From ee21dd1cf14c5e1e710953bec952ddd705fa5c48 Mon Sep 17 00:00:00 2001 From: =?UTF-8?q?Patrik=20Bj=C3=B6rklund?= Date: Sat, 9 Nov 2024 08:47:17 +0100 Subject: [PATCH] Remove all --- .../posts/antligen-hemma-effect-for-swe.md | 43 ------ content/posts/being-sure.md | 32 ----- content/posts/chatgpt-tree-of-thought.md | 128 ------------------ content/posts/consistency.md | 24 ---- content/posts/deep-work-and-interruptions.md | 40 ------ content/posts/endurance-psychology.md | 79 ----------- content/posts/established-vs-new-knowledge.md | 23 ---- content/posts/experiments.md | 97 ------------- .../forwards-thinking-backwards-planning.md | 67 --------- content/posts/greenfield.md | 69 ---------- content/posts/guide-to-productivity.md | 83 ------------ content/posts/multi-tasking-is-bad.md | 44 ------ content/posts/never-blame-ai.md | 47 ------- content/posts/no-opinion.md | 58 -------- content/posts/nothing-temporary.md | 17 --- content/posts/okrs-do-they-work.md | 49 ------- content/posts/perspective.md | 37 ----- content/posts/ponder-sources-and-intent.md | 37 ----- content/posts/theory-vs-experience.md | 79 ----------- ...ally-make-software-teams-more-effective.md | 86 ------------ content/posts/toxic-productivity.md | 32 ----- content/posts/unlabled.md | 34 ----- content/posts/what-is-recency-bias-in-llms.md | 17 --- content/posts/why-i-write.md | 40 ------ .../why-write-when-ai-can-write-better.md | 27 ---- 25 files changed, 1289 deletions(-) delete mode 100644 content/posts/antligen-hemma-effect-for-swe.md delete mode 100644 content/posts/being-sure.md delete mode 100644 content/posts/chatgpt-tree-of-thought.md delete mode 100644 content/posts/consistency.md delete mode 100644 content/posts/deep-work-and-interruptions.md delete mode 100644 content/posts/endurance-psychology.md delete mode 100644 content/posts/established-vs-new-knowledge.md delete mode 100644 content/posts/experiments.md delete mode 100644 content/posts/forwards-thinking-backwards-planning.md delete mode 100644 content/posts/greenfield.md delete mode 100644 content/posts/guide-to-productivity.md delete mode 100644 content/posts/multi-tasking-is-bad.md delete mode 100644 content/posts/never-blame-ai.md delete mode 100644 content/posts/no-opinion.md delete mode 100644 content/posts/nothing-temporary.md delete mode 100644 content/posts/okrs-do-they-work.md delete mode 100644 content/posts/perspective.md delete mode 100644 content/posts/ponder-sources-and-intent.md delete mode 100644 content/posts/theory-vs-experience.md delete mode 100644 content/posts/things-that-actually-make-software-teams-more-effective.md delete mode 100644 content/posts/toxic-productivity.md delete mode 100644 content/posts/unlabled.md delete mode 100644 content/posts/what-is-recency-bias-in-llms.md delete mode 100644 content/posts/why-i-write.md delete mode 100644 content/posts/why-write-when-ai-can-write-better.md diff --git a/content/posts/antligen-hemma-effect-for-swe.md b/content/posts/antligen-hemma-effect-for-swe.md deleted file mode 100644 index 536a401..0000000 --- a/content/posts/antligen-hemma-effect-for-swe.md +++ /dev/null @@ -1,43 +0,0 @@ ---- -title: AI - death of a developer? -authors: - - Patrik Björklund -share: true -date: 2023-11-09 06:09:00 +0200 -summary: What will the future for software developers be in the age of gen AI? Let’s look back at a similar disruption -tags: - - AI -series: - - AI ---- -When the Swedish home improvement show "Äntligen Hemma" hit the airwaves, professional builders braced for a downturn, fearing that their craft, handed down through generations, was at risk of being trivialized by weekend warriors armed with nothing more than a TV guide and a toolbox. To the surprise of many, the opposite occurred: the industry grew, but not because every homeowner became a master craftsman overnight. Instead, it was the professionals who found themselves busier than ever, fixing the well-intentioned mistakes of ambitious DIYers. This unexpected outcome sheds light on our current technological crossroads with generative AI, particularly tools like GPT-4. - -## The Democratization of Coding - -In the digital realm, not every piece of code needs the same level of craftsmanship as a kitchen table crafted by a seasoned woodworker. Sometimes, a simple script to generate an itinerary for a weekend with friends is all that's needed—and it can function perfectly well without the finesse of a professional's touch. This is the crux of AI's immediate appeal: it empowers efficiency and problem-solving on a scale that's both accessible and practical. - -Generative AI, in its current form, can write code, yes, but it's not about to put developers out of business. Rather, it's changing the nature of what it means to be a developer. The days of being a junior developer, or one who focuses solely on writing code, may be numbered. The real value now lies in understanding the 'why' behind the 'what'—solving real-world problems that are grounded in human experiences and needs. - -## A Shift in Developer Roles - -The developers who will thrive in this evolving landscape are those who see AI as an ally in their toolkit. They're the problem-solvers who understand the subtleties of human needs and can design solutions that AI can't yet fathom on its own. As these tools become more integrated into everyday tasks, the role of the developer will shift from pure coding to a hybrid of coding, critical thinking, and management of AI resources. - -The future might hold a period where managing AI becomes the norm, rather than managing a team of developers. As AI becomes more adept at handling routine coding tasks, the human developer's role will increasingly focus on the creative, the strategic, and the innovative aspects of technology. - -## Looking to Science Fiction for Clues - -When it comes to the distant future of AI, particularly the advent of Artificial General Intelligence (AGI), we find ourselves in less certain territory. Our predictions and preparations are often guided by the grand narratives of science fiction. While these tales might not offer the most reliable blueprint for the future, they do provide a rich source of speculation and imagination about the potential and pitfalls of AGI. - -Science fiction has long grappled with themes of AI and the human condition, offering both utopian and dystopian visions of a world where machines can think like us. It's a genre that encourages us to question the ethical and moral implications of our creations, to consider the responsibilities we hold as creators and stewards of technology. - -## The Immediate Future: Embracing Change and Adaptability - -For now, as generative AI becomes increasingly sophisticated, the demand for professionals who can navigate the new technology landscape will only grow. The developers and problem-solvers who can understand and articulate the complexities of human-centric issues will find themselves in high demand. - -The key to thriving in this new era is adaptability. As AI tools take on more of the heavy lifting in coding, professionals must be willing to expand their skill sets, embracing roles that require a deeper understanding of the human elements that AI cannot replicate. This might mean focusing on user experience, ethical AI implementation, or the management of AI systems. - -## The Takeaway - -The evolution of AI in our daily lives and in professional spheres is not a zero-sum game. Just as "Äntligen Hemma" did not render Swedish builders obsolete, generative AI tools like GPT-4 will not spell the end for developers. Instead, they offer a new chapter of empowerment, efficiency, and collaboration. - -The developers who will succeed will be those who embrace the shift, who see AI as a powerful tool to be wielded with human insight and ingenuity. As we navigate this shifting landscape, our challenge is to remain flexible, to anticipate change, and to continue learning. In this way, we'll ensure that as the capabilities AI grow, so too will the opportunities for human creativity and innovation. \ No newline at end of file diff --git a/content/posts/being-sure.md b/content/posts/being-sure.md deleted file mode 100644 index 634ec62..0000000 --- a/content/posts/being-sure.md +++ /dev/null @@ -1,32 +0,0 @@ ---- -title: The Art of Being Sure. Maybe. -authors: - - Patrik Björklund -share: true -date: 2023-08-18 23:37:00 +0200 -summary: An exploration of the cognitive concept of certainty, the importance of balancing skepticism and acceptance, and its implications in leadership. -tags: - - musings -series: - - Musings ---- - -Being sure is a captivating cognitive concept. It's not fixed, but fluid, as our beliefs continually face challenges from new information and perspectives. - -This requires a balance between skepticism and acceptance. We must be willing to change our minds when presented with compelling evidence but resist changing beliefs hastily without critical analysis. - -At the same time we must balance this to avoid excessive skepticism leading to decision paralysis or severe anxiety. Analysis paralysis. - -While some uncertainty promotes intellectual growth and open-mindedness, too much can be crippling. - -It’s not about knowing everything; it's having confidence in your current knowledge while staying open to, and actively seeking, learning. - -Leaders of all types must frequently make decisions that will impact an entire organizations (or at least a group of people). Often with incomplete or uncertain information. - -But a leader who is unwaveringly certain all the time can come across as arrogant, inflexible, and unwilling to listen to others' perspectives. On the other hand, a leader who is plagued by doubt and haphazardly changes its mind can seem indecisive and insecure. - -The best leaders strike a balance. They are confident enough to make tough decisions and take responsibility for them, but humble enough to admit when they are wrong or don't have all the answers. They foster an environment where ideas can be challenged and different perspectives are valued. And they know when it’s time to stop the debate and move to action. - -Being sure doesn't mean having all the answers. It's about knowing what you know and what you don't know, being open to new information and perspectives while maintaining your core beliefs until evidence compels you otherwise. - -That's where real certainty lies - not in blind belief or crippling doubt but in thoughtful consideration, open-mindedness, resilience in face of uncertainty, and above all else - adaptability. This is the art of being sure. \ No newline at end of file diff --git a/content/posts/chatgpt-tree-of-thought.md b/content/posts/chatgpt-tree-of-thought.md deleted file mode 100644 index 3405b40..0000000 --- a/content/posts/chatgpt-tree-of-thought.md +++ /dev/null @@ -1,128 +0,0 @@ ---- -title: Exploring Problem-Solving with 'Tree of Thoughts' in ChatGPT -authors: - - Patrik Björklund -share: true -date: 2023-10-21 10:47:00 +0200 -summary: An exploration of the 'Tree of Thoughts' approach to problem-solving and content generation in language models like ChatGPT. -tags: - - AI -series: - - AI ---- - -Have you ever found yourself getting pretty bad reasoning from ChatGPTs answers? Imagine if there was a way to make it explore multiple possible paths, evaluating each step's worth towards the solution, and if it doesn't seem right, it will simply backtrack and try another route. Sounds like a dream come true, right? Well, that's exactly what 'Tree of Thoughts' (ToT) does for language models like ChatGPT. - -## What is 'Tree of Thoughts'? - -The idea behind ToT is simple - it's like a brainstorming session where different thoughts or ideas (which are like intermediate steps towards the solution) are explored systematically. These thoughts form branches in our language model's 'tree', and it evaluates how much each thought contributes towards solving the problem at hand. - -## How Can ToT Help You? - -Whether you're trying to solve a complex math problem or brainstorming ideas for your next blog post, using ToT with ChatGPT can help you navigate through a multitude of thoughts and possibilities efficiently. - -For example, let’s say you’re writing an article about ‘The Impact of AI in Healthcare’. You can prompt ChatGPT using ToT and ask it to break down its thinking process into steps: - -``` -Could you imagine three different experts answering 'Will AI reduce hospital costs for doctors by up to 50%?'. Each expert will write down one thought or concept related to the topic, then share it with the group and lastly always share their answer to the question. After discussing each thought, they'll move on to the next. If at any point an expert realizes their idea isn't contributing to the discussion, they'll step out. They will continue their exchange until there is only 1 expert left. Let's begin... -``` - -ChatGPT might come back with something like: - -``` -Expert 1: A health economist - -Thought/Concept: AI can streamline administrative processes in hospitals, reducing the need for human labor and hence reducing costs. - -Discussion: Hospitals spend a significant amount of their budgets on administrative tasks, such as scheduling appointments, managing patient records, billing, and insurance claims. Implementing AI systems can automate these tasks, freeing up hospital staff to concentrate on patient care. This could potentially reduce the administrative burden on doctors and thus cut down on overhead costs. - -Answer: Yes, AI can reduce hospital costs for doctors by up to 50%. - -Expert 2: A medical technologist - -Thought/Concept: AI has the potential to improve diagnostic accuracy and speed, reducing the need for repeat testing and decreasing patient hospital stay duration. - -Discussion: AI algorithms can analyze medical imaging and lab results more accurately and quickly, reducing the need for repeat tests and minimizing the risk of misdiagnosis. Faster and more accurate diagnosis means patients may require less time in the hospital, reducing costs. - -Answer: Yes, AI has the potential to significantly reduce hospital costs, but saying it could reach a 50% reduction is highly speculative at this point. - -Expert 3: A health policy analyst - -Thought/Concept: While AI can help reduce certain costs, it also necessitates substantial upfront investment for purchasing and maintaining AI systems, and training staff. - -Discussion: The potential cost savings from AI must be weighed against the initial and ongoing expenses associated with purchasing, implementing, and maintaining these systems. Moreover, doctors and other healthcare staff need to be trained to use these new technologies, which can also be costly. - -Answer: It's too early to definitively say that AI will reduce hospital costs for doctors by up to 50%. The potential savings must be weighed against the costs associated with implementing and maintaining AI systems. -``` - -As you move through this process, ChatGPT will continue to generate and evaluate thoughts that help develop your article. For instance when we ask it to `Continue with the next round` it would say: - -``` -Expert 1: Health Economist - -Thought/Concept: AI can help in preventive care, reducing the overall costs of treating advanced diseases. - -Discussion: AI systems can help doctors identify early signs of diseases, allowing for preventive measures to be taken. This could potentially reduce the overall costs of treating advanced diseases, lowering the costs for both the hospital and the patient. - -Answer: If we consider the long-term benefits and the potential savings from preventive care, it's plausible that AI could reduce hospital costs for doctors by close to 50%. - -Expert 2: Medical Technologist - -Thought/Concept: AI can assist with remote patient monitoring, reducing hospital admissions. - -Discussion: AI can enable remote patient monitoring, allowing patients to be monitored from their homes. This can reduce the need for hospital admissions, thereby reducing costs. - -Answer: Given the potential of AI in remote patient monitoring and diagnostics, it's possible AI could help reduce hospital costs, but again, reaching a 50% reduction might not be feasible in the short-term due to implementation costs and challenges. - -Expert 3: Health Policy Analyst - -Thought/Concept: The widespread integration of AI into healthcare systems has regulatory, legal, and ethical implications that could lead to additional costs. - -Discussion: Implementing AI in healthcare isn't just about purchasing and installing new systems. There are regulatory, legal, and ethical issues to consider, which can also add to the costs. For example, there are questions about who is responsible if an AI system makes a mistake that harms a patient. - -Answer: While AI has the potential to reduce certain costs, the additional costs associated with addressing regulatory, legal, and ethical implications make it unlikely that AI will reduce hospital costs for doctors by up to 50%. - -At this point, Expert 1 realizes that their ideas aren't significantly contributing to the discussion and decides to step out. -``` - -And with another round - -``` -Expert 2: Medical Technologist - -Thought/Concept: AI can help in resource optimization in hospitals. - -Discussion: AI can help optimize the use of resources like hospital beds, staff scheduling, and equipment usage. This can lead to significant cost savings and more efficient operations. - -Answer: AI can help reduce hospital costs, but whether it can lead to a reduction of up to 50% is still uncertain considering the cost of implementation and maintenance of AI systems. - -Expert 3: Health Policy Analyst - -Thought/Concept: AI could potentially lead to job displacement, resulting in social costs. - -Discussion: While AI can automate many tasks, it could also potentially displace jobs, leading to social costs. These costs could offset the potential savings from AI implementation. - -Answer: AI has the potential to reduce certain costs, but the extent of the reduction will depend on a variety of factors, including the potential social costs from job displacement. Therefore, it's unlikely that AI will reduce hospital costs for doctors by up to 50%. - -At this point, Expert 2 realizes that their ideas aren't significantly contributing to the discussion anymore and decides to step out, leaving only Expert 3. -``` - -And if we get a tl;dr with `Give me a tl;dr` it would give us the answer: - -``` -While all experts agreed that AI has potential to reduce costs in healthcare, there was disagreement about the extent, with estimates up to 50% seen as speculative. They discussed how AI could streamline administrative processes, improve diagnostic accuracy, assist in preventive care, enable remote monitoring, and optimize resource use. However, they also pointed out the substantial upfront investment needed, the costs of addressing regulatory and ethical issues, and potential social costs from job displacement. The health policy analyst was the last remaining expert, expressing caution about the costs associated with implementing AI in healthcare. -``` - -Compare this to the answer to the prompt `Will AI reduce hospital costs for doctors by up to 50%?` and we see that we get a more rounded answer with the ToT prompt. - -``` -While AI has the potential to greatly improve efficiency and reduce costs in healthcare, it is difficult to put an exact percentage on the potential savings. It's important to note that implementing AI technology also involves costs, such as the development, maintenance, and training of AI systems. However, by assisting in early diagnosis, reducing error rates, improving outcomes, streamlining administrative tasks, and improving patient engagement, AI could lead to significant cost reductions over time. But whether it could reduce hospital costs by up to 50% is speculative and would vary depending on many factors, including the specific uses of AI and the existing cost structure of the hospital. -``` - -Despite the similar points, there are some differences in the answers. The simple prompt focuses more on the potential cost savings of AI, stating that it's hard to quantify the exact percentage of potential savings and that the figure of up to 50% reduction in hospital costs is speculative. On the other hand, the ToT includes a broader range of perspectives and delves more into the potential social costs of AI implementation, such as job displacement. It also emphasizes the cautious stance of a health policy analyst regarding the associated costs. - -## Why Use ToT? - -ToT employs a systematic approach that encourages exploration of various thoughts and ideas while solving problems or generating content. It allows ChatGPT to evaluate potential solutions or ideas at each step, making it a powerful tool for complex problem-solving. - -To sum up, using 'Tree of Thoughts' with ChatGPT is like having a brainstorming session right inside your AI model! It opens up a world of possibilities and paths towards finding solutions or generating creative content. So why not give it a try and see how it can enhance your AI-powered problem-solving? \ No newline at end of file diff --git a/content/posts/consistency.md b/content/posts/consistency.md deleted file mode 100644 index cd0503b..0000000 --- a/content/posts/consistency.md +++ /dev/null @@ -1,24 +0,0 @@ ---- -title: Consistency -authors: - - Patrik Björklund -share: true -date: 2023-10-04 06:47:00 +0200 -summary: Consistency is king - but is it? -tags: - - productivity -series: - - productivity ---- - -"Consistency is key." This mantra has been drilled into our heads, especially in the era of social media influencers and YouTubers. But what if our relentless pursuit of consistency is costing us something far more valuable: quality? - -We've become obsessed with regularity, with churning out content like clockwork, fearing that any deviation from our rigid schedules will send followers fleeing. However, in our fixation on consistency, we risk diluting the quality of our work. - -Let's take a step back and remember why we started creating in the first place: to offer something unique, to touch people with our insights or stories. Isn't it better to give audiences a well-crafted novel that took years to perfect than a hastily written monthly release? - -The drive for consistency has become synonymous with hustle culture — always be producing, always be working. But at what cost? The constant grind can lead to burnout, and that guarantees 0 consistency. - -The solution lies in finding the middle ground. A sustainable schedule that values both quality and consistency is key. Leveraging AI where beneficial can lighten the load but should not replace human creativity. - -So let's reconsider the mantra: Consistency is important, yes. But not when it compromises quality or wellbeing. Let's aim for consistent quality instead of consistently mediocre output — now that's a motto worth living by! \ No newline at end of file diff --git a/content/posts/deep-work-and-interruptions.md b/content/posts/deep-work-and-interruptions.md deleted file mode 100644 index 7587737..0000000 --- a/content/posts/deep-work-and-interruptions.md +++ /dev/null @@ -1,40 +0,0 @@ ---- -title: The Importance of Uninterrupted, Deep Work -authors: - - Patrik Björklund -share: true -date: 2023-08-12 07:00:00 +0200 -summary: Exploring the importance of focus and deep work, the cost of interruptions and the rarity of urgency -tags: - - business -series: - - Business ---- - -In many conversations with deeply skilled individuals, a common theme often emerges - the value of deep, uninterrupted work. - -It is in these highly focused periods that true productivity thrives, creativity flows freely, and satisfaction from work is high. - -This concept is explored in Cal Newport's book - "Deep Work" where he emphasizes and makes the case for the importance of intense concentration devoid of distractions to produce high-quality work. - -Yet, how often do we find ourselves on either end of an interruption? How often do we disrupt someone else's flow for something that might not be as urgent as it appears? - -# Not many things are truly urgent - -Let's talk about urgency. - -Reflect on it - how frequently do you interrupt others at work as a knee-jerk reaction to outside stimuli or your own “brilliant idea”? I know that I still do that way to often. - -Let’s reflect on the times we interrupted someone else’s day. - -Could you have practiced patience and batched multiple of these urgent things together and handled them as a batch in an already scheduled 1-1 or similar? - -And when looking back at them now, how urgent were they really? - -# Interruptions has an associated cost - -Context switching, or task juggling, can significantly disrupt focus. It takes roughly 20 minutes to regain full concentration after a switch, resulting in considerable productivity loss. - -Constant interruption leads to increased stress, errors, and decreased creativity. It undermines the ability to perform deep work, where high-quality and highly efficient output is produced. - -Remember - true urgency is rare; focus is gold. Value it as such. diff --git a/content/posts/endurance-psychology.md b/content/posts/endurance-psychology.md deleted file mode 100644 index dac6112..0000000 --- a/content/posts/endurance-psychology.md +++ /dev/null @@ -1,79 +0,0 @@ ---- -title: "The Psychology of Ultra Endurance Training: Exploring the Link Between Mental Health and Extreme Athletes" -authors: - - Patrik Björklund -share: true -date: 2022-08-24 -summary: Delving into the world of ultra endurance athletes and examining the relationship between mental health and pushing the limits of human performance. -tags: - - training -series: - - Training ---- -What drives someone to push their body to the extreme, to willingly embrace discomfort and test the limits of human performance? - -When we look at ultra endurance athletes, it's hard not to wonder about the inner workings of their minds. - -Are they wired differently? - -Could there be a link between mental health issues and their pursuit of extreme challenges? - -In our quest to unravel the psychology of ultra endurance training, we will explore various factors that contribute to the mindset of these athletes, and ultimately, consider whether mental health plays a significant role in their pursuit of extraordinary feats. - -## The Allure of Pushing Limits - -Imagine running for 100 miles in a single stretch or swimming across the English Channel. - -These are the kind of challenges that ultra endurance athletes take on willingly, defying the conventional boundaries of human capabilities. - -What could possibly motivate someone to embark upon such a journey? - -One possibility is the desire for self-discovery. - -Famed philosopher Friedrich Nietzsche once said: - -> "He who has a why to live can bear almost any how." - -In the face of seemingly insurmountable challenges, ultra endurance athletes may find a deeper sense of self and purpose. - -They push themselves beyond their physical and mental limits, forging a stronger connection with their inner selves and discovering what they are truly capable of. - -But could there be more to this story? - -### The Role of Mental Health - -It's not uncommon to hear stories of ultra endurance athletes who have experienced some form of mental health struggle in their lives. - -From depression to anxiety, these individuals might have turned to extreme physical pursuits as a way to cope with their inner turmoil. - -But is there a direct link between mental health issues and ultra endurance training? - -There [might be some links](https://www.mdpi.com/2075-4663/11/3/5) between mental health disorders and ultra-endurance activities, but I'm not sure. - -One could hypothesize that extreme sports might serve as a form of self-medication for some individuals, providing them with a sense of control and accomplishment that counterbalances their mental health struggles. - -The case of the late ultramarathon runner Micah True, also known as Caballo Blanco, serves as a poignant example. - -True, who famously inspired the bestseller "Born to Run," is said to have battled depression throughout his life. - -Running, and more specifically, ultra endurance running, became his solace and a way to escape the darkness that haunted him. - -It sadly also seems to be what led to his early departure from this earth. - -### The Double-Edged Sword of Ultra Endurance Training - -While ultra endurance training can provide a sense of accomplishment and might give a sense of control for those struggling with mental health issues, it's important to recognize the potential pitfalls of this approach. - -The grueling nature of ultra endurance events can take a significant toll on the body, leading to injuries and long-term health consequences. - -Moreover, the intense physical demands can exacerbate existing mental health problems, creating a vicious cycle that's difficult to break. - -So, where does this leave us? - -Well. - -As we admire (or shake our head at) the incredible achievements of ultra endurance athletes, let us also remember the importance of self-care and support. - -Encourage open conversations about mental health, and recognize the signs when one may be using extreme physical pursuits as a coping mechanism. - -By fostering a healthy relationship with our underlying reasons for engaging in extreme activities we can truly appreciate the beauty and power of human resilience. \ No newline at end of file diff --git a/content/posts/established-vs-new-knowledge.md b/content/posts/established-vs-new-knowledge.md deleted file mode 100644 index 9c59ac6..0000000 --- a/content/posts/established-vs-new-knowledge.md +++ /dev/null @@ -1,23 +0,0 @@ ---- -title: Established vs new knowledge -authors: - - Patrik Björklund -share: true -date: 2024-03-23 08:48:00 +0200 -summary: How do we separate knowledge? How do we know that anything is correct? -tags: - - "#musings" -series: - - Musings ---- -I was thinking: how do we separate established knowledge from emerging insights, especially when both are valuable? The introduction of generative AI and Language Models (LLM) adds another layer of complexity to this challenge. - -Established knowledge, derived from reputable sources and expert opinions, acts as our anchor. It's been thoroughly vetted and is generally accepted as accurate. Yet, in a fast-evolving world, can we afford to rely solely on this? - -New knowledge, on the other hand, is like the uncharted waters of innovation and discovery. It's exciting but comes with its own risks, primarily the uncertainty of its accuracy. - -Generative AI and LLMs have emerged as tools that act as if they are guiding us through this area. They can provide direct answers and direct perspectives, bypassing traditional information gatekeepers. But there's a hitch: their training data includes both reliable and unreliable information. How then can we trust the guidance they offer? - -To ensure that AI enabled tools that we build we could incorporate source credibility indicators and peer-review mechanisms into their design. This would help them differentiate between reliable and questionable information. Furthermore, recognizing knowledge as a continuum rather than a binary classification can refine their navigational capabilities. - -Valuing the stability of established knowledge while being open to new insights is a tough balancing act as we further develop and refine our usage of AI technologies. Our focus should remain on enhancing their ability to discern the quality of information. This balance isn't just about leveraging technology; it's about fostering a culture of critical thinking and continuous exploration diff --git a/content/posts/experiments.md b/content/posts/experiments.md deleted file mode 100644 index 0f12626..0000000 --- a/content/posts/experiments.md +++ /dev/null @@ -1,97 +0,0 @@ ---- -title: Balancing Experimentation and Best Practices -authors: - - Patrik Björklund -share: true -date: 2023-08-06 16:15:00 -summary: Learn how to balance continuous experimentation with established best practices. -tags: - - business -series: - - Business ---- -There is a constant push for innovation and improvement. - -This often involves conducting small experiments and trials, an approach that has its roots in scientific research. - -But if we always engage in these experiments without adequately following up or incorporating the results into our process, are we actually improving over time? - -Alternatively, if we constantly experiment and try to find our own way without first trying established best practices, are we missing out on potential gains? - -These questions form the crux of our discussion today. - -## The Experimental Approach - -Scientifically, experimentation is the cornerstone of progress. It involves testing hypotheses, learning from the results, and incorporating these findings into future practices. By conducting experiments at work, we follow the same approach; we test new methods, learn from the outcomes, and refine our processes. However, the key to effective experimentation is not merely conducting the experiment but learning and adapting from its results. - -The challenge arises when these experiments are carried out in isolation, without adequate follow-up or integration of the findings into the broader operational context. According to a study published in the Harvard Business Review, organizations that fail to incorporate their experimental results into their regular operations do not improve significantly over time. This is primarily because the lessons learned from these experiments often remain siloed and do not influence larger organizational practices. - -The risk is even higher when these experiments are small and frequent. If they are not properly documented and analyzed, the knowledge gained can easily be lost. This can lead to organizations repeating the same mistakes and missing out on opportunities for improvement. - -## The Role of Established Best Practices - -While experimentation is crucial for innovation and progress, it should not be done in a vacuum. Established best practices exist for a reason. They represent tried and tested methods that have been proven to work over time. Ignoring these best practices in favor of constant experimentation can result in unnecessary risks and inefficiencies. - -According to the Journal of Occupational and Organizational Psychology, companies that integrate established best practices into their operations tend to perform better than those that don't. This is because these practices provide a solid foundation upon which companies can build and innovate. - -However, blindly following best practices without understanding their relevance and applicability to specific contexts can also be unproductive. A study in the MIT Sloan Management Review suggests that the most successful organizations are those that balance the use of established best practices with measured experimentation. These organizations understand the value of both approaches and use them in tandem to achieve their goals. - -## Balancing Experimentation and Best Practices - -So, how can organizations strike this delicate balance? Firstly, experimentation should not be seen as a substitute for employing best practices. Experimentation should be used to explore new ideas and challenge existing norms, while best practices should form the bedrock of operational processes. - -Secondly, organizations should ensure that their experiments are structured and documented properly. This will allow for effective follow-up and integration of results into the broader organizational context. - -Thirdly, companies should promote a culture of learning and continuous improvement. This involves not just conducting experiments, but also learning from them and applying these lessons to future operations. - -Lastly, companies should be selective in their use of best practices. They should understand the context in which these practices were developed and consider whether they are applicable to their own situation. - -## How - -Creating a framework for conducting small experiments in the workplace is a strategic approach to continuous improvement and innovation. Here are some steps to follow: - -1. **Identify a Problem or Opportunity**: The first step in any experimental process is to identify a problem or an opportunity for improvement. This could be a process that isn't working efficiently, a gap in the market, or customer feedback suggesting room for improvement. - -2. **Develop a Hypothesis**: Once you've identified a problem or opportunity, develop a hypothesis about how to address it. This should be an educated guess based on your understanding of the situation. - -3. **Design the Experiment**: Here, you outline the details of your experiment. This includes what will be tested, how it will be tested, who will be involved, and how results will be measured. Be sure to include a control group if possible. - -4. **Implement the Experiment**: Execute your experiment as planned. Make sure to document everything that happens, as this data will be crucial in the analysis phase. - -5. **Analyze the Results**: After the experiment has been completed, analyze the results. Did they confirm your hypothesis, or did they suggest a different conclusion? Make sure to use statistical analysis if necessary to confirm the significance of your results. - -6. **Review and Learn**: Discuss the results with your team, and determine what you've learned. Even if the experiment didn't go as planned, there are likely valuable insights that can be gleaned. - -7. **Implement Changes**: If your experiment was successful, implement the changes on a wider scale. If it wasn't, use what you've learned to refine your process and try again. - -8. **Continual Monitoring**: After implementing changes, continually monitor and evaluate the effectiveness. This will help you identify any further areas of improvement. - -9. **Document**: Keep a detailed record of the experiment, its results, and any changes made as a result. This will provide a valuable resource for future experiments and for other teams in your organization. - -10. **Foster a Culture of Experimentation**: Encourage everyone in your organization to think experimentally, fostering a culture of learning and innovation. - -Remember, the goal is not to conduct one-off experiments, but to create a culture of continuous experimentation and learning, leading to ongoing improvement and innovation. - -When data is limited and statistical analysis might not yield reliable results, the experimentation framework can be adjusted as follows: - -1. **Identify a Problem or Opportunity**: The first step remains the same. You need to identify a problem or an opportunity for improvement within your organization. - -2. **Develop a Hypothesis**: Develop a hypothesis about how you can address the problem or seize the opportunity. Even with limited data, a hypothesis can be based on observations, expert opinion, or existing knowledge. - -3. **Design the Experiment**: Design the experiment with clear objectives and measurable outcomes. Make sure the experiment is as controlled as possible to reduce variables. - -4. **Implement the Experiment**: Execute your experiment as planned. Document everything that happens in detail, as this qualitative and quantitative information will be crucial in the analysis phase. - -5. **Analyze the Results**: In the absence of extensive data for statistical analysis, use descriptive analysis. Look for patterns, trends, or significant changes that occurred during the experiment. - -6. **Review and Learn**: Discuss the results with your team. What appears to have worked? What didn't? Are there observable patterns that suggest certain strategies might be more effective than others? - -7. **Implement Changes**: If your experiment yielded positive results, consider implementing the changes on a larger scale. If not, use the insights gained to refine your approach and prepare for the next experiment. - -8. **Continual Monitoring**: Continually monitor the changes implemented. Keep an eye out for any long-term effects or trends that might emerge over time. - -9. **Document**: Document the experiment, its results, and any changes made as a result. This documentation will be crucial for future reference, particularly as more data is collected over time. - -10. **Foster a Culture of Experimentation**: Encourage an experimental mindset within your organization even when data is limited. Staff should understand that learning can come from qualitative observations and experience, not just statistical analysis. - -Remember, the goal of this adjusted framework is to facilitate learning and improvement even in data-limited situations. It's about creating a culture of continuous learning and adaptation, using every piece of information and experience as a stepping stone towards better practices. \ No newline at end of file diff --git a/content/posts/forwards-thinking-backwards-planning.md b/content/posts/forwards-thinking-backwards-planning.md deleted file mode 100644 index a35136f..0000000 --- a/content/posts/forwards-thinking-backwards-planning.md +++ /dev/null @@ -1,67 +0,0 @@ ---- -title: Effective Time Management with Forwards Thinking, Backwards Planning -authors: - - Patrik Björklund -share: true -date: 2023-10-21 10:34:00 +0200 -summary: An informative guide to managing time effectively using the methodology of 'forwards thinking - backwards planning', especially for parents. -tags: - - Productivity -series: - - Productivity ---- -Picture this: You have a 5-year-old and a 3-year-old that you need to get ready for school every morning. Your goal is to leave the house by 8:00 am. - -Sounds simple, right? You might think, "I'll wake up at 7:00 am, that should give me a whole hour to get ready - plenty of time". - -Usually doesn't end well. Let's try employing the simple methodology of "forwards thinking - backwards planning". - -## Forwards Thinking - Backwards Planning - -The "forwards thinking - backwards planning" strategy is a way to plan your time more effectively by starting at your end goal and working backwards, accounting for potential obstacles. Here's a simplified version of how it works: - -1. **Identify your ultimate goal:** In this case, it is to leave the house by 8:00 am. This is your endpoint. - -2. **Estimate time for each task:** Think about each task that needs to be done before you leave - waking up the kids, getting dressed, breakfast etc. and estimate how long each will take. Don't forget to consider potential hiccups that could delay you. - -3. **Work backwards from your endpoint:** Start from 8:00 am (your goal) and subtract the time each task will take from it. - -4. **Adjust as necessary:** If you find that you've run out of time before you've accounted for all tasks, adjust your wake-up time or expected time to leave accordingly. - -The idea here is not to create a minute-by-minute schedule, but rather to give yourself a rough estimate of when certain milestones should be hit in order to reach your ultimate goal on time. It’s about understanding the order of operations and giving yourself enough buffer for unexpected delays or interruptions. -## Example of a Herculean Task - -Here is how an example plan would look in my mind. Broken down in 10 minute intervals for easy mental math: - -- **8:00 am:** Leave the house (ultimate goal) -- **7:50 am:** Getting everyone out of the house and strapped into the car should take 5 minutes, 10 if they resist -- **7:40 am:** Everyone should be fully dressed, with bags packed. This might take 10 minutes. -- **7:30 am:** Teeth brushing is done by now, which on a good day takes 5 minutes, but let's add another 5 for unexpected tantrums. -- **7:20 am:** Breakfast should be finished. Eating can take around 10 minutes, but let's add another 10 for potential food-related issues. -- **7:00 am:** Breakfast is served. Preparing it might take around 10 minutes. -- **6:50 am:** Kids should be out of bed by this time. Waking them up and getting them out of bed can take around 10 minutes. -- **6:40 am:** Wake up. You need about 10 minutes to get ready before waking the kids. - -Oh, I should set my alarm to 6:40 instead of 7:00. 20 minutes less sleep for a more enjoyable morning. - -## In the Professional Context - -Forwards thinking - backwards planning is a simple yet effective strategy to manage your time better. It not only helps you plan your morning routine but also can be applied in numerous other situations like project management, event planning, or even in setting long-term personal goals. - -In the context of project management, for example, let's say you have a project due in 6 months. If you start planning from today and move forward, you may underestimate the time it takes to complete certain tasks and overestimate your ability to get them done promptly. But if you start with the due date and work backwards, factoring in all tasks and potential obstacles, you will have a more realistic schedule that leaves room for unforeseen delays. - -The beauty of this strategy is that it forces you to take into consideration every task involved in reaching your goal. It prompts you to think about what could possibly go wrong and plan for it accordingly. - -## A note on Risk - -An important thing to note is that the longer the period of time you're planning for, the more risk and uncertainty will be involved. Let's take the example of a long-term personal goal like starting a business. There are so many factors that could potentially derail your plans - market changes, personal circumstances, financial issues etc. Therefore, it is crucial to continuously revise and adjust your plan as you move forward. - -This brings us to an insightful quote by Dwight D. Eisenhower: "In preparing for battle I have always found that plans are useless, but planning is indispensable". The core idea here is that while our initial plans may not always work out exactly as we envision, the process of planning is invaluable as it prepares us for potential roadblocks and gives us a sense of direction. - -## Conclusion - -In conclusion, "forwards thinking - backwards planning" can be a game-changer in how you manage your time and tasks. It encourages proactivity rather than reactivity and allows you to better anticipate challenges before they arise. - -Whether you're a busy parent trying to juggle morning routines or a project manager with deadlines looming, give this strategy a try and see how it can streamline your daily life and help you reach your goals more effectively. - -Remember, success lies in your ability to foresee potential obstacles and being prepared to overcome them - plan backwards from your goal but think forwards towards its attainment! diff --git a/content/posts/greenfield.md b/content/posts/greenfield.md deleted file mode 100644 index 75f16ae..0000000 --- a/content/posts/greenfield.md +++ /dev/null @@ -1,69 +0,0 @@ ---- -title: "The Evolving Landscape of Software Development: From Greenfield Projects to Customer-Driven Solutions" -authors: - - Patrik Björklund -share: true -date: 2023-05-01 00:00:00 -summary: Embrace the transition from greenfield projects to customer-driven solutions in software development by balancing innovation, automated testing, and adaptability to deliver value and maintain customer satisfaction. -tags: - - software-development -series: - - Software development ---- -Picture this: you're working on a new greenfield software project (fancy word for starting a project from scratch), with the freedom to move fast and break things. - -You have no external users to worry about, and your AI assistant is there to help you with most of the actual coding. - -It's a thrilling and liberating experience, isn't it? - -But what happens when you transition from this stage to having paying customers? - -As you might have guessed, everything changes overnight. Suddenly, they expect the software to work, and your approach must evolve accordingly. - -In this article, we will explore the dynamics of transitioning from a greenfield project to a customer-driven software solution, the role of automated tests, and the importance of adopting an adaptive mindset to thrive in this ever-changing landscape. - -## The Greenfield Project: A Playground for Innovation - -Greenfield projects offer a unique opportunity for developers to experiment, innovate and iterate without the constraints of existing code or infrastructure. With no external users to cater to, it's all about pushing boundaries and exploring new ideas. - -However, this freedom comes with its own set of challenges. For instance, automated tests might initially seem to stand in the way of progress during this stage. - -But do they really? - -Or are they just another tool we can leverage to ensure our software is robust and reliable from the outset? If we move to fast without tests the risk is that we build a big bundle of spaghetti that someone will have to de-tangle later. This is classic when hiring consultants to build the first version and they then move on and pass the buck to some poor internal development team. - -No true sense of ownership - only a focus on capturing that initial project ROI without considering the TCO (total cost of ownership). - -### The Role of Automated Tests in Greenfield Projects - -Automated tests, when used thoughtfully, can be invaluable in preventing regressions and ensuring that new features don't break existing functionality. - -However, during the early stages of a greenfield project, it's crucial to strike a balance between testing and innovation. - -When there are no users to disappoint, you might be tempted to forgo testing altogether. - -But what if we view testing as an opportunity to learn and improve our code, rather than a roadblock to progress? - -By incorporating automated tests from the beginning, we can build a solid foundation that will serve us well as we transition to a customer-driven software solution. - -This does require us to know that the thing we are building will stay in production for a long time though, do all projects even deliver any value after being delivered? - -## The Customer-Driven Solution: A Shift in Perspective - -As the saying goes, "With great power comes great responsibility." - -Once you have paying customers (key point being: that you will have to support forever), the stakes are higher, and the pressure to deliver a reliable, functional product increases. - -This is where our earlier investment in automated tests begins to pay off. - -### Embracing Change and Adaptability - -Transitioning to a customer-driven software solution requires a shift in mindset. - -No longer can we afford to move fast and break things, as the consequences of a faulty product can be far-reaching and damaging to our reputation. - -Instead, we must be willing to adapt and respond to the changing needs of our customers. - -This may involve re-evaluating our initial assumptions, revising features based on user feedback, or even pivoting our entire product offering. - -But how can we ensure that we remain adaptable, fast and nimble while still maintaining the integrity of our software? That's a question for another day. \ No newline at end of file diff --git a/content/posts/guide-to-productivity.md b/content/posts/guide-to-productivity.md deleted file mode 100644 index a4723a9..0000000 --- a/content/posts/guide-to-productivity.md +++ /dev/null @@ -1,83 +0,0 @@ ---- -title: The Definitive Guide To Productivity -authors: - - Patrik Björklund -share: true -date: 2023-08-24 08:58:00 +0200 -summary: This is how you get off the couch and achieve everything in life. A step by step guide. -tags: - - productivity -series: - - Productivity ---- -I bet you've been through a barrage of self-help books, all promising to change your life. - -But let's face it, they are usually 300 pages of redundant information. That's why I present to you the most compact self-help guide ever. - -## Think - -First things first - **think things through**. Rushing into actions without any forethought is just a recipe for disaster. Give your brain some credit and use it! - -## Prioritize - -Learn to **break large tasks down to small tasks**. Each small task in itself should create some value and together they should culminate into something larger than life. - -Once you've broken down the tasks, **ruthlessly prioritize** them. It's essential to know which battles to pick in order to win the war. - -## One Thing At a Time - -Let's move on - remember this mantra: “Stop starting - start finishing”. One task at a time keeps you moving towards your goals. - -## Plan - -Eisenhower is famous for the quote: "Plans are worthless, but planning is everything.". One could also sum it up as "Planning is re-planning". - -Plan, but don't let the plan become your master. Adapt as needed. - -## Have Fun - -Don’t forget to **have fun and set aside time for creativity and exploration**. All work and no play can make anyone go insane. Also it's my experience that new ideas originate in exploration and fun. - -## Compare You Vs You - -This one is vital - **don’t compare yourself with others** – compare you with YOU! Your real competition is your past self. - -## Set, and Change Goals - -Getting somewhere requires knowing where that somewhere is. **Set long, medium and short term goals**, revisit them frequently and don't hesitate to change them if circumstances call for it. - -## Communicate - -Remember – speaking isn't communicating unless what you've said has been understood rightly! So, **learn how to communicate clearly**. - -## Do It - -The key here is simple – just start! Don’t let procrastination make a home in your routine. If you need an actionable tool then say to yourself, "I'm going to do this for 10 minutes. If I don't want to do it after that, I can stop". This saying took yours truly along some truly grueling accounting courses at university. - -## Accept The Constraints Of Reality - -Acceptance is key here– accept your reality. We all have only so many hours in a day – use them wisely! Reject hustle culture; don’t neglect other responsibilities while chasing dreams. - -You are allowed to have friends, kids, a spouse and hobbies. Heart attacks, money and three divorces are actually not required to be classified as successful. - -## Mind And Body Matter - -Eat well; do cardio; lift weights; meditate; do what your body needs. - -## Consistency - -Stop chasing the silver bullet – there ain't any shortcuts here folks! Good things take time and hard work over extended periods of time – if it was easy everyone else would be doing it already! Consistency is the key to success. - -## No Excuses - -Making excuses is just a way of avoiding responsibility for your actions. **Take responsibility and learn from your mistakes**. Excuses are the easy way out, but they don't change anything. Anyone who has ever accomplished anything has failed more times than not, it's ok. - -## Control The Controllables -Focus on what's in your control—actions, judgments & reactions—and accept uncontrollable situations. - -## Summary -So there you have it. Lessons from a life, condensed into a single blog post. - -Apply these principles to your life and see the magic unfold on your deathbed. - -Remember - success isn't about the destination, it's about the journey and the person you become along the way. Keep evolving and don't forget to enjoy the ride! diff --git a/content/posts/multi-tasking-is-bad.md b/content/posts/multi-tasking-is-bad.md deleted file mode 100644 index 959ac0e..0000000 --- a/content/posts/multi-tasking-is-bad.md +++ /dev/null @@ -1,44 +0,0 @@ ---- -title: The Illusion and Pitfalls of Multitasking -authors: - - Patrik Björklund -share: true -date: 2023-08-24 14:48:00 +0200 -summary: Exploring the misconception of multitasking, its cognitive costs, overconfidence in abilities, and negative health implications. -tags: - - productivity -series: - - Productivity ---- -Multitasking - a term often lauded as a beacon of productivity; a skill that separates the efficacious from the idle. - -Today it seems only natural to juggle multiple tasks at once. However, despite our admiration for this seemingly superhuman ability, recent scientific studies[^1][^2][^3] suggest that we may be overestimating our multitasking prowess. - -## The Illusion of Multitasking - -Conventionally, multitasking is perceived as simultaneously performing two or more tasks. However, it's more accurately described as **rapidly toggling our attention and focus between different tasks**. It appears that our brains lack the architecture to perform multiple complex tasks simultaneously. - -That our brains lacks the architecture means that our brains are not designed to handle multiple tasks at the same time. - -This rapid task-switching comes with a cognitive cost known as "task switch costs" - negative effects such as slower pace and increased propensity for errors. For example, students who multitask in class tend to have lower GPAs[^4]. - -## Overconfidence in Multitasking: A Common Pitfall - -Interestingly, research indicates that **we tend to inflate our perceived ability to multitask**. This inflated self-perception is intriguingly prevalent among frequent multitaskers who often lack the skills needed for effective multitasking. - -Frequent multitaskers also exhibit higher impulsivity levels and are easily distracted. They seem to downplay possible risks associated with tackling multiple things at once and show lower levels of executive control. - -## The Health Implications of Multitasking - -Beyond productivity concerns, multitasking may also impact health negatively. It can reduce your ability to focus, increase feelings of stress and exacerbate impulsiveness Furthermore, decreased performance at work or school due to ineffective multitasking can lead to negative feelings and anxiety. - -## So Why Do We Still Cling To Multitasking? - -Despite these facts evidencing the inefficiencies of multitasking, why do we still hold on so dearly? Perhaps it's partly because society often praises the ability to juggle multiple tasks. Or maybe it's because sometimes the perception alone of being able to multitask boosts performance. - -However, like an illusionist's trick - while it might seem magical on the surface - once you understand what's happening behind the scenes, you realize it’s just clever misdirection. - -[^1^]: Madore K.P., & Wagner A.D.(2019). Multicosts of Multitasking.Cerebrum , 2019(cer-04-19). PMID: 32206165; PMCID: PMC7075496. -[^2^]: Sanbonmatsu D.M., Strayer D.L., Medeiros-Ward N., & Watson J.M.(2013). Who multi-tasks and why? Multi-tasking ability, perceived multi-tasking ability, impulsivity,and sensation seeking.PLOS ONE ,8(1),e54402. -[^3^]: American Psychological Association(n.d.). Multitasking: Switching costs. Retrieved from https://www.apa.org/topics/research/multitasking -[^4^]: Bellur S., Nowak K.L., & Hull K.S.(2015). Make it our time: In class multitaskers have lower academic performance. Computers in Human Behavior, 53, 63-70. doi:10.1016/j.chb.2015.06.027 diff --git a/content/posts/never-blame-ai.md b/content/posts/never-blame-ai.md deleted file mode 100644 index fcbd567..0000000 --- a/content/posts/never-blame-ai.md +++ /dev/null @@ -1,47 +0,0 @@ ---- -title: The Importance of Personal Accountability in AI-Assisted Work -share: true -date: 2023-08-10 09:31:00 -summary: As AI tools become more integrated into our work the need for maintaining personal accountability and responsibility for output grows. -tags: - - AI -series: - - AI for the non-tech savvy ---- - -Imagine this scenario: - -You're at work, just finished a report heavily created by generative AI like ChatGPT, but there's a glaring error pointed out by your supervisor. - -Instead of accepting responsibility, your instant reaction is to say: - -> "Oh, that? That must've been the AI! It's always messing things up." - -As humorous as it may sound, with generative AI becoming more integrated into our daily lives through tools such as ChatGPT and Office 365 Copilot I believe we might start hearing excuses like these more frequently. -But here's the crux of the matter: - -With AI becoming more incorporated in our lives and even handling some/most of our professional responsibilities, how do we ensure personal accountability remains intact? - -We must remember these tools are not infallible. Just like us humans (shocker alert!), they can make mistakes too. - -The AI tools operate as advanced statisticians writing text purely from what makes statistical sense, not what makes human sense, and generate content based on inputs provided by us. - -Therefore we can never fully trust the output to be factually correct, no matter how good it sounds. - -The human is still accountable for the correctness of the output - not the AI. - -If not, what do we even need the human in the loop for? - -### Own Up! - -If you've made an error or overlooked something the AI tool generated mistakenly - admit it! - -Not only will it make you a better human, it will teach others to avoid the same overreliance on tools. - -Remember that making mistakes is part of being human; it’s how we learn and grow. - -So instead of blaming our silicon counterparts when things go awry - let's take responsibility! - -## Conclusion - -In conclusion, while generative AI has undoubtedly made life easier and tasks more efficient – we must remember that they are tools designed to help us perform better not substitute for personal accountability or responsibility for output. \ No newline at end of file diff --git a/content/posts/no-opinion.md b/content/posts/no-opinion.md deleted file mode 100644 index 91210ae..0000000 --- a/content/posts/no-opinion.md +++ /dev/null @@ -1,58 +0,0 @@ ---- -title: Having No Opinion -authors: - - Patrik Björklund -share: true -date: 2023-08-14 20:31:00 +0200 -summary: The importance of choosing not to have an opinion, the potential danger of uninformed views, and the benefits of open-mindedness. -tags: - - musings -series: - - Musings ---- - -Tonight I remind myself of Marcus Aurelius' words: _“You always own the option of having no opinion."_ - -Let’s dig a little in what I’m currently reflecting on. - -## Time Waste - -Ever found yourself in a heated debate or discussion that ultimately led nowhere? Where the topic up for debate wasn’t even something truly important? - -Time is precious; it's the one thing that we cannot get back. - -Don’t waste it on unimportant things just to feed the ego. - -## The Danger Of Uninformed Opinions - -Another concern with constantly having an opinion is the risk associated with expressing views on topics you're not well-versed with when in a position of influence over others. - -There's a potential danger in this if others take your word as truth and act upon it. - -By choosing to have no opinion on matters I'm not confident about, I am leaving the floor open for others to act. - -This honesty not only saves me from misguiding others but also opens avenues for me to learn from those who are better informed. - -## Open-Mindedness - -Perhaps one of the most significant benefits of a 'no-opinion' stance is the ability to listen more openly and attentively. - -When we jump into conversations with preconceived notions, there's a good chance we might miss out on new information or perspectives. - -By withholding my immediate judgement or opinion, I allow myself to fully absorb what the other person has to say without any bias clouding my understanding. - -# In Conclusion - -Adopting a 'no-opinion' stance doesn't mean becoming indifferent or apathetic; rather, it means choosing consciously where to invest your time and mental resources. - -It means being aware enough to admit when you don't know enough about something and being humble enough to listen before formulating any judgements. - -As Marcus Aurelius suggested: _"These things are not asking to be judged by you. Leave them alone."_ - -So why not do just that and save ourselves some trouble, by leaving them alone? - -By doing so, we free up space for more constructive thoughts and actions - something which brings us closer each day towards leading a more fulfilling, and valuable, life. - - - - diff --git a/content/posts/nothing-temporary.md b/content/posts/nothing-temporary.md deleted file mode 100644 index 4a82f87..0000000 --- a/content/posts/nothing-temporary.md +++ /dev/null @@ -1,17 +0,0 @@ ---- -title: Temporary is permanent -authors: - - Patrik Björklund -share: true -date: 2024-09-07 08:30:00 +0200 -summary: -tags: - - musings -series: - - Musings ---- -> “Ok, that works for now. Surely we will fix that later when we know more”. - -Multiple years later and the pile of “for now” grows. From a small cute pile to a mount doom. Complete with the evil eye of Sauron surveying the corrupted land of chaos that now exists around the mountain. - -Put an expiration date on the temporary to make it explicitly permanent instead of eventually permanent. Keep an (automated) tally on how many exists. Can be as simple as having GitHub issues with a tag and keeping track of growth. \ No newline at end of file diff --git a/content/posts/okrs-do-they-work.md b/content/posts/okrs-do-they-work.md deleted file mode 100644 index 06b4d82..0000000 --- a/content/posts/okrs-do-they-work.md +++ /dev/null @@ -1,49 +0,0 @@ ---- -title: Objectives and Key Results (OKRs) - Do they theoretically work? -authors: - - Patrik Björklund -share: true -date: 2021-05-27 00:00:00 -slug: okrs -summary: Objectives and Key Results are all the rage. But do they even work? -tags: - - business -series: - - Business ---- - -Who "invented" goals? Do they even work? The answer to this is my white whale, my continuous quest that never seems to end. - -Is the point of a goal to enhance peoples internal motivation so they can gain purpose, mastery and autonomy like that Pink guy says? Perhaps. The jury is still out on that one. - -Anyhow. OKRs. Invented by Intel, popularized by Google. (Sidenote: Intel decided OKR’s are a ‘fatally flawed system’ and moved away from it in the 90’s. (Source: [random guy on the internet](https://www.quora.com/What-are-the-weaknesses-of-the-OKRs). Investigation needed)) - -Idea is to have a plan that connects the individual contributor to the larger company strategy. A way to connect measurable results to objectives. - -So far so good. - -# **Things I'm considering:** - -It's not Deming. And I like Deming. Remember the 11th point "*Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.*" (Sidenote 2: The word "commandments" and "zealotry" comes to mind. Always be afraid of [snakes](https://en.wikipedia.org/wiki/Perverse_incentive#The_original_cobra_effect).) - -Could OKRs on a team/personal level mean a switch from "why are we doing this" to "what are we measuring?". Will people end up doing things like described in the [article and HN comments here](https://news.ycombinator.com/item?id=20004127)? - -What happens with goals when you are punished for not meeting them? Psychological safety is a very real thing. Can you set ambitious enough goals without this safety? - -OKRs are public. Can they work without a feedback positive culture? Is the [Netflix candor](https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860) and feedback culture required? - -Goals (as well as strategy) are so ... far away. Hard to connect to day to day life. - -What I usually say we want is to understand the needs/jobs/wants/whatever of our target audience. And doing this [without building a better horse](https://www.forbes.com/sites/forbesfinancecouncil/2017/10/19/on-building-a-faster-horse-design-thinking-for-disruption/?sh=2dcb267349f9)? Can we truly innovate by solving needs that can be discovered with a few low fidelity paper sketches? - -In OKRs the **O**bjective is where we want to go. The **K**ey **R**esults helps us understand how we know if we are getting there. - -Christina Wodtke [apparently says](https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives/dp/0996006028/ref=sr_1_fkmr0_1?ie=UTF8&keywords=christine%20wodtke&qid=1509537026&sr=8-1-fkmr0&utm_campaign=%F0%9F%A6%89%2010x%20curiosity&utm_medium=email&utm_source=Revue%20newsletter) the below (which I stole from [here ](https://medium.com/10x-curiosity/delivering-results-by-setting-your-objectives-and-key-results-13718edebc91)without reading the book, along with the OKR definition above): - -This all makes sense. If you are not constantly changing your mind. And in a world where the rate of new information is presented to us is measured (by me) in seconds or minutes - should we even have goals that stretches months or years into the future? What opportunity are we going to miss? Don't we know by now how utterly wrong we are most of the time? Is it all about risk and the number of times you can afford to roll the dice? - -Wodtke above (that I don't yet know what her motivations for coming down on OKRs is besides her "alternative that is way better") makes some [very good points](https://www.staceybarr.com/measure-up/why-okrs-do-not-help-us-measure-what-matters/). Like: "OKRs are not about measurable results, they are about implementation of actions." and "consider OKRs as a tool for focused implementation of projects, but not as a tool for meaningful measurement." - -That seems like an interesting thread to pull. To be continued. - - diff --git a/content/posts/perspective.md b/content/posts/perspective.md deleted file mode 100644 index bb1313d..0000000 --- a/content/posts/perspective.md +++ /dev/null @@ -1,37 +0,0 @@ ---- -title: Perspective -authors: - - Patrik Björklund -share: true -date: 2021-09-29 00:00:00 -slug: perspective -tags: - - business - - musings -series: - - Musings ---- - -> “From a management perspective, having everything reduced to a process and method is the ideal world, as no true knowledge about the actual work is needed. The weaker then understanding of the work, the stronger the desire to replace uncertainty with process” - Part of comment by RandomLensman [https://news.ycombinator.com/item?id=28669514](https://news.ycombinator.com/item?id=28669514) - -This comment has haunted me for years. - -I think it boils down to dissatisfaction with a purely mechanical approach to management, where processes and methods are prioritized over understanding the nuanced intricacies of the actual work being done. - -This perspective might stem from a situation where managers are not deeply involved in the work their teams do or do not fully understand it. - -In such cases, an over-reliance on processes could lead to inefficiencies, lack of innovation, and even resentment among team members who feel their expertise is undervalued. - -As managers, we can learn several things from this viewpoint: - -1. Deep Understanding: It's crucial to have a good grasp of what your team does and how they do it. Understanding the work allows you to make informed decisions that enhance productivity and efficiency. - -2. Balance: While processes and methods are vital for consistency and order, they should not be rigid or stifle creativity. Striking a balance between structure and flexibility can foster innovation while maintaining organization. - -3. Value Expertise: Acknowledge and respect your team's expertise. Their on-the-ground experience provides insights that can enhance workflow, solve problems faster, or create new opportunities. - -4. Communication: Regularly engage with your team members about their tasks rather than just focusing on outcomes. This shows your interest in their work and gives them a space to voice concerns or suggestions. - -5. Adaptability: Be open to change when necessary. If a process isn't working as well as it could be, don't be afraid to adjust it based on input from those who use it most frequently. - -In conclusion, we should remember that management isn't just about control but also about facilitation – enabling our teams to perform at their best by providing them with the right mix of structure and freedom. diff --git a/content/posts/ponder-sources-and-intent.md b/content/posts/ponder-sources-and-intent.md deleted file mode 100644 index 11ad942..0000000 --- a/content/posts/ponder-sources-and-intent.md +++ /dev/null @@ -1,37 +0,0 @@ ---- -title: Reflecting on information -authors: - - Patrik Björklund -share: true -date: 2024-03-09 13:45:00 +0200 -summary: Pondering a framework for how to take in new information. -tags: - - randomthought -series: - - Musings ---- -There's this expectation for politicians and any person in a position of authority (or dare we say “influence”) to guide the general public through complex issues. - -But here's the thing - most of us don't have the bandwidth to really get into the nitty-gritty of every topic. So, we lean on these conduits for clarity. However, this reliance has a downside: it's a small step from being guided to being manipulated. - -It's like, at what point do we stop making our own choices and start following a script laid out for us? - -So, how should I navigate this maze without losing my agency? It's not about doubting everything but rather about engaging with information in a more thoughtful way. - -Perhaps this checklist would help. - -1. Accept that simple answers might not always cut it. It's about embracing the complexity rather than shying away from it. - -2. Dig a bit deeper into issues. It's not about becoming an expert overnight but about trying to see beyond the surface. - -3. Consider who's talking and their possible motivations. This context can help differentiate genuine guidance from hidden manipulation. - -4. Looking at different sources can help paint a fuller picture. - -5. Think about the intended effect of the statements on public opinion or policy. Who stands to gain, and what's their endgame? - -7. Think again and accept that truly thinking takes time and effort. - -This is really about taking charge of how to engage with information in general. It's about not being just a passive receiver but an active, informed member of the conversation. - -So, the takeaway from today's reflection: stay informed, stay critical, and always keep questioning. And since it takes effort - be selective on what deserves attention. diff --git a/content/posts/theory-vs-experience.md b/content/posts/theory-vs-experience.md deleted file mode 100644 index 1490322..0000000 --- a/content/posts/theory-vs-experience.md +++ /dev/null @@ -1,79 +0,0 @@ ---- -title: "Theory vs Experience: Understanding the Dichotomy" -authors: - - Patrik Björklund -share: true -date: 2023-08-09 08:41:00 -summary: An exploration of the inherent dichotomy between practitioners with industry experience and theorists, with a focus on their respective biases, logical fallacies, and strategies for bridging this divide. -tags: - - Business -series: - - Business ---- - -In any professional field, a dichotomy often exists between practitioners with years of industry experience and theorists who regularly consume research and literature. - -The former may dismiss the latter's knowledge due to their lack of hands-on experience, while theorists may look down upon practitioners for their perceived resistance to new ideas or methods and narrow field of focus. - -This article aims to delve into this issue, explaining its dynamics, potential reasons behind it, strategies to overcome it, as well as the biases and logical fallacies that both parties might exhibit. - -## The Theory-Experience Dichotomy - -The theory-experience dichotomy is rooted in two distinct paths to expertise: - -- Practical experience -- Theoretical knowledge - -On one hand, individuals with years of experience in a field have honed their skills through practice. They've been on the frontline dealing with real-world problems and situations which has allowed them to develop an instinctual understanding of their work. - -As an industry expert you have to deliver results. And relying on tried and true methods from your arsenal of experience can seem the most reliable way to do so. However, it's important not to fall into complacency and remain open-minded towards competing or new theories and techniques. - -On the other hand, individuals who lean heavily towards theory are often armed with the latest research findings and insights from a wider field of knowledge. They're well-versed in recent developments and new techniques that might not yet be applied widely in practice as well as competing ideas within the same field. - -The lack of deep experience in one field can however lead to the **Dunning-Kruger Effect**[^1^] which refers to the cognitive bias where people with low knowledge or competence in a subject overestimate their abilities. - -The belief that one knows more than they actually do can lead to oversimplified models or theories that do not take into account the many variables involved in real-world scenarios. This is a common pitfall for theoreticians who are not well-versed in the practical application of their theories. - -Practitioners and theorists both have valuable contributions to make, and when they work together, they can help to challenge each other's assumptions, refine theories and practices, and push the boundaries of their field. - -## Overcoming the Divide - -Here are some strategies for overcoming this divide: - -1. **Mutual Respect**: Both parties should acknowledge the value each brings and appreciate that both theory and practice are important for comprehensive understanding. -2. **Effective Communication**: Clear communication can help overcome misunderstandings between theorists and practitioners. -3. **Collaborate**: Working together on projects or problems can help bridge the gap by showing firsthand how both types of expertise can complement each other. - -## Logical Fallacies - -Logical fallacies are errors in reasoning that undermine the logic of an argument. - -Both practitioners and theorists may fall victim to these fallacies due to their inherent biases and perspectives. - -Let's take a closer look at some logical fallacies and how both parties might fall into them: - -- **Appeal To Authority Fallacy**: Practitioners, with years of hands-on experience, may consider themselves as authorities in their field and believe that their way of doing things is the right way, simply because they have been doing it for a long time. On the other hand, theorists may consider academic or research-based authorities as the only valid sources of true knowledge, dismissing the practical wisdom of practitioners. - -- **Anecdotal Fallacy**: Practitioners often base their knowledge on personal experiences and might use these experiences as evidence to support their claims or dismiss new theories. On the contrary, theorists might use anecdotal evidence from their research or readings to support their theories, ignoring the complexities and variables of real-world scenarios. - -- **Red Herring Fallacy**: Practitioners might introduce irrelevant information to distract from criticisms about their outdated methods or lack of theoretical knowledge. Similarly, theorists could use complex jargon or unrelated facts to steer the conversation away from practical implications or challenges. - -- **Hasty Generalization Fallacy**: This occurs when one makes a broad generalization based on a small or limited amount of examples. Practitioners, whose expertise is often based on personal experiences, might generalize those experiences to the whole field. Theorists, on the other hand, might generalize results from a single study or a limited set of data to larger contexts. - -- **Post Hoc Fallacy**: Practitioners might attribute their success or failure in certain situations to specific actions they took, without considering other influencing factors. Theorists might mistakenly attribute cause-effect relationships between events just because they are sequentially aligned in their research data. - -- **Appeal To Tradition Fallacy**: Practitioners may fall into this fallacy by assuming that something is better or correct simply because it's traditional, or "it's the way it's always been." This fallacy rejects novelty and change. - -- **Appeal To Novelty Fallacy**: Theorists, on the other hand, are always on the lookout for the latest research findings and techniques in their field. They might assume that just because an idea or method is new, it must be superior to traditional methods practiced by experienced professionals. - -- **Cherry Picking Fallacy**: Theorists might be tempted to pick out individual studies from their vast library of knowledge or data that support their views while ignoring those that contradict them. Practitioners might selectively use experiences or cases that support their methods and dismiss those that challenge them. - -- **Appeal to Ignorance Fallacy**: Theorists may argue that their perspectives are correct because they can't be proven wrong, rather than providing evidence to prove them right. Practitioners may also fall into this fallacy by arguing that their methods work because there's no concrete evidence showing they don't. - -By recognizing these logical fallacies, practitioners and theorists can strive to avoid them and engage in more productive and rational discussions. - - -[^1^]: Kruger, J., & Dunning, D. (1999). Unskilled and unaware of it: how difficulties in recognizing one's own incompetence lead to inflated self-assessments. Journal of Personality and Social Psychology, 77(6), 1121-1134. DOI: 10.1037//0022-3514.77.6.1121. - - - diff --git a/content/posts/things-that-actually-make-software-teams-more-effective.md b/content/posts/things-that-actually-make-software-teams-more-effective.md deleted file mode 100644 index d6dc3fe..0000000 --- a/content/posts/things-that-actually-make-software-teams-more-effective.md +++ /dev/null @@ -1,86 +0,0 @@ ---- -title: Things That Actually Make Software Teams More Effective -authors: - - Patrik Björklund -share: true -date: 2023-04-05 21:58:50 -summary: Find out, from someone who has been at both the management and developer end of the table, what actually leads to productivity for development teams -tags: - - agile - - software-development -series: - - Software Development ---- - -In my years as a software developer, I've had the opportunity to work in various environments, from small startups to large corporations, with teams of all sizes. - -This article aims to share key insights into what can increase developer productivity and what doesn't, along with examples and counterarguments. - -# What Increases Developer Productivity - -## 1. Clear and concise communication - -**Example:** Providing developers with detailed and clear requirements, prioritized tasks, and relevant documentation can significantly improve their productivity. This helps avoid misunderstandings, wasted time, and the need for constant clarification. - -**Counterargument:** Some may argue that providing too much information can be overwhelming and actually slow down developers. However, this can be mitigated by organizing information in a clear, concise, and easy-to-navigate manner. - -## 2. Autonomy and trust - -**Example:** Allowing developers to take ownership of their work and make decisions within their areas of expertise fosters a sense of responsibility and can lead to increased productivity. Trusting developers to do their jobs without micromanagement allows them to focus on the task at hand. - -**Counterargument:** It's possible that too much autonomy could result in a lack of cohesion or adherence to project goals. To counter this, establish clear expectations and maintain open communication channels for support and guidance. - -## 3. Effective collaboration tools - -**Example:** Implementing collaboration tools like version control systems, project management software, and communication platforms can streamline workflows and increase productivity. These tools help track progress, manage tasks, and facilitate communication among team members. - -**Counterargument:** Introducing too many tools can result in a "tool overload," potentially causing confusion and decreased productivity. To avoid this, carefully select tools that best fit the team's needs and provide adequate training. - -## 4. Continuous learning and growth opportunities - -**Example:** Encouraging developers to continuously learn and improve their skills through training, workshops, or conferences can boost their productivity. This fosters a growth mindset and leads to better problem-solving capabilities and more efficient code. - -**Counterargument:** Some might argue that time spent on learning takes away from actual development work. However, investing in developers' growth ultimately results in a more skilled and efficient team, positively impacting project outcomes. - -## 5. Proper work-life balance - -**Example:** Ensuring developers maintain a healthy work-life balance can lead to increased productivity. Providing flexible work hours, encouraging breaks, and respecting personal time helps prevent burnout and keeps developers motivated and focused. - -**Counterargument:** Critics might say that flexible hours can lead to decreased accountability and reduced productivity. To counter this, establish clear expectations, deadlines, and maintain open communication channels to ensure that work stays on track. - -# What Doesn't Increase Developer Productivity - -## 1. Multitasking - -**Example:** Requiring developers to constantly switch between multiple tasks can lead to decreased productivity. Context switching can result in lost focus, mistakes, and ultimately, more time spent on tasks. - -**Counterargument:** Sometimes, multitasking may be necessary due to deadlines or resource constraints. In such cases, it's important to prioritize tasks and allocate sufficient time for developers to focus on each task. - -## 2. Excessive meetings - -**Example:** While meetings are essential for collaboration and decision-making, too many can negatively impact productivity. Developers need uninterrupted time to focus on their work. - -**Counterargument:** There's a balance to be struck between collaboration and individual work. Schedule meetings when necessary, but keep them concise and ensure they have a clear purpose. - -## 3. Overemphasis on short-term goals - -**Example:** Focusing solely on short-term goals can lead to an unsustainable work pace, burnout, and decreased productivity in the long run. It's crucial to balance short-term goals with long-term planning and allow developers time to refine and optimize their work. - -**Counterargument:** It's important to meet deadlines and deliver results, but this should be balanced with sustainable work practices and a focus on long-term success. - -## 4. Inadequate hardware and software resources - -**Example:** Providing developers with outdated or slow hardware and software can significantly hinder their productivity. Slow or unresponsive tools can lead to frustration and wasted time. - -**Counterargument:** Some might argue that investing in high-quality hardware and software is too expensive. However, the increased productivity and reduced downtime that result from providing developers with the right tools often justify the investment. - -## 5. A lack of recognition and appreciation - -**Example:** Not providing regular feedback and acknowledgment of developers' efforts can result in a lack of motivation and reduced productivity. Encouraging a culture of peer recognition and celebrating team accomplishments can help foster a positive work environment and keep developers motivated. - -**Counterargument:** Some may argue that too much praise can lead to complacency or a sense of entitlement among developers. However, it's crucial to strike a balance between providing genuine, constructive feedback and recognizing developers' hard work, which can contribute to a healthy and productive work environment. - -# Conclusion - -In conclusion, increasing developer productivity involves clear communication, autonomy, trust, effective collaboration tools, continuous learning opportunities, and a balanced approach to short and long-term goals. Ensuring a proper work-life balance, providing adequate resources, and recognizing developers' efforts also play a crucial role. On the other hand, avoiding multitasking, excessive meetings, overemphasis on short-term goals, inadequate resources, and a lack of recognition can help developers maintain focus and deliver high-quality work. - diff --git a/content/posts/toxic-productivity.md b/content/posts/toxic-productivity.md deleted file mode 100644 index 2a4f5b0..0000000 --- a/content/posts/toxic-productivity.md +++ /dev/null @@ -1,32 +0,0 @@ ---- -title: Understanding the Dangers of Toxic Productivity -authors: - - Patrik Björklund -share: true -date: 2023-08-19 10:19:00 +0200 -summary: An exploration into the harmful effects of overworking and constant productivity, offering insights on how to maintain a healthy work-life balance. -tags: - - productivity -series: - - Business ---- - -The societal pressure to be productive is at an all-time high. Hustle culture, "just get sh\*t done", "No-one succeeded by working 40 hour weeks" is a constant reminder in our social feeds. Self-help books, motivational speakers, and social media influencers who promote extreme productivity with posts like "How I study for 18 hours without getting tired" seems to be everywhere. And this is what is starting to be referred to more and more as "Toxic Productivity". - -Toxic productivity is the state of pushing oneself to be productive at any cost, ignoring other facets of your life. It may seem beneficial in the short term as it often leads to increased performance due to that inital adrenaline rush or that feeling of truly being on the right path for once. However, this relentless pursuit of efficiency is not sustainable and often results in burnout, stress, mental health issues like anxiety or depression, and even physical ailments such as heart disease. - -Ironically, toxic productivity often also leads to even more procrastination - we procrastinate by trying to figure out how to not procrastinate. - -Although these productivity gurus may seem appealing due to their success stories, these portrayals often gloss over the risk of burnout and mental health struggles associated with such behaviour. Also interesting to see how some of the more succesful influencers that started with the clickbait titles and built up a huge following now comes out with things like "Stress free productivity" or "I burnt out. Here is what I changed". - -Instead of striving for non-stop productivity, it's healthier and more sustainable to set realistic goals that align with your personal capabilities and lifestyle. This can prevent feelings of failure when unrealistic expectations aren’t met – thereby counteracting toxic productivity. - -Moreover, incorporating self-care activities into your routine is not a waste of time but a critical part of maintaining overall health and wellbeing – thereby enhancing true productivity in the long run. - -Workplaces also play a crucial role in either promoting or counteracting toxic productivity. Organizations should strive for cultures that value balance and wellbeing alongside productivity. Implementing policies such as flexible working hours or providing mental health support can help prevent toxic work environments. - -To combat toxic productivity, consider techniques such as _simple_ time management strategies instead of convoluted ones, mindfulness practices or simply turning off email and notifications for an hour per day. If feelings of burnout persist despite these measures, seeking professional help like therapy or coaching could be beneficial. - -At its core, true productivity isn’t about working harder but about working _smarter_ and _sustainably_ – prioritizing tasks effectively is one thing, getting them done is another. But we should remember that taking breaks are not hindrances but fundamental components for producing quality work. Ever banged your head against the keyboard for hours without making progress on something truly difficulty and then going to the bathroom only to instantly come up with the solution? Yeah, breaks are the true productivity super power. - -Rest must not be seen as an adversary but an essential partner in our quest for genuine productivity. By maintaining a healthy balance between work and rest—and being mindful not to fall into the trap of toxic productivity—we can perform at our best while safeguarding our wellbeing. \ No newline at end of file diff --git a/content/posts/unlabled.md b/content/posts/unlabled.md deleted file mode 100644 index 21c6f1e..0000000 --- a/content/posts/unlabled.md +++ /dev/null @@ -1,34 +0,0 @@ ---- -title: Unlabled -authors: - - Patrik Björklund -share: true -date: 2023-04-12 08:31:15 -summary: Just a musing on an annoyance - the unlabled graph. -tags: - - musings -series: - - Musings ---- - -Ah, the humble graph - a simple yet powerful tool for visualizing relationships between variables, trends, and data in general. But what happens when those crucial lines, the x and y-axes, are left unlabeled? - -It's easy to think that a missing label or two might not be a big deal, but when we dig deeper, we find that it's these little oversights that can cause some serious headaches for humanity. - -First, let's consider the purpose of a graph. - -It's there to help us quickly understand a relationship or trend, something that could take paragraphs of text to explain. - -When we look at a graph, our brains are wired to instantly grasp the general idea of what's going on, making it an efficient means of communication. But when the axes are left unlabeled, it's like trying to read a book with key words missing - the meaning becomes unclear and open to misinterpretation. - -Imagine, for example, that you're a student learning about the relationship between population growth and resource consumption. You come across a graph that shows a clear trend, but the axes are unlabeled. Is it showing the growth of a city's population over time? Or is it illustrating the increase in resource consumption per capita? Without labels, it's impossible to tell, and you're left more confused than enlightened. - -This lack of clarity isn't just an inconvenience, it can also have real-world consequences. In business, politics, and science, decisions are often made based on data and trends. When decision-makers can't accurately interpret the information they're presented with, it can lead to misguided policies, lost profits, and a general sense of frustration. - -Moreover, unlabeled axes can perpetuate misinformation. In the age of social media, it's all too easy for a mislabeled or unlabeled graph to go viral, leading to widespread misunderstanding of the issue at hand. This can be particularly harmful when it comes to topics like climate change, public health, or economics, where a lack of accurate information can have far-reaching consequences. - -So, what can we do to remedy this situation? - -The answer is simple: take the time to properly label our axes. - -This small act of diligence ensures that our graphs are clear, accurate, and easily understood by anyone who comes across them. It may be tempting to skip this step in the interest of saving time, but in the long run, it's much more beneficial for everyone involved. diff --git a/content/posts/what-is-recency-bias-in-llms.md b/content/posts/what-is-recency-bias-in-llms.md deleted file mode 100644 index dcb09d5..0000000 --- a/content/posts/what-is-recency-bias-in-llms.md +++ /dev/null @@ -1,17 +0,0 @@ ---- -title: What is recency bias in LLMs -authors: - - Patrik Björklund -share: true -date: 2024-03-23 09:09:00 +0200 -summary: Prioritizing recent inputs over older ones -tags: - - AI - - what-is -series: - - What-Is ---- -Recency bias in language models like ChatGPT refers to the model's tendency to prioritize more recent inputs in the conversation when generating responses. This means that if you provide a long conversation history, while the model technically considers the entire input, it might weigh recent messages more heavily than earlier ones when generating a response. This can lead to situations where the model might not remember or refer back to earlier parts of the conversation correctly. - -Related concepts are "needle in haystack" and that models tend to prioritize the beginning and end of inputs, "ignoring" the middle. This was a huge thing for Googles most recent Gemini models, being able to overcome this in hundred of thousand lines long contexts. - diff --git a/content/posts/why-i-write.md b/content/posts/why-i-write.md deleted file mode 100644 index f985429..0000000 --- a/content/posts/why-i-write.md +++ /dev/null @@ -1,40 +0,0 @@ ---- -title: Why I Write These Posts -authors: - - Patrik Björklund -share: true -date: 2023-08-10 22:00:00 -summary: I write for reflection, organization, and reinforcement of knowledge. That’s it. -tags: - - musings -series: - - Musings ---- - -The reason for writing these posts is to have a place where I can go and look up my current understanding of a small subset of my notes. A subset of things I found interesting enough to share. Often time based on discussions I’ve had with people a few times. -# It lets me go back - -It’s a place to go and see what I currently believe to be true and worth knowing and sharing about any topic. I can then reference this whenever discussing or writing anything, it’s easier to send a link than write the same message over and over. -# It makes it easier to reflect - -I believe that knowledge is something fluid. It isn't a fixed entity, but something that grows, evolves, and changes over time. - -We gain new insights, learn new things, and adapt our beliefs according to new experiences and information. - -Therefore, my writing habit serves as a journal of my journey through knowledge. - -It helps me track progress over time, reflect on past thoughts and ideas, and compare them with my current understanding. -# It helps me to stay organized - -The more I learn about various topics, the harder it becomes to remember everything. Therefore, having this place helps me keep everything in order. -# It makes it more sticky - -Furthermore, writing improves comprehension and retention of information. When I write down what I have learned or understood about a particular topic or concept, it reinforces that information in my mind and makes it easier for me to recall later. - -# Other writing - -This blog consists of a very small portion of what I write. - -I also keep/hoard notes on hundreds of subjects, ideas, thoughts and more. - -Maybe I’ll write a post about personal knowledge management, commonplace books, Zettelkasten, Obsidian/Notion, meeting minutes, writing as productive procrastination/just fun, ai writing etc in the future. Who knows? \ No newline at end of file diff --git a/content/posts/why-write-when-ai-can-write-better.md b/content/posts/why-write-when-ai-can-write-better.md deleted file mode 100644 index 0b4f32f..0000000 --- a/content/posts/why-write-when-ai-can-write-better.md +++ /dev/null @@ -1,27 +0,0 @@ ---- -title: Why write when AI can write better? -authors: - - Patrik Björklund -share: true -date: 2024-09-24 14:46:00 +0200 -summary: As AI becomes better at writing and creating, is there intrinsic value in human created content? -tags: - - AI - - musings -series: - - AI - - Musings ---- -A question that popped into my head today when reading some news about AI: - -> Why even write and create in the age of generative AI? - -If generative AI is, or becomes, greater than humans at producing any type of text (or any type of media) - then why create? Why invest time and effort into crafting words onto pages, taking that photo of a sunset or recording that video instead of generating it? Why go through the arduous process of learning to do anything creative? - -It's an interesting thought. Why create when the effort required to create is lowering day by day with advances in AI. And yes, the quality of the generated content is also improving rapidly. - -There was an interesting [study](https://arxiv.org/abs/2407.06798?utm_source=www.aiminds.com&utm_medium=newsletter&utm_campaign=why-lawyers-don-t-like-llms-bill-gates-foreshadows-medical-ai-and-ai-s-most-underrated-problem) that concluded that lawyers still prefer human written text to AI created text, so far so good. But what I think was interesting was that the participants in general seems to anticipate this to change in the future and are looking forward to it. - -One thing that I know for the moment thouhg. Machines can't experience things. At least not in a way I care about. I don't want to read an AI generated memoir, but I would read AI generated fiction if it was good enough. - -The second thing I know is that creating for purely selfish reasons is still a valid reason. It's ok to do something because it brings you joy. The world didn't stop playing chess when deep blue won.