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Flexible organic light emitting diodes—OLEDs—as below (NYT). Note the reference to the OLED rifle attachment.
Good advice for university students—how to get used to making an argument (NYT).
The 21st century city. Certainly the OLEDs above bring to mind Blade Runner, also mentioned here. (Forbes)
Let them eat cake drink coffee. It’s hard to know even where to start with this one. Can you imagine being rolled into hospital and making sure your doctor has not yet reached his sixth cup of coffee for the day—and that he has in fact had enough.
There’s no reason, of course, to think that an organisation such as Hezbollah should be any less vulnerable to Ponzi schemes than any other group, given that the confidence trick is based on social relations and a constructed reputation.
Some general advice and lessons learned (alas, not by me, though they make uncommonly good sense):
- Milton Glaser‘s rule number one of his 10 ‘things I have learned’ is ‘that you can only work for people that you like‘ (and his other points are worth mulling, too);
- that aligns with recent research that employees prefer a good boss to more money; and
- ‘a good job requires a field of action where you can put your best capacities to work and see an effect in the world‘. Such work comes in a variety of forms, and generally not middle management.
So much fun. Even the error messages are cool:
Here’s couple of ideas to help drive down capability costs. First, low intensity warfare and constabulary operations:
And the latest in submersibles–only $US1.5m each:
Imagine how many of those could be bought for $200bn. Or more importantly, how many could be bought by non-state actors.
The following statement is remarkable:
“There is not a murmur of dissent, I said to that collective group of defence leaders that they needed to sell this message, they needed to get on board or get out,” he said. (ABC 2009)
Frankly, given that ultimatum, it would be indeed surprising were there any murmuring of dissent at all. Still, to be fair, it is a truth universally acknowledged that a Defence Department in need of a submarine or twelve, and new pay system, must also be in want of reform*.
I can understand the frustration of ministers and senior leaders trying to change a bureaucracy such as Defence. Bureaucracies have inherently high levels of inertia: in a bureaucracy, constancy, certainty and sameness are prized qualities.
