{"entry_id": "18d6c156-522c-40d5-8563-f429a734ba8c", "infos": [{"txt": "Tempo - Book Summary", "language": "english", "position": {"atoms": [{"position_id": 0, "txt": "Tempo - Book Summary", "x": "//title"}]}, "tags": [], "label": "O", "web_segment_id": 0, "global_sentence_id": 0, "edu_l1_label": "EDU_O"}, {"txt": "Tempo:", "language": "english", "position": {"atoms": [{"position_id": 882, "txt": "Tempo:", "x": "/html/body/div/div[1]/div/main/article/header/h1"}]}, "tags": ["h1"], "label": "article_title", "web_segment_id": 1, "global_sentence_id": 1, "edu_l1_label": "BOT"}, {"txt": " timing, tactics and strategy in narrative-driven decision-making Summary", "language": "english", "position": {"atoms": [{"position_id": 883, "txt": " timing, tactics and strategy in narrative-driven decision-making Summary", "x": "/html/body/div/div[1]/div/main/article/header/h1"}]}, "tags": ["h1"], "label": "article_title", "web_segment_id": 1, "global_sentence_id": 2, "edu_l1_label": "BOT"}, {"txt": "August 3, 2022 By", "language": "english", "position": {"atoms": [{"position_id": 885, "txt": "August 3, 2022", "x": "/html/body/div/div[1]/div/main/article/header/p/time"}, {"position_id": 887, "txt": " By", "x": "/html/body/div/div[1]/div/main/article/header/p/time"}]}, "tags": [], "label": "publish_time", "web_segment_id": 2, "global_sentence_id": 3, "edu_l1_label": "EDU_O"}, {"txt": "<img https://wcd-image-bucket-test.oss-cn-zhangjiakou.aliyuncs.com/raw/1YObf43p7T011uwROBscbH2.jpeg", "language": "english", "position": {"atoms": [{"position_id": 181, "txt": "<img https://wcd-image-bucket-test.oss-cn-zhangjiakou.aliyuncs.com/raw/1YObf43p7T011uwROBscbH2.jpeg", "x": "/html/body/div/div[1]/div/main/article/div/h2[1]/span/img"}]}, "tags": ["h2", "img"], "label": "figure", "web_segment_id": 4, "global_sentence_id": 4, "edu_l1_label": "IOS"}, {"txt": "Summary", "language": "english", "position": {"atoms": [{"position_id": 889, "txt": "Summary", "x": "/html/body/div/div[1]/div/main/article/div/h2[1]/span/img"}]}, "tags": ["h2", "img"], "label": "title1", "web_segment_id": 4, "global_sentence_id": 5, "edu_l1_label": "BOS"}, {"txt": "Tempo is a look at decision-making that focuses on narrative as opposed to a more traditional “calculative rationality” that you see in most decision making research.", "language": "english", "position": {"atoms": [{"position_id": 891, "txt": "Tempo is a look at decision-making that focuses on narrative as opposed to a more traditional “calculative rationality” that you see in most decision making research.", "x": "/html/body/div/div[1]/div/main/article/div/p[2]/span[1]"}]}, "tags": [], "label": "content", "web_segment_id": 5, "global_sentence_id": 6, "edu_l1_label": "IOS"}, {"txt": " Rather than focusing on how to be more “rational,” it acknowledges and embraces the idea that humans are not dispassionate calculators. ", "language": "english", "position": {"atoms": [{"position_id": 892, "txt": " Rather than focusing on how to be more “rational,” it acknowledges and embraces the idea that humans are not dispassionate calculators. 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This simple view is not wrong, it is just limited to simple situations that fit one or more of your existing mental models very well.", "language": "english", "position": {"atoms": [{"position_id": 1436, "txt": " This simple view is not wrong, it is just limited to simple situations that fit one or more of your existing mental models very well.", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[47]/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 120, "global_sentence_id": 354, "edu_l1_label": "IOS"}, {"txt": " In complex situations, planning based on such models is merely a training exercise to sample the space of possible worlds, get a sense of the complexities involved, and calibrate your responses appropriately.", "language": "english", "position": {"atoms": [{"position_id": 1437, "txt": " In complex situations, planning based on such models is merely a training exercise to sample the space of possible worlds, get a sense of the complexities involved, and 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begin with one stable state (“Once upon a time…", "language": "english", "position": {"atoms": [{"position_id": 1452, "txt": "The simplest pattern that satisfies this constraint is the rise-fall structure of simple stories, such as fairy tales, which begin with one stable state (“Once upon a time…", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[49]/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 123, "global_sentence_id": 365, "edu_l1_label": "IOS"}, {"txt": " “), proceed through a climax, and recede to a different stable state (“…", "language": "english", "position": {"atoms": [{"position_id": 1453, "txt": " “), proceed through a climax, and recede to a different stable state (“…", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[49]/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 123, "global_sentence_id": 366, "edu_l1_label": "IOS"}, {"txt": " happily ever after”), where something has changed (the prince and princess are united, for 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https://wcd-image-bucket-test.oss-cn-zhangjiakou.aliyuncs.com/raw/2Qj2sq17TdT4imIaZ4sdxex.png", "language": "english", "position": {"atoms": [{"position_id": 601, "txt": "<img https://wcd-image-bucket-test.oss-cn-zhangjiakou.aliyuncs.com/raw/2Qj2sq17TdT4imIaZ4sdxex.png", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[49]/ul/li/img"}]}, "tags": ["img", "li"], "label": "figure", "web_segment_id": 124, "global_sentence_id": 377, "edu_l1_label": "IOS"}, {"txt": "The Double Freytag triangle represents a tractable level of complexity.", "language": "english", "position": {"atoms": [{"position_id": 1468, "txt": "The Double Freytag triangle represents a tractable level of complexity.", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[50]/span/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 125, "global_sentence_id": 378, "edu_l1_label": "IOS"}, {"txt": " It is neither as simple as the basic Freytag triangle nor as arbitrarily complex as models of individual deep stories can get (which need only begin and end with a liminal passage).", "language": "english", "position": {"atoms": [{"position_id": 1469, "txt": " It is neither as simple as the basic Freytag triangle nor as arbitrarily complex as models of individual deep stories can get (which need only begin and end with a liminal passage).", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[50]/span/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 125, "global_sentence_id": 379, "edu_l1_label": "IOS"}, {"txt": " The Double Freytag Triangle We will adopt the Double Freytag triangle as our canonical example of the structure of a deep story.", "language": "english", "position": {"atoms": [{"position_id": 1470, "txt": " The Double Freytag Triangle We will adopt the Double Freytag triangle as our canonical example of the structure of a deep story.", "x": "/html/body/div/div[1]/div/main/article/div/ul/li[50]/span/span"}]}, "tags": ["li"], "label": "content", "web_segment_id": 125, 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# Tempo: timing, tactics and strategy in narrative-driven decision-making Summary
## Summary
## My Highlights and Notes
### Momentum accumulates and degrades constantly during the dozens of micro-decisions we make every minute.
### At 30 miles per hour, we are exposed to about 1,320 “items of information” per minute.
### If you learn to consciously manage tempo, however, you will be able to achieve the miracle of staying ahead of the fast-paced world, while slowing down.
### For bigger, more consequential decisions, we will adopt a framework based on synthesis, design, metaphor, and storytelling, rather than selection among predefined options.
### I define tempo as the set of characteristic rhythms of decision-making in the subjective life of an individual or organization, colored by associated patterns of emotion and energy.
### This represents a pinnacle of artistry where your mind is in what I like to call the clockless clock state.† Keep this phrase in mind because we will glimpse more of the clockless clock in domains such as stand-up comedy and improvisational theater.
### The most basic decision-making skill is adapting to the tempo of your environment and setting your own pace within it.
### Emotion results when you force yourself, or some part of the environment, to operate at a faster or slower tempo than it likes.
### Dealing with any rhythmic process, such as a regularly scheduled meeting, or a daily work-life routine, involves similar dynamics.
### The workplace has its own base rhythms.
### Suppose you have some new information about a competitor that you need to share. How do you proceed?
### Pace-setting is the art of harmoniously driving the natural tempo of your environment away from its current state and towards your preferred state – slower or faster – in non-disruptive ways.
### Your calendar – and I mean here the actual grid of dates and times you see in something like Microsoft Outlook – as a canvas for artistry.
### Momentum, a basic property of mental models that helps us conceptualize a great deal about decision-making.
### Mine:
### A mental model is a dynamic, unstable, and partially coherent set of beliefs, desires, and intentions held together by narratives that weave through the current realities, possible histories, and possible futures of a situation.
### Michael Bratman in his classic: Intention, Plans and Practical Reason.
### This choice of primitives isn’t arbitrary; it turns out you can derive good accounts of nearly everything else involved in decision-making, such as planning and policies, from beliefs, desires, and intentions.
### Beliefs create or constrain possibilities, desires lead to preferences among them, and intentions represent commitments to specific courses of action.
### How might the emotional quality of the future and past affect the tempo of the present?
### As with Newton’s laws, to change momentum, you need forces.
### A lot of this momentum is tied to the one common feature of all your experiences: you.
### Your most stable beliefs, the ones that actually modulate your behavior, aren’t about life purposes; they are about momentum management. You are more likely to switch religions than to switch from an impatient to a patient temperament.
### I am most attracted to Archilocus’ approach: relating archetypes to animal symbols.
### Every universe of archetypes emphasizes some aspects of human behavior at the expense of others.
### But to build even simple unique models of others, you need data about their characteristic patterns of behavior.
### Mimicking someone right in front of them is a must if you want to actually validate that you are observing a valid pattern.
### Narratives, especially cradle-to-grave life narratives, are powerful, unavoidable, and dangerous tools.
### Brief interludes, known as liminal passages, between the waning of one important life story and the waxing of another.
### Our modern ideas of decision-making derive from the ideas of Clausewitz’s contemporary, Antoine-Henri Jomini.
### Narrative rationality is the ability to think, make decisions, and act in ways that make sense with respect to the most compelling and elegant story that you can improvise about a developing enactment.
### The simplest pattern that satisfies this constraint is the rise-fall structure of simple stories, such as fairy tales, which begin with one stable state (“Once upon a time… “), proceed through a climax, and recede to a different stable state (“… happily ever after”), where something has changed (the prince and princess are united, for instance).
### In narrative rationality, the cheap trick is a more fundamental mental event than goal setting.
### This is why the “most compelling and elegant story” is the guiding heuristic in narrative-rational decision-making.
### “All models are wrong, some models are useful.”
### As writers like to remark, books are never finished, they are merely abandoned.
### From the point of view of decision-making, the future and the past differ primarily in that the future is more disorderly and complicated.
### What happens when you view your life as a string of deep stories, with each successive liminal passage being, on average, a little higher than the previous one?
### As you accumulate transformative experiences, your doctrine starts to occupy increasing amounts of room in your head, limiting the capacity for open-ended thinking.
### The game keeps getting more complicated, and there are always more different ways to play.
### Learning helps us increase our store of usable information and lower risk.
### How can you act meaningfully when you don’t know much about the situation, and do not have relevant, well-developed mental models?
### Yerkes-Dodson law.
### Humans are most comfortable in complex but legible environments.
### A conceptual metaphor is a systematic structuring of meaning in one domain in terms of our understanding of another domain.
### Universal tactics combine to form basic fragments of enactments which we will call decision patterns, which are analogous to sentences. These in turn combine to form complete enactments.
### Generating deliberative behavior requires computing with mental models.
### Experts, characteristically, can skip quickly to correct answers without exhaustively exploring a complex decision tree of formal contingency plans.
### The keys to opportunism are unconscious recognition of a situation from one enactment while being absorbed in another, and the ability to artistically organize your enactments according to interval logic (the skill we encountered in Chapter 2).
### The central idea in OODA is a generalization of Butterfly-Bee: to simply operate at a higher tempo than your opponent.
### If we are more modest in our aspirations, the vocabulary of narrative rationality allows us to craft a pair of simple but cryptic and non-prescriptive definitions.
### Decision-making is ultimately about constantly looking for the next cheap trick in ongoing enactments, scripted in constantly shifting tactical vocabularies.
### Definitions are unfalsifiable constructs. The success of a new definition ultimately rests on the accuracy with which it manages to label an intuitive and useful, but unarticulated concept.
### In other words, I hope to help you develop a sensibility, not teach you an idea. I call this sensibility the clockless clock sensibility.
### The four central ideas we have encountered – timing, mental models, narratives, and metaphor-based universal tactics – allow us to look at the world from a certain perspective: everything is a mental model.
### Kant once said. we see not what is, but who we are.
### You could therefore describe normal human thought as a balancing act between sensing realistically, and seeing through simplified platonic abstractions.
### We are using the word legible in a slightly deeper way than is usual here.
### Used with adversarial intentions, Boyd’s OODA can be understood as a deliberate use of illegibility to cause failure.
### Organization is about the meaning that matters to the person whose mental model is being externalized.
### So apparent creative chaos is fine, so long as it is sufficiently legible and meaningful to you.
### The tempo of an externalized mental model is the reason why you can land in an unfamiliar and strange old city, and immediately get a feel for the place.
### Some fields contain a lot of momentum (in the sense of mental models, not physics), such as an assembly line. 
### Taylorism is commonly criticized for its dehumanizing effects, but for us, the more important problem is that it is also ineffective with respect to many of the problems it attempts to solve.
### Artistic approaches to field-flow complexes exploit the natural chemistry among mental models in richer ways.
### At the largest scale, the deliberate design remains effectively impossible.
### For these processes to be successful, the mental models that seed any generative process of growth must have sufficient levels of mutual legibility and harmonize effectively at the level of tempo.
### Where complex realities are to be grown rather than constructed, the role of the individual orchestrator is limited to catalyzing the emergence of the right shared mental models in the early stages.
