I See You

In his podcast, Akimbo, Seth Godin teaches us how to adopt a posture of possibility, change the culture, and choose to make a difference. Here are my takeaways from the episode.

  • Industrialism has brought manufacturing systems that can make things better, faster, and cheaper. Those systems have made things that are good enough and at scale.
  • Industrialism demands that people fit into the systems. Hence the paradox of what it means to be special. The systems want us to fit in, but we crave to be seen as an individual.
  • When it comes to human beings, no one fits the absolute average. The average is an illusion.
  • Perhaps we should have the system accommodate the people, rather than forcing people to fit into the system.
  • Why do people continue to rely on having others fitting into the system? Because it lets us off the hook, the hook of seeing people for who they are.
  • Being seen has its baggage. We need to own the responsibility of wanting to be treated as who we are. We need to level up. We need to bring a different voice and original thoughts to the mix.
  • Humans are not average, and the system serves almost no one. However, we build systems, so we would not have to see you or to care about you being who you are.
  • To be effective these days is to embrace the fact that no one is average.
  • Can we redefine what industrialism is for? Can we extend the assembly line system by having a mass customization capability to treat people differently? We can learn about those people, accept them, and let them tell us what they seek and whom they wish to become. From there, offer a tailored solution to help them achieve their goals.
  • These days, finding customers who care and wanted to be seen is a competitive advantage and significantly more profitable than the old approach. The edges and the weirds are the norms

Simple Classification Model for Glass Type Using R

Template Credit: Adapted from a template made available by Dr. Jason Brownlee of Machine Learning Mastery.

https://machinelearningmastery.com/standard-machine-learning-datasets/.

Dataset Used: Glass Identification Data Set

Data Set ML Model: Classification with real number attributes

Dataset Reference: https://archive.ics.uci.edu/ml/datasets/Glass+Identification

For more information on this case study project and performance benchmarks, please consult: https://www.kaggle.com/uciml/glass

The glass identification dataset involves predicting the six types of glass, defined by their oxide content (i.e., Na, Fe, K, .and so forth). The criminological investigation was the motivation for the study of the classification of types of glass. At the scene of the crime, the glass left can be used as evidence, if it is correctly identified!

CONCLUSION: The baseline performance of predicting the class variable achieved an average accuracy of 71.45%. The top accuracy result achieved via RandomForest was 80.11% after a series of tuning trials. The ensemble algorithm, in this case, yielded a better result than the non-ensemble algorithms to justify the additional processing and tuning.

The HTML formatted report can be found here on GitHub.

你的廚房桌子

(從我的一個喜歡與尊敬的作家,賽斯 高汀

你打開家門,一個吸塵器售貨員走進來,在你的客廳裡倒下了一袋垃圾。

或者,一個鄰居偷偷的從後門溜進來,用刀像鑿子在你廚房的桌子上弄的亂七八糟。

或者,通過窗戶,有人開始在你的書架上灑化學藥劑……

你為什麼要讓這些人進入你的房子呢?

您的筆記本電腦和手機也是同樣的道理。 您閱讀的評論以及突發新聞和文本都是直接進入您居住做事的地方。 如果他們不能讓你的生活或事業做得更好,為什麼您要讓他們進入你的生活圈子?

你不需要自己去做這種無聊透頂的事,您也不需要讓別人去做給你看。

Planning the Work

In the book, Bare Bone Project Management: What you can’t not do, Bob Lewis explains the seven must-have elements for any project to have a chance of succeeding. Here are my takeaways on the topic discussed in the book.

When it comes to figuring out the project plan, Bob has the following recommendations.

First, break down the large tasks into smaller chunks. Good project managers are also good at outlining things. The project manager should avoid the temptation of figuring everything out on their own. Delegate the finer details of task creation and breakdown to the team members as appropriate.

Second, finish groups of tasks with milestones. Milestones are easily recognizable markers that show exactly whether the project is on track.

Third, be careful of using all the bells-and-whistles that come with the project management tools. The important things that a project plan should be how we are meeting the deadlines with the resource we have on hand.

Finally, build slacks in the project plan to handle the unforeseeable events. Scatter the contingency tasks throughout the project to act as a buffer for the unforeseeable and potential show-stoppers.

Status Roles

In his podcast, Akimbo, Seth Godin teaches us how to adopt a posture of possibility, change the culture, and choose to make a difference. Here are my takeaways from the episode.

  • Why does a business card even matter? Status roles matter, especially in the human societies.
  • Tribes demand status roles, a form of governance. Capitalism demands status roles, who has more and compared to whom.
  • Deep down, human beings care about status roles.
  • We are not living on the Savanna anymore, but we continue to compare and compete as if we still were.
  • Shame is the status enforcer. We try to compensate for the lack of status to avoid shame. Recognizing the dynamic between shame and status role is important.
  • We are trained by the marketers to exchange attention for the mean of escaping the feeling of shame.
  • When making changes, it is important to recognize the dynamic of status roles.
  • If your change can potentially bring someone from one status role up higher to another level, the person may be receptive to the suggested change.
  • Status roles inform every decision we make. Interesting things can happen when we tweak the status roles. It is important to keep in mind when trying to persuade or to sell.

低調與緩慢(比照恐懼)

(從我的一個喜歡與尊敬的作家,賽斯 高汀

我烤的酸麵團黑麥麵包沒成功。 這是我從開始學烘焙起第一次的沒有奏效。

我知道是為什麼。

因為我倉促行事。

我沒有讓麵團有足夠長的時間來發酵。

然後我把烤箱開得非常熱,只是想為了讓麵包早些烤熟,然後我可以放手去做別的事。

這種做法實在烤不出好的麵包。麵包好的是自然好,而不是當你要好就會好。

當然,這個比喻是顯而易見的。 我們作為一個創造者,領導者以及尋求改變的人所做的大部分工作,都需要發酵的時間,創造品格和緊張感以及影響力。 如果我們只會倉促行事,我們其實不會得到任何價值。

換另一方面來說。

有時候,我們會錯誤地認為我們需要花時間去建築大業,但我們實際上在做的是躲躲藏藏。 我們拖延,離題,甚至造成分心,那並不是因為工作需要我們這麼做,而是因為我們害怕去呈現我們做出的結果。

如果它讓我們跳過我們的恐懼,那麼切望可能是一種美德。

Project Staffing

In the book, Bare Bone Project Management: What you can’t not do, Bob Lewis explains the seven must-have elements for any project to have a chance of succeeding. Here are my takeaways on the topic discussed in the book.

When it comes to project staffing, I like Bob’s advice.

Bob talks about the “we” vs. “they” mentality. We all have it as part of our basic human instincts.

To increase your odds of succeeding as a project manager, Bob recommends two tactics.

First, make sure everyone required for project success is part of “we.”

Second, make sure the project plan includes all tasks, and the majority of the “we” part of the project team perform those tasks.

Bob recommends the concept of having a core team and an extended team as follow:

The core team members perform the heavy lifting and are committed at least 50% to project tasks.

The extended team members are committed to the project with less time but do possess either special expertise or authority for certain tasks.

Set up the PACI (Performs, Approves, Consulted, and Informed) charts and keep as many tasks and decision within the “we” part of the team.

The Grand Opening

In his podcast, Akimbo, Seth Godin teaches us how to adopt a posture of possibility, change the culture, and choose to make a difference. Here are my takeaways from the episode.

  • Resist the urge to hold back, to wait and not to launch. Take “salto mortale” (the dangerous leap).
  • You don’t need the “Grand Opening,” to win every time.
  • In order to make a kick-starter succeed, you need to begin with people who trust you.
  • As Kevin Kelly has pointed out, having 1,000 true fans is sufficient to make it as a creative person.
  • Play the slow, steady, daring, risky, and thrilling game.
  • First 10: tell 10 people who trust you and see what happens. If the idea does not spread, make better work.
  • Make the best thing possible, every day, and wait for people to tell others.
  • Make things for the early adopters, not for the mass in the middle. If the early adopters talk about it, make more and better work.