symbols
An icon is a symbol equally incomprehensible in all human languages
An icon is a symbol equally incomprehensible in all human languages. There's a reason why humans invented phonetic languages.
Ducks and decorated sheds
A duck is a building whose confirmation is a complete symbol or icon. A decorated shed is a building to which symbols, often commonplace signs, have been attached.
BeOS Icons
The utter nothingness of being
Everything written symbols can say has already passed by. They are like tracks left by animals. That is why the masters of meditation refuse to accept that writings are final. The aim is to reach true being by means of those tracks, those letters, those signs - but reality itself is not a sign, and it leaves no tracks. It doesn’t come to us by way of letters or words. We can go toward it, by following those words and letters back to what they came from. But so long as we are preoccupied with symbols, theories and opinions, we will fail to reach the principle.
"But when we give up symbols and opinions, aren’t we left in the utter nothingness of being?"
Yes.
z-z-z
Words and Images
An Essay by René MagritteBook from the Ground: From Point to Point
A Novel by Bing Xu- z-z-z
Between the Words
An Artwork by Nicholas RougeuxMoby Dick.
Between the Words is an exploration of visual rhythm of punctuation in well-known literary works. All letters, numbers, spaces, and line breaks were removed from entire texts of classic stories...leaving only the punctuation in one continuous line of symbols in the order they appear in texts. The remaining punctuation was arranged in a spiral starting at the top center with markings for each chapter and classic illustrations at the center.
Unicode Arrows
A Fragment by Rachel Binx↬ welcome to the best part of the unicode spec ↫
APL386 Unicode
A Font by Adám BrudzewskyAPL font based on Adrian Smith's APL385 font with a fun, whimsical look, inspired by Comic Sans Serif.
APL (named after the book A Programming Language) is a programming language developed in the 1960s by Kenneth E. Iverson. Its central datatype is the multidimensional array. It uses a large range of special graphic symbols to represent most functions and operators, leading to very concise code. It has been an important influence on the development of concept modeling, spreadsheets, functional programming, and computer math packages. It has also inspired several other programming languages.
A lightbulb is not an idea
An Article by Ralph AmmerWith conventional placeholders, such as words, we can describe patterns for a large number of situations. On the other hand it is easy to fool yourself (and others) with words, since you can avoid to be specific. Any business meeting can confirm this.
When you draw something you are forced to be specific — and honest.
Our illustration of an “idea” from above is unconventional in the sense that it conveys specific original thoughts of what an idea is. It adds value to the words.
And that is the catch: The drawing must be unconventional to support the conventional words. We have to make sure not to use “words in disguise”. Take a common illustration for “idea” for example, which haunts flip charts all over the world: the lightbulb.
The lightbulb image works on a purely symbolic level, it only replaces the word “idea”. This image of a household item contains no original thought about what an idea is. While symbols like these work well as international replacements for words or icons to indicate a light switch for instance, they convey no nutritional value as illustrations — they are empty.
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.