Author: flipaoXIX

I struggle to give a good summary of this book. My take is how to see systems (a very generic word) in the big picture as most systems are too complex to understand how fully work (economy, stock market, etc). In general, once we see the relationship between structure and behaviour, we can start to understand the system and modify it. You can’t know a system just by its parts. Look for the interconnections of those parts.

A system is formed by “stock” (water in a reservoir, mineral deposits, etc) and the stock changes overtime due to the actions of “flows” (rain = inflow, evaporation = outflow, mining = outflow, etc) Inflow increases the stock. Outflow decreases the stock. If the rate of inflow and outflow is identical, you have a system in a state of dynamic equilibrium. You want to see the systems behaviour based on time. Generally, stocks change slowly compared with the rate of change of in flows. So stocks act like a “buffer” in systems. A feedback loop is formed when changes in a stock affect the flows into or out of that same stock. You have two types of feedback loops: balancing (seek stability and resistance to change) and amplifying/reinforcing (can cause healthy growth or destruction) (ie: learning piano, the more I practice, the more I learn, the more keep practicing and so on). Doubling time = 70/growth rate (It takes 14 years to double your money in a back at a rate of 5%) In real systems, a single stock can be influenced by several types of feedback loops (with different directions and strengths)

The information delivered by a feedback loop can only affect future behaviour (can’t have an impact fast enough to correct the behaviour triggered the current feedback). And there will always be delays in responding. As well, because systems often have competing feedback loops working at the same time, the loop that dominates the system will determine the behaviour. You can have shifting dominance of feedback loops (dead rate vs birth rate)

System dynamics models explore possible futures and ask “what if” questions. Testing the value of a model: 1) Are the driving factors likely to unfold this way? 2) If they did, would the system react this way? 3) What is driving the driving factors?

Dynamic systems studies are designed to explore what would happen if a number of driving factors unfold in a range of different ways.

Systems largely cause their own behaviour. Systems with similar feedback structures produce similar dynamic behaviours, even if the outward appearance is not similar (population vs industrial economy, coffee cup cooling vs radioactivity decay)

A delay in a balancing feedback loop makes a system likely to oscillate (ie: response of orders and deliveries in a car dealer). Delays are pervasive and are strong determinants of behaviour. Changing the length of a delay may (or nor) make a large change in the behaviour of a system.

Examples of two-stock systems:

• A renewable stock (capital) constrained by a non-renewable stock (oil): oil company: Non-renewable resources are stock-limited. The entire stock (oil) is available at once and can be extracted at any rate (limited by extraction capital). The faster the extraction rate, the shorted the lifetime of the resource.
• A renewable stock (capital) constrained by a renewable stock (fish): fishing company: Renewable resources are flow-limited. They can support extraction indefinitely but only at a finite flow rate equal to the regeneration rate;

No-physical system can grow forever in a finite environment.

— Part 2

• 3) Why systems work so well?

Resilience: + dynamic -> learn. – sacrifice resilience for stability

Delf-organization: capability to make its own structure more complex. Produces heterogeneous + unpredictability

Hierarchy: evolve from bottom up. The top serves the purpose of the lower layers.

• 4) Why systems surprise us?

World is greater than our knowledge. We can make only models in our heads (never exact to reality)

Behaviour = performance over time. System structure is the source of behavior.

The non-linear relationships: This is something we struggle to deal with (and to notice)

We need to create boundaries so we can ask question

What’s the limiting factor: there is always a limit to growth

Bounded rationality may not lead to the better decision that improve the system (this kills the idea of the market takes care by itself for the best – there is always somebody that makes a killing and can’t be good)

• 5) System traps and opportunities?

Policy resistance (drugs): Seek mutual satisfactory for all goals from all parts

Tragedy of the commons (immigration): Educate users to understand consequences of abuse. Privatise or regulate.

Drift to low performance: Enforce standards by best actual performance.

Escalation (violence/war – nuclear heads): Not getting involve in first place or refuse to complete.

Success to the successful: Diversification: try something else. Limit the winner prize.

??? Solution to a systemic problem reduces (or disguises) the symptoms, but does nothing to solve the underlying problem: Focus on long-term restructuring instead of short-term relief.

?? Rule beating: perverse behavior that gives appearance of obeying the rules or achieving the goals, but that actually distorts the system. Design or redesign rules based on feedback, always aiming to achieve of the goal of the rule.

?? Seeking the wrong goal (GNP is not a good goal)

— Part 3

• 6) Leverage points: Places to intervene

MIT’s Jay Forrester: The source of all problems is growth (populations and economic) Leverage points frequently are not intuitive

Numbers: constants and parameters such as subsidies, taxes, standards, etc

Buffers: the size of stabilizing stocks relative to their flows.

Stock-and-flow-structures: Physical systems and their nodes of intersection (energy conservation: straight out bent pipes and enlarge the too small ones)

Delays: the length of time relative to the rates of system changes.

Balancing Feedback loops: the strength of the feedbacks relative to the impacts they are trying to correct. Big mistake is to remove these “emergency response mechanisms because they are not used often and they look costly (ie: emergency cooling system in nuclear plant)

Reinforcing feedback loops: The strength of the gain of driving loops

Information flows: The structure of who does and doesn’t have access to information

Rules: Incentives, punishments, constraints

Self-Organization: The power to add, change or evolve system structure.

Goals: The purpose or function of the system.

Paradigms: The mindset out of which the system (its goals, structure, rules, delays, parameters, etc) arises

Transcending paradigms: Keep oneself unattached in the arena of paradigms, to stay flexible

• 7) Living in a world of systems

Getting the behaviour of the system forces you to focus on facts, not theories.

Get your models outside of your head: discuss with others, this creates mental flexibility.

Honor, respect and distribute information: Information is power.

Keep your language as concrete, meaningful and truthful as possible.

Pay attention to what is important, not just what is quantifiable: how you measure justice, democracy, freedom, etc?

Make feedback policies for feedback systems: Jimmy Carter examples: oil tax depending on the import levels (more import, more tax), Mexico immigration (help Mexico to improve society instead of creating walls and putting more security in the border)

Improve a system as a whole (hierarchies exist to serve the bottom layer, not the top)

Listen to the Wisdom of the System (before trying to make any change): Example, Aid worker trying to improve things in Guatemala.

Locate and apply responsibility in the system.

Stay humble (you will make mistakes), stay a learner

Complexity is expected: it is part of evolution

Expand the time horizons: ie Native Americans think of the consequences for the 7th generation. We think too short-term

Seeing systems as a whole requires more than interdisciplinary. We need to learn and communicate

Dont weight the bad news more heavily than the good ones. Keep the standards absolute.

I can’t run for the last 4 months so reading this book has been a bit annoying… but increases my desire to get to it.

To be honest I didnt have a clue about the book apart of running. It started to get hooked slowly and at the end, I was eager to know if the race was going to happen, who was going to race and how was going to finish.

The center of the book is about the Tarahumara and their tradition of long distance running with basic kit (sandals) and frugal diet (mainly based on corn and beans). Thinking coldly, all looks a bit too romantic but it is a hard life.

Things I learned:

Tarahumara consume a lot fo Chia seeds. It seems it easy to grow (other) but I think I would need a big space to produce enough quantity for one year consumption?

Benefits of barefoot running (Daniel Liberman) and it seems that endurance running was the key difference with Neanderthals when the ice age ended and things got warmer and it was the only way to hunt in the savanna: outlasting your prey. Arthur Lydiard is the father of modern running training. Supports barefoot running. It interesting the data showing the increase of injuries with the advance of running shoes technologies… And the history about Nike and Lydiard and Bowerman (his mentor). Still getting to that level you need to make a slow transition. Need to research about this.

The crazy stories about Jenn Shelton and Billy. Party ultrahard and then ultrarun: epic.

Scott Jurek diet is vegan: vegetables, fruits, grains and legumes. recipes.

Caballo Blanco died at 58 running.

Completed this work today. Quick summary from the author himself: “Work works”. “Pain means growth”

I am not a fan of famous people as I think most of them are overrated. Although I will always say his movies were very important as a child/teenager: Terminator 2, Conan, Predator, Commando. They are my favourites. But it seems to me this book was about the person so gave it a go.

He starts the book with the end of his political career due to cheating to his wife and the 2008 crisis. That made him to start again…

He shows the seven rules he is using in his life and I think the order is important because they start with yourself and at the end is more about others. It builds so you can “Be useful”.

1) Have a clear vision : You dont have to have everything worked out but have a overall goal. It’s like, why are you going to the gym? What’s your mission? He had his vision very early in life, but still it works at any stage. Make the space to get that vision: just walking can be very good. And to be honest, I have found going for a walk quite revealing lately, although I just talk to myself, it feels good to think aloud. And when you look at the mirror, is what you see what you want to be?

2) Never thing small: If you have an idea, go all in (no plan-b): “Wenn schon, denn schon” Ignore the naysayers, it is your dream, your life, your growth (whatever is the outcome). Seneca quote: “If you dont go through struggle, you don’t have a life”. There are several Stoics quote a long the book and that surprised me.

3) Work your ass off: That works 100% of the time. He says one the bases of success is repetition, repetition, repetition so it makes perfect. Embrace the boring stuff (fundamentals) and do often. Pain is temporary, the outcome is permanent. And you need to follow up (something the reminds me of a Russian saying: Trust but check). And you have time for it, make the numbers!

4) Sell, sell, sell: This makes sense obviously for business but personally, I need to do it in dating too. You can be a great catch, but if nobody knows about it, then…. So people need to know you and you need to know “who” is really the customer. And be yourself, own your (hi)story, for good and for bad. And in business , let them underestimate you, use it in your favor.

5) Shift gears: This is about to learn to adapt to changing situations. From learning from mistakes to change your mind when required. And learn to find the positive in shit moments. This is “amor fati” as defined by Stoics. Complaining is too easy and doesn’t get you anywhere. You learn from hardship. If you win the lottery, you will not look at the money as if you had build a successful business. Reframe failure, it is part of the learning process (ie: WD40 – there were 39 failures before…) Break the rules, make things better and not because they are that way. Risk is relative, really, what do you have to lose?

6) Shut your mouth and open your mind. This is about learning, always be open to learn (from anybody, any moment) So learn by listening. Be curious, as the “how” and “why”. Be that sponge. And with all that, put it in a good cause. It is interesting he criticises the current education systems as it seems you must have a degree to be successful and be rich. Firstly, you could have a good life being a baker that is fulfilling and do something good for the community.

7) Break the mirrors: And this is where you destroy the ego (you are not self-made) because from most of the other rules, they look very individual but then, you get here and you realize is not about you. It is about giving back so everybody wins. Can be small or big, depends on your circumstances. So be useful.

I bought this ebook some months ago as a recommendation and then after watching a video (need to finish it) of the author, I went to the book.

The main source of examples in the book are the military where he shows the success is based on people believing and action in a bigger goal than themselve: the mission and your team mates.

As well, he put example of a few companies that have built a personality/culture where people feel identified and they survive the worst moments. And there are examples of the opposite, where companies like Goldman Sachs, GE, etc have a culture of immediate profit, individual success at any cost, that are negative in the long run.

He mentions dopamine and oxytocin as hormones impacting our behaviour. Dopamine is the quick/easy hit satisfaction (watching youtuvideos….) and oxytocin is the making you happy with social interactions. In our modern world, dopamine is not the choice and oxytocin should be the long term aim.

As well, he takes the AA as an example where people success if follow the rules, and the most important one is the last rule, to be a leader/mentor of another person.

One of the disconnections we have at work is the abstract challenge (we want to be number 1, we want to be the best, etc) that doesnt really resonate with most people and doesnt create any connection. Without that connection, that meaning, you dont fight. So that put in context in another part of the book, that most of the times, our best memories at work are moments of straggle (that tough project, that bug at 2am, etc). So you go through that if you have a connection with the company, culture and people (that releases oxytocin). If not, you will not last long there.

Another part talks about the destructive abundance. We live in a world where we have everything…. so we want it all. This part gives away some leadership leason:

1- So goes the culture, so goes the company

2- So goes the leader, so goes the culture

3- Integrity matters

4- Friends matters

5- lead the people, not the numbers.

In my personal view, at the end all looks very nice, but most of cases, it seems the solution or change needs to come from the top and can be overwhelming. But still we can “lead by example” in our small part. You can lose your job but you can’t lose your integrity.

Good book. Again, I should read it again and take notes.

That’s the amount of weeks you have if you live approximately 77-78 years. And this book is about time management those weeks. It is not the typical book about techniques to make more in the same amount of time but the psychological and philosophical reasons why we want to make more and how to live with that.

We live in a world where everything, even time is a commodity and you want to squeeze the last drop of it. That goes deep into our society. The author has tried all possible techniques to be super productive but at the end, he is always defeated at some point.

So you have a limited time, you have to choose, and not choosing is what makes us to try to cramp more and more things. So it is a lost battle. This reminds me the concept of how many f* you have.

As well, we are always thinking in the future. Being more present helps you to get things in better perspective. The time we have in Earth is ridiculous compared with a stone or the universe so that should give you the freedom (instead of the fear of not having enough) of focusing in your correct things. We need meaningfulness and connection. And something I am reading/listening quite often, we need action (and not hopping).

Questions offered in the book:

1- Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort?

— That hit me. Since my last move, I feel more comfortable because I have some discomfort/challenges. Before I felt uncomfortable and in theory “I have (nearly) all”

2- Are you holding yourself to , and judging yourself by, standards of productivity or performance that are impossible to meet?

— Somehow yes, I have so many books to read and so many things I would like to learn, so many certifications to get. Still I am pretty sure I would never be happy if achieved all that.

3- In what ways have you yet to accept the fact that you are who you are, not the person you think you ought to be?

— That helped, since I started to accept me and loving me as I am, I drop a lot of emotional weight. And to be honest, just telling me that I can do a hard route when climbing, pushes me to send it and improve. But this is not done, still lot to do, you know, dating….

4- In which areas of life are you still holding back until you feel like you know what your are doing?

— The winner is dating/relationships.

5- How would you spend your days differently if you didnt care so much about seeing your actions reaching fruition?

— I would like to live in the country side. Like this. Work in the fields and technology, and having a partner to share that life.

It is not hopping, it is doing.

I leave a lot of things away, I need to read it again.