An example of tragedy of the commons. A city has access to a small forest.
If you are a citizen, self-interest would dictate that you cut a tree to get some wood to heat your house. But if everyone does, the wood disappears.
1/N
2/ The tweet below recently made me notice that this kind of problems can be formulated in terms of #ergodicity.
3/ One of the definitions of ergodicity is "when the outcome of a person performing an action n times coincides to the outcome of n people performing the action once."
Here is how it applies to the tragedy of the commons:
4/ The outcome of a person cutting a tree a year for many years: he has sustainable heating & the wood stays.
The outcome of many people cutting a tree: they have heating for a bit & the wood disappears.
They're different → tragedies of the commons are non-ergodic.
5/ Here is when it becomes interesting. I often talk about ergodicity in terms of phantom consequences.
For example, baking cakes is non-ergodic. Why?
6/ The outcome of ten beginners baking one cake is ten bad cakes.
But the outcome of a beginner baking a cake ten times is two bad cakes, three meh cakes, and five good ones (as he learns).
The outcomes differ → non-ergodic.
But what caused the difference?
7/ The difference is caused by learning. Learning is a phantom consequence that is inconsequential in the short-term but consequential in the long-one.
These phantom consequences are usually what causes non-ergodicity.
There are three main reasons for irrational behavior.
Thread, 1/11
The first one is an excessively-narrow definition of irrationality.
Example: playing a boardgame, your friend makes a move which is suboptimal to victory. Is he being irrational?
Only if winning at the game is all that matters. But maybe he's optimizing for friendship.
2/11
Another example: working overtime might get you ahead at work but also set you back in personal life.
In general, it's never rational to maximize performance at a given task. It's rational to maximize one's performance across all tasks. And sometimes, the two are at odds.
Too often, consulting engagements end up making the client more fragile.
Why? What can clients AND consultants do differently?
(thread, 1/N)
2/ One possible cause is, of course, psychopathic consultants & self-centered management. But there's a lot that can go wrong even when both parties are well-meaning.
Here are 3 problems that must be addressed to avoid consulting disasters, even assuming competence & good faith.
3/ I often say, "centralization is only efficient to the central observer"
Similarly, consulting is often only effective to the central observer
If it only considers what matters to the central observer, it will only do good relative to what's considered by the central observer
I've been using for a few months an app that sends me daily digests of information *curated by myself*.
It just got better: I can now receive a digests of tweets liked by people I pick. Curation 2.0
(Thread of how it works, 1/N)
2/ I use it to automate repetitive "fetching information" tasks.
It has three advantages:
– I avoid having to manually open multiple websites or apps
– It's fast
– It prevents me from wasting time "mindlessly scrolling": it's an email, and once it finished, I can move on.
3/ Here is the website: mailbrew.com/?aff=DellAnnaL…
(affiliate link, but I've been a paying user for months, and I just love the product for how much time it saves me).
At the beginning I used it "just" to receive a daily email with the top tweets from a few Twitter lists.
2/ First of all, this is a Roam Book (rBook). It is a new format that integrates with your notes, allows for non-linear exploration of its contents, and more. You can read more about it on roam-books.com