Ruth — of systems & design

@RuthMalan
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Software And Systems Architecture, more or less

Profile pic: drawing of me (gifted to me); upside down, as if in a reflection, with cloudy sky and little architecture drawing character hanging from frame

Webhttps://www.ruthmalan.com
Classeshttps://ti.to/bredemeyer/
of course, oh crap moments are good to befriend… it’s the ecological disaster scaled ones … we need to work at avoiding…
https://mastodon.social/@RuthMalan/114095557936688086

several times a month at least, Copeland and I exchange the lament: i miss France!

We had such a lovely week in the country last Summer!

It’d be nice if we valued ecological awe and a strong aversion to ecological aw crap (or the responsibility side of resilience engineering…)

RE: https://hachyderm.io/@hazelweakly/116401577797972754

ecological **awe**

The capacity for awe is such a wonderful property in a person. Like, I expect it has important connections to humility and curiosity..

what I don't know, is vast... Upside? There are constant serendipities of encounter. Like? Like:

"The study of the processes involved [in friction] is called tribology"

Tribology! Who knew? Ok. Ok.

https://en.wikipedia.org/wiki/Friction

Friction - Wikipedia

We’re in various catch-22s i realize… but here’s one. Because genai is sycophantic and “agreeable,” i am being asked for (architecture and strategy) feedback, and specifically to “not hold back punches” … but… when everyone’s work is under threat, and relationships matter, we have to put in so much extra work to get the point across… extra judiciously…

Scopes of responsibility are (or ought to be) about (organizational) self-regulation… which is work.

Noting:

https://glasgow.social/@sue/116345923666148761

Sue Smith (@[email protected])

The real "human in the loop" would be for the assignment of accountability lol, I find it absolutely bananas how many traditionally risk averse organisations have embraced this stuff without meaningful guardrails, but I do believe the legal shit, compliance, risk management etc will be the thing that enforces some regulation of these practices rather than the quality or reliability of the output itself

Glasgow.social

That’s a dangerous misconception… (though widespread…)…

A more useful view: organizations have (intentional, to ensure attention) scopes of complexity and timespan of decision making

They are integration scopes. Scopes of responsibility, capability building, risk management, navigation and resilience.

They aren’t merely (resource and) information gates and conduits (though they may be used that way, as power moves)…

“he [Dorsey] argued that corporate hierarchy has always existed to solve one problem — routing information through organizations too large for any single person to oversee — and that AI now does that job better than people do.”

https://officechai.com/ai/ai-will-enable-all-6000-block-employees-to-report-to-me-ceo-jack-dorsey/

AI Will Enable All 6,000 Block Employees To Report To Me: CEO Jack Dorsey

AI won’t only change how work is done, but it could transform organizational structures too. Jack Dorsey, co-founder and CEO of Block —...

OfficeChai

RE: https://social.lansky.name/@hn100/116398463945297863

“And yet, the public conversation around them has been quiet to the point of being strange. This is a curious observation more than a complaint. And the goal of what follows is to gather the events into one place, cite the publications that reported each one, and then ask, gently, why the period feels so undocumented in real time.”