First Principles

I think it’s important to reason from first principles rather than by analogy. The normal way we conduct our lives is we reason by analogy. [With analogy] we are doing this because it’s like something else that was done, or it is like what other people are doing. [With first principles] you boil things down to the most fundamental truths…and then reason up from there.
— Elon Musk

Man-Computer Symbiosis

About 85 per cent of my “thinking” time was spent getting into a position to think, to make a decision, to learn something I needed to know. Much more time went into finding or obtaining information than into digesting it. Hours went into the plotting of graphs, and other hours into instructing an assistant how to plot. When the graphs were finished, the relations were obvious at once, but the plotting had to be done in order to make them so.
— J.C.R. Licklider

Alan Kay: The Power of Context

Giving a professional illustrator a goal for a poster usually results in what was desired. If one tries this with an artist, one will get what the artist needed to create that day. Sometimes we make, to have, sometimes to know and express. The pursuit of Art always sets off plans and goals, but plans and goals don’t always give rise to Art. If “visions not goals” opens the heavens, it is important to find artistic people to conceive the projects.

Thus the “people not projects” principle was the other cornerstone of ARPA/PARC’s success. Because of the normal distribution of talents and drive in the world, a depressingly large percentage of organizational processes have been designed to deal with people of moderate ability, motivation, and trust. We can easily see this in most walks of life today, but also astoundingly in corporate, university, and government research. ARPA/PARC had two main thresholds: self-motivation and ability. They cultivated people who “had to do, paid or not” and “whose doings were likely to be highly interesting and important”. Thus conventional oversight was not only not needed, but was not really possible. “Peer review” wasn’t easily done even with actual peers. The situation was “out of control”, yet extremely productive and not at all anarchic.

”Out of control” because artists have to do what they have to do. “Extremely productive” because a great vision acts like a magnetic field from the future that aligns all the little iron particle artists to point to “North” without having to see it. They then make their own paths to the future.


New scientific ideas never spring from a communal body, however organized, but rather from the head of an individually inspired researcher who struggles with his problems in lonely thought and unites all his thought on one single point which is his whole world for the moment.
— Max Planck


I’ve often thought that the single most devastating cyberattack a diabolical and anarchic mind could design would not be on the military or financial sector but simply to simultaneously make every e-mail and text ever sent universally public. It would be like suddenly subtracting the strong nuclear force from the universe; the fabric of society would instantly evaporate, every marriage, friendship and business partnership dissolved. Civilization, which is held together by a fragile web of tactful phrasing, polite omissions and white lies, would collapse in an apocalypse of bitter recriminations and weeping, breakups and fistfights, divorces and bankruptcies, scandals and resignations, blood feuds, litigation, wholesale slaughter in the streets and lingering ill will.
— Tim Kreider

Sayeth Master Yoda

This one's actually relevant for many of us. a reminder to stop obsessing about the future and worrying about tomorrow. Just focus on what you are doing now.

A Jedi must have the deepest commitment, the most serious mind. This one a long time have I watched. All his life has he looked away... to the future, to the horizon. Never his mind on where he was. Hmm? What he was doing. Hmph. Adventure. Heh. Excitement. Heh. A Jedi craves not these things.
— master yoda