the last supper.... (so obvious)
Friday, July 29, 2005
11:01 PM - Dinner with retsina...
Thursday, July 28, 2005
6:04 PM - Eleftheria's Birthday Party
Monday, July 25, 2005
12:54 AM - Sunday at the beach
Saturday, July 23, 2005
3:35 PM - Wired News: Mind May Affect Machines
http://www.wired.com/news/technology/0,1282,68216,00.html?tw=rss.TEK
Using random event generators -- computers that spew random output -- they have participants focus their intent on controlling the machines' output. Out of several million trials, they've detected small but "statistically significant" signs that minds may be able to interact with machines. However, researchers are careful not to claim that minds cause an effect or that they know the nature of the communication.
...
Radin said the phenomenon could be similar to quantum entanglement -- what Einstein referred to as "spooky action at a distance" -- in which two particles separated from each other appear to connect without any apparent form of communication.
...
follow link for the rest of the article...
Tuesday, July 19, 2005
9:36 PM - paper for Metropolis
City Planning and Electronics - Zenetos Ch. Takis
follow the comments for the text...
Monday, July 18, 2005
8:58 PM - Keller's notes on midreview
well, propably this is the longest text on the blog so far, so in order to leave things visible around here, I will post it as a comment.
excellent work guys, I just think we should talk more about our projects with each other just to keep in touch with what everyone is doing...
Friday, July 15, 2005
7:05 PM - what profession do you practice?
1:46 AM - New York Times - PS1
1:18 AM - City Planning and Electronics - (Urbanisme Electronique)
Zenetos, Takis
(b
I will post in a comment my bibliography & timeline
Thursday, July 14, 2005
4:37 PM - topologicalMUTATION
Wednesday, July 13, 2005
11:22 PM - working on Alosno's class
Monday, July 11, 2005
2:02 AM - frames from the video for the midterm on studio
some frames from my presentation on the midterm review that was actually postponed for next monday
Friday, July 08, 2005
1:30 PM - Wicked Problems (midterm on monday!!!!)
Our infrastructure is essentially developed. The easy problems have been solved. Designing systems today is difficult because there is no consensus on what the problems are, let alone how to resolve them.” The year is 1973 and the topic is public policy. In the landmark article ‘Dilemmas in a General Theory of Planning’[1], Horst Rittel and Melvin Webber observed that there are a set of problems that cannot be resolved with traditional analytical approaches. They labeled such problems ‘Wicked Problems’.
How might you identify a wicked problem? The thing to look for is divergence. If requirements are volatile, constraints keep changing, stakeholders can’t agree and the target is constantly moving, in all likelihood, you are dealing with a wicked problem. If considerable time and effort has been spent, but there isn’t much to show for it, there is probably a wicked problem lurking somewhere. If business process reengineering is involved, there is a good chance of encountering a wicked problem.
(seek for strategies? : http://www.poppendieck.com/wicked.htm)
part of the article is published above...
It seems that wicked problems are not unique to public policy. In a wonderful book published in 1990 called “Wicked Problems, Righteous Solutions,”[2] Peter DeGrace and Leslie Hulet Stahl pointed out that many of the systems problems facing software developers have all the characteristics of wicked problems. Judge for yourself.
Wicked problems, according to Horst and Webber, have ten characteristics:[1]
- There is no definitive formulation of a wicked problem.
Formulating the problem and the solution are essentially the same thing. Each attempt at creating a solution changes the understanding of the problem.
- Wicked problems have no stopping rule.
Since you cannot define the problem, it is difficult to tell when it is resolved. The problem solving process ends when resources are depleted, stakeholders loose interest or political realities change.
- Solutions to wicked problems are not true-or-false but good-or-bad.
Since there are no unambiguous criteria for deciding if the problem is resolved, getting all stakeholders to agree that a resolution is ‘good enough’ can be a challenge.
- There is no immediate and no ultimate test of a solution to a wicked problem.
Solutions to wicked problems generate waves of consequences, and it is impossible to know how all of the consequences will eventually play out.
- Every implemented solution to a wicked problem has consequences.
Once the web site is published or the new customer service package goes live, you can’t take back what was on-line or revert to the former customer database.
- Wicked problems do not have a well-described set of potential solutions.
Various stakeholders will have differing views of acceptable solutions. It is a matter of judgment as to when enough potential solutions have emerged and which should be pursued.
- Every wicked problem is essentially unique.
There are no ‘classes’ of solutions that can be applied to a specific case. “Part of the art of dealing with wicked problems is the art of not knowing too early what type of solution to apply.”1
- Every wicked problem can be considered a symptom of another problem.
A wicked problem is a set of interlocking issues and constraints which change over time, embedded in a dynamic social context.
- The causes of a wicked problem can be explained in numerous ways.
There are many stakeholders who will have various and changing ideas about what might be a problem, what might be causing it, and how to resolve it.
- The planner (designer) has no right to be wrong.
A scientist is expected to formulate hypothesis, which may or may not be supportable by evidence. A designer doesn’t have such a luxury, they are expected to get things right
How might you identify a wicked problem? The thing to look for is divergence. If requirements are volatile, constraints keep changing, stakeholders can’t agree and the target is constantly moving, in all likelihood, you are dealing with a wicked problem. If considerable time and effort has been spent, but there isn’t much to show for it, there is probably a wicked problem lurking somewhere. If business process reengineering is involved, there is a good chance of encountering a wicked problem.
(seek for strategies? : http://www.poppendieck.com/wicked.htm)
part of the article is published above...
Thursday, July 07, 2005
11:24 AM - the italian academy for advanced studies in america
the phone you can reach me while at the italian academy is:
+1 212 854 68 67
(usually wednesday&thursday 9-2)
Monday, July 04, 2005
10:01 PM - 4th of july
Sunday, July 03, 2005
1:48 PM - warm up PS1
1:27 PM - particles - emergent!!!!
Saturday, July 02, 2005
1:39 PM - Tea & Coffe Towers
http://www.alessi.com