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Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habit.
Watch your habits; they become character.
Watch your character; it becomes your destiny.

Lao Tzu

Because when we sit down and think about a problem, when we take the time to not only understand what our feature space “is” and what it “implies” in the real-world — then we are acting like machine learning scientists. Otherwise, we [are] just a bunch of machine learning engineers, blindly performing black box learning and operating a set of R, MATLAB, and Python libraries.

The takeaway is this: machine learning isn’t a tool. It’s a methodology with a rational thought process that is entirely dependent on the problem we are trying to solve.

Get off the deep learning bandwagon and get some perspective – PyImageSearch

Efforts should be made to structure activities so that instrumental consequences do not become motives.

Accountability is important, but structured crudely, it can create the very behavior that it is designed to prevent.

Time to reconsider the goal-oriented mindset that is so widespread in our culture?

The Secret of Effective Motivation – NYTimes.com

Every act of creation is first an act of destruction.

Pablo Picasso

It feels a bit strange to write this post’s title, because I don’t find myself defending Facebook very often. But there seems to be some discontent in the socialmediaverse at the moment over a new study in which Facebook data scientists conducted a large-scale–over half a million participants!–experimental manipulation on Facebook in order to show that emotional contagion occurs on social networks. The news that Facebook has been actively manipulating its users’ emotions has, apparently, enraged a lot of people…

In defense of Facebook | [citation needed].

Suzana Herculano-Houzel: What is so special about the human brain?

In Japan there is a word to describe the various limits in innovative thinking. Taga, which literally describes the metal hoops which keep a tight hold on the wooden boards which make a barrel, is used to describe the current state of Japanese innovation. Taga is what causes organizations to decide unconsciously and automatically what is possible and what is not based on current circumstances, not future predictions, hopes or opportunities. It stops completely the ability of a company to adopt a positive attitude towards any change or new idea. Taga is usually fostered in a tacit agreement to, or unspoken understanding of, customary rules or organizational paradigms within a company. When new people join a company (usually it’s the hope that new people bring new ideas) they tend to quickly become unconsciously accustomed to thinking along the lines of the existing organization paradigm. This means that it can be extremely difficult for a company to be aware of taga limiting creativity and implementation of new ideas within your own company.

References:

http://its-innovative.com/blog/what-happened-to-japanese-innovation

http://its-innovative.com/ebook/understanding_Taga.pdf

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