal radiation. Matter versus Materials: A Historical View physics
Reality just seems to go on crunching I once met a fellow who thought that if you used General Relativity to compute a low-velocity problem, like an artillery shell, General Relativity would give you the wrong answer—not just a slow answer, but an experimentally wrong answer—because at low velocities, artillery shells are governed by Newtonian mechanics, not General Relativity. This is exactly how physics does not work. Reality just seems to go on crunching through General Relativity, even when it only makes a difference at the fourteenth decimal place, which a human would regard as a huge waste of computing power. Physics does it with brute force. No one has ever caught physics simplifying its calculations—or if someone did catch it, the Matrix Lords erased the memory afterward. Eliezer Yudkowsky, Rationality: From AI to Zombies physics
Corpuscles of nothing and atoms of something The structure of matter devolved ultimately into the intimate coexistence of something like corpuscles of nothing and atoms of something, segregating through the accidents of history to yield regions differing in density intimately interwoven on different scales. The experience of the world as well as human perception and analysis of any part of it is a matter of the angular scale of resolution and of the time necessary for making comparison between the different parts. Without such variations and without time to compare remembrances of them, nothing can be experiences. Cyril Stanley Smith, The Tiling Patterns of Sebastien Truchet and the Topology of Structural Hierarchy physicsperception
I know all about entropy Adell: I know as much as you do. Lupov: Then you know everything's got to run down someday. Isaac Asimov, The Last Question timedeathphysics
The Iridium System Several Low-Earth-Orbit (LEO) networks were proposed, but only one got off the ground: the Iridium system. The original Iridium proposal called for a "constellation" of 77 satellites, which gave the plan its name: the element iridium has atomic number 77, meaning that an iridium atom has 77 orbiting electrons. Before the satellites were launched, the constellation was scaled back to 66 active satellites, but no one wanted to change the name to Dysprosium. Brian Hayes, Infrastructure: A Guide to the Industrial Landscape physicscommunicationaerospacecosmos
Fermi Estimates and Dyson Designs An Article by Venkatesh Rao www.ribbonfarm.com A Fermi estimate is a quick-and-dirty solution to an arbitrary scientific or engineering analysis problem. Fermi estimation uses widely known numbers, readily observable phenomenology, basic physics equations, and a bunch of approximation techniques to arrive at rough answers that tend to be correct within an order of magnitude or so. The term is named for Enrico Fermi, who was famously good at this sort of thing. …It struck me that there is counterpart to this kind of thinking on the synthesis side, where you use similar techniques to arrive at a very rough design for a complex engineered artifact. I call such a design approach Dyson design, after the physicist Freeman Dyson, who was one of the best practitioners of it (not to be confused with inventor James Dyson, whose designs, ironically, are not Dyson designs). designphysics
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work