At what point do we have the right to self-defense? This man’s bigotry, misogyny, and hate for “the other”, as well as his ignorance of science, has already caused (either directly or indirectly) the deaths of millions. We can’t afford another day, let alone 3 years, of this idiot’s “leadership”.
There’s a strange sort of energy in the air these days. You can almost feel it—the wheels coming off the rickety jalopy that is Trumpism. The man himself, once a master of chaos and distraction, is looking more and more like a washed-up carnival barker whose tricks have lost their shine. The legal walls are closing in, the rallies are less electric, and the “movement” has become less about a future and more about clinging to a bitter, grievance-soaked past.
But let’s not kid ourselves: while Trump has been busy turning the federal government into a shell of its former self—gutting agencies, stacking departments with yes-men, and driving out career professionals—he’s also unwittingly created a rare opportunity. Nature, as they say, abhors a vacuum. And what we’ve got, right now, is a vacuum the size of Pennsylvania Avenue.
If you’ve ever read Dr. Russell Ackoff—and if you haven’t, now would be a good time—he talks about something called “idealized design.” The gist? When the system you’ve got is broken, don’t just patch the leaks and slap on another coat of paint. Instead, ask yourself: If the current system disappeared overnight, what would you create to take its place? Not what’s possible within the old constraints, but what’s ideal given what we now know.
Well, look around. Thanks to the Trump wrecking ball, a lot of the old constraints are gone—obliterated, really. Agencies like the EPA, Education, even the Post Office, have been hollowed out to the point of absurdity. The courts are in crisis, the CDC is a shell, and the State Department looks like a ghost town. There’s nothing left to “fix.” So, what if we stopped trying to resuscitate the corpse and started imagining a new body politic altogether?
Here’s the opportunity: We get to ask, “What do we want government to look like, now?” Ackoff would tell us to ignore the nostalgic call for a return to the “good old days.” Instead, let’s design forward. A government that’s transparent, accountable, and explicitly built to serve all its people, not just the one percent or the loudest megaphones. What would a Department of Justice look like if it truly prioritized justice? What about immigration—not as a problem to be “solved,” but as a vibrant source of national renewal?
The Trump era, for all its destruction, has left us with a blank page. The lesson is not to cower in fear or yearn for the status quo ante. It’s to seize the moment, roll up our sleeves, and start sketching out the kind of institutions we wish we’d always had. It’s the ultimate act of resistance: refusing to settle for less than the ideal, and demanding a government worthy of the people it serves.
Let’s not waste the vacuum. Let’s fill it—creatively, bravely, and with the best of what we can imagine.
In today’s hyper-connected, information-overloaded world, companies spend billions on training programs, knowledge-sharing platforms, and professional development. The conventional wisdom is simple: the more you learn, the better you’ll perform. But what if the key to innovation isn’t about learning more, but rather about forgetting less?
It might sound counterintuitive, but this subtle shift in perspective can transform how you think about knowledge management and creativity in your organization.
The problem starts with how our brains work. Research by German psychologist Hermann Ebbinghaus introduced the concept of the “forgetting curve.” Essentially, we forget up to 50% of newly learned information within an hour and as much as 90% within a week—unless we take deliberate action to reinforce it.
This isn’t just an individual issue. Consider the collective implications for organizations where employees undergo training, attend meetings, or share insights. If 90% of that knowledge is forgotten or left unutilized, what’s the point of investing in learning initiatives?
Forgetting is natural, but it’s also a huge leak in your company’s knowledge pipeline. And while many organizations focus on teaching employees new skills or introducing the latest tools, they often overlook the need to help employees retain and apply what they’ve already learned.
Innovation thrives at the intersection of knowledge and application. It’s not about the sheer volume of information you have but how effectively you can connect the dots between what you know and what you do.
When knowledge is forgotten, those dots disappear, making it harder to generate fresh ideas, solve problems, or build on past successes. Employees waste time reinventing the wheel, repeating mistakes, or duplicating effort because critical lessons learned have been buried in the sands of time.
The result? A company that feels stuck, constantly chasing the next big thing while failing to capitalize on the wealth of knowledge it already has.
So, how do you ensure your organization forgets less—and builds a culture of continuous innovation? Here are three actionable strategies:
Spaced repetition is a proven technique for combating the forgetting curve. Instead of a single training session, reinforce critical knowledge over time. For example, follow up on workshops with microlearning modules, quizzes, or discussion groups that revisit key concepts. This repetition strengthens memory retention and ensures that knowledge sticks.
Don’t let valuable insights evaporate into thin air after a meeting or brainstorming session. Use knowledge management tools to document and organize critical information. Platforms like Notion, Confluence, or SharePoint make it easy to store and retrieve knowledge so that your team can access it when they need it most.
Encourage employees to share their learnings and experiences with their peers. This could be through informal lunch-and-learns, internal blogs, or mentorship programs. When knowledge is shared, it’s reinforced—not just for the sharer but for the audience as well.
The companies that will thrive in the future aren’t the ones that simply learn the most but the ones that retain and apply their knowledge effectively. By focusing on forgetting less, you can unlock the full potential of your team’s creativity, reduce inefficiencies, and build a culture of innovation that lasts.
Remember, innovation isn’t about accumulating more—it’s about making the most of what you already have. What steps will you take today to help your organization forget less?
I prompted Poe’s chatbot, “Assistant”, with the following. Its response seems almost like it enjoyed doing this.
“Write a corporate pep talk of at least 300 words that sounds reasonable, but is nothing more than corporate gibberish.”
Team:
As we embark on the next fiscal quarter, it’s imperative that we synergize our verticals and double down on our core competencies to truly unlock cross-functional scalability. The paradigm shifts in our industry demand an agile mindset, and we are uniquely positioned to leverage our robust infrastructure to capitalize on emerging opportunities. Now is the time for us to think outside the box, lean into our KPIs, and disrupt the status quo with unprecedented velocity.
Our mission is clear: we must amplify our operational bandwidth while maintaining a laser-sharp focus on customer-centric deliverables. This is not just about meeting expectations—it’s about exceeding them at every touchpoint. By fostering an ecosystem of innovation and embedding a culture of excellence into our DNA, we can achieve a seamless alignment between our strategic objectives and ground-level execution.
Remember, success in today’s dynamic landscape is not a linear journey. It’s about embracing iterative growth, harnessing actionable insights, and pivoting proactively when faced with volatility. Let’s not forget the power of collaboration—our ability to break down silos, ideate collectively, and drive end-to-end solutions will define our trajectory as market leaders.
I urge each of you to take ownership of your deliverables and approach challenges with a growth mindset. Let’s circle back to our organizational north star and ensure that every touchpoint in our value chain is optimized for maximum impact. The low-hanging fruit is ours to harvest, but we must also keep an eye on the blue-sky opportunities that will future-proof our success.
In closing, I want to reiterate that our greatest asset is you—the people who make this organization thrive. Together, let’s move the needle, operationalize our vision, and deliver unparalleled value to our stakeholders. The sky is not the limit—it’s just the beginning. Let’s make it happen!
We’re about to find out just how many “summer soldiers and sunshine patriots” have managed to ascend to positions of power and influence in our country.
I fear such knowledge is going to be deeply disappointing and demoralizing. I will be surprised if even half of elected Democrats rise to the occasion. I hope I’m wrong.
In his book, “On Tyranny: Twenty Lessons From The Twentieth Century”, the very first lesson Timothy Snyder presents us with is “Do not obey in advance”.
Yet this is precisely what the mainstream media (including MSNBC and even Comedy Central) are doing wrt the “candidacy” of Rapey McEarGotNicked. They’re cravenly removing shows that might “offend” Trumplethinskin, ostensibly in the forlorn hope that if he wins they’ll obtain or retain access to him during his admin, er reign as King of the World.
Another admonition from Snyder; “Be calm when the unthinkable arrives.” Unfortunately, if my admittedly unscientific analysis is correct, this is what far too many of us are doing on the daily. I say this because of a couple of things.
One – Facebook provides a range of reactions for posts and comments. These are “Like”, “Love”, “Care”, “Ha Ha”, “Wow”, “Sad”, and “Anger”. I see lots of people reacting to news of Mango Mussolini’s outlandish “positions” (especially Project 2025) with “Sad” rather than “Anger”. Being sad is debilitating. Being angry is energizing. It can, and should, lead to dogged determination to resist, whereas being sad leads to fear, anxiety, and panicked paralysis.
Two – On Threads which, despite being a META product like FB & IG, doesn’t provide for a range of reactions, I consistently read comments by people who are afraid or uncomfortable. Hardly any are angry at what’s going on with the Treason Weasel’s “campaign”.
What we face with the prospect of another Trump Presidency is objectively horrendous, yet many seem to be paralyzed and incapable of doing anything other than complaining and expressing their fear for the future.
Maybe I’m off base here, but I believe they are doing what Professor Snyder is admonishing us against, i.e. obeying in advance or, to put it more succinctly, giving up.
WE NEED TO DO BETTER. Only 112 days remain for us to educate and fire up the electorate, especially the large chunk of people who don’t ordinarily vote.
PS – I’m a 77-year-old, straight, cis gendered, white male who lives in SoCal, is retired, and has enough retirement income (thank you Social Security & Medicare) to squeak by almost no matter what happens. Nevertheless, I care about my fellow meat sacks and, especially, my two adopted girls. For this reason I will not obey, either in advance or afterward. There’s just too much at stake.
Hasta la victoria siempre. ¡Venceremos!
Sometime in late January of 1987, almost one year to the day after the Space Shuttle Orbiter Challenger was destroyed as it ascended to orbit, I was assigned by the temp agency I was using at the time to begin work on the Space Shuttle Main Engine team at Rockwell International’s Rocketdyne Division in Woodland Hills, CA.
Prior to that fateful date I had, with one exception, never worked at a company with more than a dozen employees. My family’s wholesale food business, at its peak, was only my father, brother, me, and one employee and most of the numerous jobs I had held over the previous 20 years or so were similarly small.
Rocketdyne employed several thousand people, most of whom labored at our campuses in Woodland Hills and Canoga Park, CA. It was a division of Rockwell International, which employed over 100,000 people world-wide. It was a jarring transition to go from small (really small) businesses to a multi-national aerospace conglomerate. However, having been somewhat of a space-cadet, i.e. enthusiast most of my life, I was thrilled with the opportunity.
A year later on 1 February 1988, I was hired to work in Engineering Computing on the Flight Ops team – a position I would not have dared to dream of filling. Nevertheless, there I was helping our nation’s space program get back on track. It was truly a dream come true.
At the same time, I was becoming aware of the unique way in which large organizations conduct themselves. Some of it wasn’t pretty. I first encountered the business philosophy of W. Edwards Deming soon after I was officially hired as I was lucky enough to have a colleague who was a student of his. Deming had written a book (he wrote many) in which he laid out a fourteen-point explication of his concept of TQM (Total Quality Management).
I was enamored of his positions, as they coincided with my growing understanding how things worked in virtually any organization. I had long been someone who looked for and found ways in which to improve the processes and procedures of any organization I was involved with, and Deming’s philosophy made a great deal of sense to me.
At the same time, I was becoming increasingly aware of the reality that many companies, including Rocketdyne, were honoring those principles in their breach, not their adherence to them. As I was studying Deming’s 14 points I began to realize just how thoroughly many of the managers I encountered were oblivious to the virtues Deming laid out.
Somewhere around 1990 I decided to see if I could capture the differences between what Deming offered and how Rocketdyne was actually doing things. I captured Deming’s 14 points and then created Rocketdyne’s 14 counterpoints. I’ve kept them over the years and am here sharing my understanding with two screenshots of those differing points of view. Please keep in mind not all managers were as controlling as the worst of them. I was lucky to work under the supervision of several truly wonderful managers in my nearly quarter century of employment there. Regardless, I think my analysis was reasonable, even after over 34 years. You?
Systems Savvy 