Month: June 2018

This article from a retired Navy Captain presents a very good summary of the issues, concerns, and potential way ahead for autonomous sensor and weapon systems and how to balance war at machine speed with the desire to keep humans in the loop (or on the loop) as much as possible in deadly force decision-making. Do you think we are taking too much risk on autonomous systems? Or are we not taking enough risk?

This article from a popular fitness web site expands on a recent US Army research paper and recommends using performance-enhancing drugs (steroids), under doctor supervision and with deep consideration for safety and side effects, to ensure our soldiers have the greatest possible edge in combat. In combat, where strength, stamina, and other physical factors may make the difference between mission success and mission failure, and where mission failure saves lives, does it make sense to open this line of research? Likewise, where the decisions of leaders at every level – tactical, operational, and strategic – have wide-ranging impacts on mission success, should we also look into drugs to enhance cognitive performance? If we choose not to, and the next adversary does, do we risk giving up the initiative and costing unnecessary loss of life?

Google co-founder Eric Schmidt recently testified to Congress about how to break down barriers to DoD Innovation and speed. Schmidt, who currently chairs the Defense Innovation Board, highlighted challenges in procurement, bridging the research-practice gap, and appropriations. Can you think of other important challenges that must be tackled to create an environment where agile product development can thrive within DoD? Why it is important – as threats increasingly take on the characteristics of non-state organizations, they become more and more agile. We are already ceding speed of action to the threat in several key areas – and as warfare becomes increasingly information-centric, the gap stands to widen unless we take bold action now. Key Quote: “The DOD violates pretty much every rule in modern product development,” Schmidt said.

Successful investor Ray Dalio believes that exploring the 95% of our oceans that remain virtually unknown will be both more exciting and more important than a mission to Mars. His venture, called OceanX, brings together researchers, explorers, philanthropists, and media companies to make it happen. Ray already has significant experience in ocean exploration – he has been involved in various media efforts in recent years, and one of his remote submersibles recently found a lost Spanish Galleon holding as much as $17B in treasure. OceanX is looking for ideas for upcoming missions – submit yours at the link here. (www.oceanx.org/join-the-mission/). Related reading: Learn how Paul Allen’s team has been finding historic WWII ships on the ocean floor.

Harvard Business Review reports on the importance of sleep to senior executives. In a survey, researchers found that the more senior someone is in their organization, the more sleep they get. It is unclear so far whether getting more sleep, which is known to improve cognitive function, caused these leaders to get promoted, or whether the benefits that accrue to seniority (assistants, etc.) mean they get to do less work.

Henrik Bunge, CEO and “Head Coach” of fitness apparel company Björn Borg (named after the tennis star) has integrated fitness into the culture of his company. Since Bunge came onboard, profitability has risen sharply, something he credits to the mind- and team-building benefits of exercising together and physical goal-setting and achievement. Although there is a growing research literature on the connection between physical fitness and cognitive performance, researchers differ in their opinion of whether that directly translates to business success as Bunge claims. Why it may be important – in addition to research that shows that a healthier workforce costs less in terms of health care expenses, lost productivity due to injury and illness, and longevity, demonstrating short-term benefits to profitability may entice other leaders to invest in the physical fitness of their teams.

We are all masters of patterns. Every day, every moment, we move through a cycle.

We recognize patterns in the world around us.

We match new experiences and information to our patterns.

We build new patterns from the combination of new data and existing patterns.

Gaining mastery of a domain means that we have developed an enormous group of patterns, structured, networked, layered, fractal, recursive. The largest patterns allow one to achieve the simplicity on the other side of complexity.

But we can also be trapped by our patterns. When new information arrives that doesn’t fit, and cognitive dissonance ensues, we only have two choices: change our pattern or deny the information. Changing the pattern is hard. And the deeper the expertise, the more difficult it is. But intellectual honesty demands that we take the hard path. Reframe. Revise our patterns.