Whole load of APIs

ProgrammableWeb API Directory

https://www.programmableweb.com/apis/directory

OpenSignal API

https://www.programmableweb.com/api/opensignal

Daily Inspirational Zen Quotes API

https://zenquotes.io/

Quote Garden

https://pprathameshmore.github.io/QuoteGarden/

Random Quotes API

https://github.com/lukePeavey/quotable

Inspiration quotes

https://inspiration.goprogram.ai/docs/

Quotes and expressions

http://forismatic.com/en/api/

Inspiring expressions

https://github.com/fisenkodv/dictum

A collective list of free APIs

https://github.com/public-apis/public-apis

Community Twitter Bookmarks

Maintain a public, shared knowledgebase of tweets around a particular subject. The members of a community of interest can add tweets, vote on their usefulness, keep or remove them.

A Homo sapiens guide to coexistence

You probably feel pretty special right now. You’re part of the only Homo genus of the hominid species to currently inhabit planet earth. Go you! You won the evolutionary fight against those nasty Neanderthals. At least that’s the story of evolution we’re told. A story of species battling it out generation after generation until only the victor remains. But in fact, that isn’t how evolution works at all. Evolution involves far more coexistence than competition.

Around three hundred and fifty thousand years ago, when Homo sapiens rocked up, there were already other human species wandering around different parts of planet earth. Homo Erectus had been around the longest, in fact well over a million years when we joined them, and we both spent about two hundred thousand years together. At the same time, Homo Floresiensis, who had been around for three hundred thousand years already was also hanging out, and stuck around for two hundred thousand years after Homo Erectus became extinct. Homo Naledi arrived around the about the same time we did but left the party early after about a hundred thousand years. And then there was Homo Neanderthalensis. They turned up shortly before us and only left around 40,000 years ago.

So, what happened? How did we go from many homo species to just one? In 1920, the paleontologist Marcellin Boule popularised the idea that Neanderthals were brutish, dim-witted and less ‘advanced’ than Homo sapiens. The idea spread that as the ‘superior’ species Homo sapiens violently exterminated the Neanderthals. In fact, the science has debunked this extermination myth. And although we will never know for certain all the factors that led to the extinction of the other homo species, including the Neanderthals, in their case it looks more likely to have been a result of small population sizes and interbreeding. And yet we cling to the myth because it fits our misunderstanding of how evolution through natural selection works. We take ‘survival of the fittest’ to mean a battle for survival, a fight to death, as it were, one in which the superior species triumphs. We think we survived because we were better than all the others.

This competitive exclusionary thinking lets us believe that where species share similar traits and live in the same environment, that they must compete for the same resources until one is driven to extinction. The paradox of the plankton tells us otherwise. In plankton, aquatic biologists see different species coexisting. They live in the same environment, consume the same resources and yet are not fighting for survival by trying to exterminate each other. They coexist.

The idea of coexistence doesn’t compete with the idea of competition, it encapsulates it. Coexistence relies on competition as one force, but for every drive to compete there are stabilizing mechanisms that allow species to continue to live without having to fight against extinction. Different trees coexist in the same environment because they grow to different heights, spread roots in different ways, rely on different animals to spread their seeds. Different species of mosquito lay their eggs in different places. Different species of butterfly select different plants to feed on to reduce competition, which is why there are over seventeen thousand species around the world. If competitor always led to a single winning species we wouldn’t see the 8.7 million species of plants and animals that currently exist. Environments benefit from diversity. Evolution relies on it.

Why is this important for us to know? After all, there’s nothing we can do about how species evolve. It’s important because it of the story it tells us about how change happens. If we believe the story of evolution, the greatest example of change ever, as being about one thing replacing another, and that the thing doing the replacing is better, we only see one side of how change plays out. The more we accept this story, the more we miss out on the story of coexistence that is going on at the same time. What we learn about change from the complexity of evolution we can apply to what we know in other arenas and areas of our lives. We don’t have to accept the story of conflict over cooperation, of competition over coexistence, but in fact most of us do.

When calls to ‘Smash The Patriarchy’ ring out in challenge of the dominant social, political, cultural, and economic thoughts that value the idea of hegemonic, toxic masculinity, our intuited tendency would be to agree wholeheartedly. But what comes next? If one dominant idea is removed only to be replaced by another dominant idea, then what have we accomplished? We’ve taken one group of people who dominated others and given their position and power to a different group, who now also dominant others. If the competitive evolutionary thinking that created the patriarchy remains even after the patriarchy is dismantled, then something resembling the same pattern will emerge again.

We can’t build an inclusive society by applying that kind of competitive thinking, by saying that some ways of thinking, being or doing aren’t allowed. That’s exclusionary. What makes democracy so successful as a philosophical and ideological stance, even if our political implementation is lacking, is that it allows all other philosophies and ideologies to exist. It encapsulates them, just as coexistence encapsulates competition. We may find fascism abhorrent but as a democratic society we cannot set out to destroy it, for that would be undemocratic. We have to find ways for all philosophies and ideologies to coexist, and for there to be competing and stabilizing mechanisms that prevent any one from becoming dominant.

If all those millions of species can coexist, then maybe all of our ideologies can too, and we can build a society that is inclusive for everyone.

Where we go wrong with Agile

I’m no expert on Agile software development or agile working but being more agile in the ways we work is something I have aspired to for many years, so I have an opinion on where we might sometimes go wrong when implementing agile in an organisation.

The problems of the realities of agile not meeting the expectations are rooted, I think, in that many people consider agile an implementation methodology, all about producing work, doing stuff. And it isn’t about doing, it’s about learning. Agile is a learning methodology.

The first five words of the Agile Manifesto, “We are uncovering better ways…” seem very much about learning. It doesn’t say, “We have ‘uncovered’ better ways”, to state that the better ways to do software development have been found, so no need to keep looking. And it doesn’t say, “We have uncovered the ‘best’ way”, to state that the one true answer has been found. No, it says that being agile is about always looking for and uncovering better ways, always learning.

If we view agile in this way, as all about learning, then more things start to make sense. The regular cadence and short time boxes with fast feedback loops facilitate learning, not producing more work.

It’s all about learning

Recently, I’ve noticed a theme emerging across the ideas I have for side-projects. Broadly, one way or another they are all about ‘learning’. Not just learning in the individual educational sense, but also organisational learning, team learning sense.

When I talk of learning in this way it is within the context of knowledge work, which I think is more fundamentally different to material work than we’ve fully realised. Generally, we treat work as being about producing and moving about ‘things’, because that is what work has been about for a long time. So even if our work is knowledge work we still treat it in this old way.

Modern knowledge work doesn’t really work in this kind of inventory management way. It’s, very generally, about creating new knowledge or organising existing knowledge, and I don’t think we have the mental models to deal with work like this. When knowledge workers talk of their job as producing something, they usually refer to the report they’ve written or spreadsheet they’ve filled in, rather than talking about their work as creating new knowledge.

To create new knowledge you have to learn. You have to learn new information, learn ways to analyse and synthesise, learn ways to communicate. This is what knowledge workers really do. They learn.

So, the side-projects I work on are vaguely centred around some of these ideas about what learning means as a knowledge worker. Not just pedagogical learning of information and techniques to do a job, but learning as a job.

220108

Today

  • Set up the landing page for Collision Courses
  • Went for a very windy walk along the cliff tops
  • Updated the Projects page on my website
  • Posted ThingsIveReadRecently thread
  • Started the Future Skills email on deductive reasoning

Tomorrow

  • Irregular Ideas
  • Roadmap templates
  • Run