docs: 📚 Add insights on coordination and science; fix URL formatting

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Coordination.md

··· 38 38 - The idea of "structurelessness" does not prevent the formation of informal structures, it becomes a way of masking power. 39 39 - Make the group structure explicit, not implicit. The rules of decision-making must be open and available to everyone, and this can happen only if they are formalized. Having an established process for decision-making ensures that everyone can participate in it to some extent. 40 40 - [The more you need consensus, the less work you can do](http://hintjens.com/blog:100). 41 + - A way to coordinate without trust is relying on [[Blockchain]] and [[Cryptocurrencies]]. 42 + - Coordinating is better than who takes the resources. The more you can coordinate, the more resources you can take ([Paretotopia](https://youtu.be/1lqBra8r468)).

+1

Science.md

··· 3 3 ![[Quotes#^d54898]] 4 4 5 5 - Science is how humanity learns. 6 + - Science is the main way humanity extends what we know about the world beyond what we can sense directly. Technology is how we use that knowledge to make our lives better. 6 7 - Science itself isn't "true". It's a constantly refining process used to uncover truths based in material reality and that process is still full of mistakes. Do not treat science as a dogma, but rather as a refining process to uncover truths about reality. 7 8 - [Science is not clearly visible, like a comet bearing down on you](https://astralcodexten.substack.com/p/movie-review-dont-look-up). Science is like the Gnostic God. It exists, somewhere out there, perfect in itself. It is pure and right and beautiful. If you could hear it, it would certainly speak Truth. Yet here we are, in the stupid material universe, seeing through a glass darkly. Good sometimes looks like evil, evil often looks like good, and there's some jerk with the head of a lion and the body of a snake psyching us out at every turn. 8 9

+13 -13

Systems.md

··· 18 18 19 19 Keep in mind intervening in a system requires some kind of theory, some kind of model where the positive effects will definitely be better than the side effects - and given how little we know and how bad we are at prediction, this will probably be wrong. A great way to start is removing things, kind of like a negative intervention, and so probably good (e.g: you're unlikely to find a medicine as helpful as smoking is harmful, so focus on stopping smoking). Easy to replace systems get replaced by difficult to replace systems. 20 20 21 - [A complex system that works is invariably found to have evolved from a simple system that worked](https://en.wikipedia.org/wiki/John_Gall_(author)#Gall's_law)(more [elementary systems functions](https://en.wikipedia.org/wiki/Systemantics#Elementary_systems_functions)). 21 + [A complex system that works is invariably found to have evolved from a simple system that worked](<https://en.wikipedia.org/wiki/John_Gall_(author)#Gall's_law>)(more [elementary systems functions](https://en.wikipedia.org/wiki/Systemantics#Elementary_systems_functions)). 22 22 23 23 Complex systems usually have [attractor landscapes](https://ncase.me/attractors/) that can be used to change it. [The world is richer and more complicated than we give it credit for](https://slatestarcodex.com/2017/03/16/book-review-seeing-like-a-state/). 24 24 ··· 30 30 31 31 These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything. These are [the places to intervene in a system](https://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/) (in increasing order of effectiveness): 32 32 33 - 12. Constants, parameters, numbers (such as subsidies, taxes, standards). 34 - 11. The sizes of buffers and other stabilizing stocks, relative to their flows. 35 - 10. The structure of material stocks and flows (such as transport networks, population age structures). 36 - 9. The lengths of delays, relative to the rate of system change. 37 - 8. The strength of negative feedback loops, relative to the impacts they are trying to correct against. 38 - 7. The gain around driving positive feedback loops.º 39 - 6. The structure of information flows (who does and does not have access to information). 40 - 5. The rules of the system (such as incentives, punishments, constraints). 41 - 4. The power to add, change, evolve, or self-organize system structure. 42 - 3. The goals of the system. 43 - 2. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises. 44 - 1. The power to transcend paradigms. 33 + 1. Constants, parameters, numbers (such as subsidies, taxes, standards). 34 + 2. The sizes of buffers and other stabilizing stocks, relative to their flows. 35 + 3. The structure of material stocks and flows (such as transport networks, population age structures). 36 + 4. The lengths of delays, relative to the rate of system change. 37 + 5. The strength of negative feedback loops, relative to the impacts they are trying to correct against. 38 + 6. The gain around driving positive feedback loops.º 39 + 7. The structure of information flows (who does and does not have access to information). 40 + 8. The rules of the system (such as incentives, punishments, constraints). 41 + 9. The power to add, change, evolve, or self-organize system structure. 42 + 10. The goals of the system. 43 + 11. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises. 44 + 12. The power to transcend paradigms. 45 45 46 46 **Don't aim for an ideal system. Build a set of [[processes]] and protocols that evolve to fit the environment over time.** [Complex systems fail](https://how.complexsystems.fail/). 47 47

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