Watch the videos for demonstration of augmented reality.
It’s not possible today, but the emergence of more powerful, media-centric cellphones is accelerating humanity toward this vision of “augmented reality,” where data from the network overlays your view of the real world.
The meta-model helps us to find clearer informations.
Presuppositions – are assumptions in statements. Challenges:
- Are you saying that…?
- Are you assuming that…?
Mind reading – interpretation with no sensory basis. Challenges:
- How do you know…?
- What specifically do you mean by (interpretation)…?
Cause-effect – cause effect assumptions in responses. Challenges:
- How can x make you do y…?
- What did x do that prompted you to respond y…?
Complex equivelants – Distorted relationship x means y . Challenges:
- Does x really mean y…?
- Are you sure x means y…?
Lost performatives – are unsupported statements. Challenges:
- According to who…?
- Who says…?
Modal operators of necessity – “should, ought, must, have to” statements. Challenges:
- What would happen if you didn’t…? (or did)
- What stops you from…?
Modal operators of possibility – “can’t, unable, impossible, have to” statements. Challenges move to more flexible language (might, could, possible, can may):
- What stops you?
- What would happen if you did…?
Universal qualifiers- “never, always, every , all” statements. Challenges:
Nominalisations – are abstract nouns. By turning verbs to nouns, the concept become inflexible. De-nominalisation changes something back to an “ongoing” verb. Challenges:
- What exactly do you mean by [word]?
Unspecified verbs – generalised verbs may not be clear eg. “hurt, break” statements. Challenges:
- How specifically did it…?
- What exactly did …?
Comparative deletions – comparative words with hidden comparisons. “better than, good, smart” statements. Challenges:
- Compared to who…?
- [Better] than what exactly …?
Simple deletions – simply lost information…. Challenges involve capturing the lost information.
back to NLP Patterns
This is a pattern for well-formed outcome, taken for Chris and Jules NLP Field Guide.
- What do I want?
- Is it achievable?
- What is the evidence of success?
- Is it in my control?
- Are the costs and consequences in my control?
- Do I have the resources?
- If I could have it now, would I take it?
Read more at http://www.nlp.com.au/outcomes.htm
Back to my NLP Patterns page
These are some essential NLP patterns to practice:
- Rapport, Pacing and Leading, and sensory acuity PRACTICE pacing and leading.
- Perceptual positions PRACTICE going to 2nd and 3rd position.
- Representational systems in language PRACTICE hearing and responding VAK.
- Representational systems and eye cues PRACTICE responding to eye cues in same VAK
- Circle of excellence (anchoring self) PRACTICE building context-specific performance states, based on past sensory memories
- Calibration and “mind reading” PRACTICE getting high quality information eg. “How do you know that?”
- Visual Anchoring (anchoring others) PRACTICE using visual anchors to anchors positive state
- Auditory Anchoring (anchoring others) PRACTICE using visual anchors to anchor positive state
- Well formed outcomes PRACTICE checking goals and outcome are well formed
- Outcome Intention and Consequences PRACTICE checking if all 3 are aligned
- Meta-model PRACTICE chunking down to specific and removing interpretations and distortions
- Six-step reframe PRACTICE
- Inner conflict PRACTICE negotiating between “parts”
A man traveling across a field encountered a tiger. He fled, the tiger after him. Coming to a precipice, he caught hold of the root of a wild vine and swung himself down over the edge. The tiger sniffed at him from above. Trembling, the man looked down to where, far below, another tiger was waiting to eat him. Only the vine sustained him.
Two mice, one white and one black, little by little started to gnaw away the vine. The man saw a luscious strawberry near him. Grasping the vine with one hand, he plucked the strawberry with the other. How sweet it tasted!
Zen Koans – Sweet Strawberry
… more here
The basics of the 6 step reframe are:
- Identify the behaviour to be changed
- Set-up signals with the “part” that runs that behaviour
- Identify a positive intent
- Create a new range of alternative behaviours
- Select the best three
- Check for objections
Back to NLP Exercises
trueCall is the complete solution to all types of nuisance phone call – telemarketing, silent calls, calls from overseas call centres, fax calls, robocalls, market researchers, offensive or threatening calls, misdials, wrong numbers and recorded message calls.
So thats’ sounds hair-rasing!
Laptop Losses Total 12,000 Per Week at US Airports
But really you can say anything with statistics.
= 1,714 a day
But there are 517 airports in the US, of which 382 are primary. Lets just take the airports classified as Hubs = 139 see http://www.aci-na.org/index/airportsyou_faq#q-how-many-airports
1714/139 = On average that’s only 12 laptops a day per major airport.
or about one every hour…
Now take a major hub airport like Chicago, which has 2663 aircraft movements a day, of which 64% are commercial = 1704 flights a day! Passenger totals 76,248,911 pa equate to 197,942 people a day. http://en.wikipedia.org/wiki/O’Hare_International_Airport
Well, that statistic sounds pretty bland now. At a major commercial airport in any one hour:
* 16,495 passenger leave/arrive
* 142 commercial flight are processed
and, just one laptop gets lost!
Damn lies and statistics
One for Shane!
“All models are wrong, but some are useful.”
So proclaimed statistician George Box 30 years ago, and he was right. But what choice did we have? Only models, from cosmological equations to theories of human behavior, seemed to be able to consistently, if imperfectly, explain the world around us. Until now. Today companies like Google, which have grown up in an era of massively abundant data, don’t have to settle for wrong models. Indeed, they don’t have to settle for models at all.
The best stories agree with what the audience already believes and makes the members of the audience feel smart and secure when reminded how right they were in the first place.
One thing that business, institutions, governments and key individuals will have to realize is spiders and starfish may look alike, but starfish have a miraculous quality to them. Cut off the leg of a spider, and you have a seven-legged creature on your hands; cut off its head and you have a dead spider. But cut off the arm of a starfish and it will grow a new one. Not only that, but the severed arm can grow an entirely new body. Starfish can achieve this feat because, unlike spiders, they are decentralized; every major organ is replicated across each arm.
As we have waded thru open source CMS issues – I’d have to agree. Incremental improvements yes. Break-throughs, No.
The open source model is certainly capable of incremental innovation. Linux has many features that weren’t in Unix 20 years ago, and it’s improved on many of the features that were originally in Unix. Firefox has some nifty features that aren’t in Internet Explorer. But for-profit businesses are also pretty good at incremental innovation. The reason why businesses are intrigued by the open source model is that they’re looking for a new way to generate breakthrough innovations — and open source is the wrong place to look.
This is a great set of ideas:
1. Recocgnise one
2. Avoid being one
3. Dealing with one
Even better, it should be applied to partners and clients as well:
This is a principle that I was told about early in my career as “Never do business with an Asshole,” and which we have since adopted. We’ve applied it to both clients and employees, to greatly beneficial effect. I would reckon it of equal or greater worth than present value analysis, which I must have been taught a dozen times in the course of getting to a Ph.D. in applied economics.
Another book to add to the Hot List. Less is more. More choice leads to more stress. The optimal way to manage choice is evaluate make a decision, and be happy with it!
Schwartz relates the ideas of psychologist Herbert Simon from the 1950s to the psychological stress which faces most consumers today. He notes some important distinctions between, what Simon termed, maximizers and satisficers. A maximizer is like a perfectionist, someone who needs to be assured that their every purchase or decision was the best that could be made. The way a maximizer knows for certain is to consider all the alternatives they can imagine. This creates a psychologically daunting task, which can become even more daunting as the number of options increases. The alternative to maximizing is to be a satisficer. A satisficer has criteria and standards, but a satisficer is not worried about the possibility that there might be something better. Ultimately, Schwartz agrees with Simon’s conclusion, that satisficing is, in fact, the maximizing strategy.
Add to the hot books list:
According to Dweck, individuals can be placed on a continuum according to their implicit views of where ability comes from. Some believe their success is based on innate ability; these are said to have a “fixed” theory of intelligence. Others, who believe their success is based on hard work and learning, are said to have a “growth” or an “incremental” theory of intelligence.
I was recommending some books to a friend yesterday, and found myself re-visiting the effect of Zero Tolerance in The Tipping Point (Malcolm Gladwell), compared to the economic theories in Freakonomics (Steven Levitt). A quick re-visit to Gladwell’s blog offerered this explanation:
Freakonomics is a book about deeply rooted influences on behavior, because it’s a book written by an economist. The Tipping Point is a book, by contrast, about the kinds of things that law enforcement types—and psychologists—worry about, because it was written by someone who is obsessed with psychology. I prefer to think of Freakonomics not as contradicting my argument in Tipping Point, but as completing it.
The Big Switch to web-based services. A profound book: www.nicholasgcarr.com/bigswitch/
Nick suggests that these changes are not voluntary so much as economic and societal in nature. The waste inherent in single-purpose servers and personal computers stems more from the conflict between two Intel executives: Moore’s Law that indicates an extremely fast rate of improvement in processing capacity and Grove’s Law that suggests that bandwidth between machines will improve at a much slower rate. Dramatically increase bandwidth, however, and suddenly the Internet can truly become the computer, as processing can happen efficiently “in the cloud” rather than being relegated to the client.
But Nick points out that at least some of the jobs are being replaced by amateur, work-for-reputation or fun “community members” who remove the ability for newspapers, for example, to fund “hard journalism” since it won’t generate page views that are optimal for pay-for-click advertising (155). “We may find,” he writes, “that the culture of abundance being produced by the World Wide Computer is really just a culture of mediocrity–many miles wide but only a fraction of an inch deep” (157). YouTube, anyone?
The Internet promises to have particularly far-reaching effects on cognition…The Internet, an immeasurably powerful computing system, is subsuming most of our other intellectual technologies. It’s becoming our map and our clock, our printing press and our typewriter, our calculator and our telephone, and our radio and TV.
Nick Carr reckons that the Internet is affecting how we think; reducing concentration and depth in our thought processes.
When the Net absorbs a medium, that medium is recreated in the Net’s image. It injects the medium’s content with hyperlinks, blinking ads, and other digital gewgaws, and it surrounds the content with the content of other media it has absorbed. A new e-mail message, for instance, may announce its arrival as we’re glancing over the latest headlines at a newspaper’s site. The result is to scatter our attention and diffuse our concentration.
Vision: see it, feel it, here it (now)
Would you take it, physically? Yes
Then its yours!