Quotes About Information

una persona que utiliza un ordenador experimenta una «deriva cognitiva» si pasa más de un segundo entre hacer clic con el ratón y ver nuevos datos en la pantalla. Si pasan diez segundos, la mente de la persona está ya en otro sitio.

Los medios de comunicación necesitan a los expertos tanto como los expertos a los medios.

If you were to assume that many experts use their information to your detriment, you'd be right.

La información es un faro, un garrote, una rama de olivo, en total, un elemento de disuasión, dependiendo de quién la maneje y cómo. La información es tan poderosa que la asunción de información, aun cuando ésta no exista realmente, puede tener un efecto revulsivo.

It's easy to let your biases—political, intellectual, or otherwise—color your view of the world. A growing body of research suggests that even the smartest people tend to seek out evidence that confirms what they already think, rather than new information that would give them a more robust view of reality.

asimetría de la información, un estado en el que en una transacción una de las partes posee mejor información que otra.

La información es un faro, un garrote, una rama de olivo, en total, un elemento de disuasión, dependiendo de quién la maneje y cómo.

rely on accumulated data rather than on individual anecdotes

The chief merit of the price system is that it makes effective use of information that is not available to any single decision maker. When the price system is overridden, information is discarded. When information is discarded, resources are misallocated. When resources are misallocated, prosperity suffers. If you're trying to make people prosperous, relying on prices is your best strategy.

An absence of information is not the same as information about an absence." We're blind to our blindness.

A city is a kind of pattern-amplifying machine: its neighborhoods are a way of measuring and expressing the repeated behavior of larger collectivities—capturing information about group behavior, and sharing that information with the group.

A metropolis shares one key characteristic with the Web: both environments are dense, liquid networks where information easily flows along multiple unpredictable paths. Those interconnections nurture great ideas, because most great ideas come into the world half-baked, more hunch than revelation. Genuine insights are hard to come by;

The FBI's information network was a classic closed network: not only could outsiders not access information in it, but also, the system was designed so that documents were carefully shielded from other members of the organization, a legacy of an institution predicated on secrets and "need to know" restrictions.

Ronald Burt, looked at the origin of good ideas inside the organizational network of the Raytheon Corporation. Burt found that innovative thinking was much more likely to emerge from individuals who bridged "structural holes" between tightly knit clusters. Employees who primarily shared information with people in their own division had a harder time coming up with useful suggestions

A single piece of information designed to flow through the entire ecosystem of news will create more value than a piece of information sealed up in a glass box.

The World Wide Web is woven together out of threads of glass.

PRINTING PRESS (1440)

The challenge, of course, is how to create environments that foster these serendipitous connections, on all the appropriate scales: in the private space of your own mind; within larger institutions; and across the information networks of society itself.

Because they are fixed physical structures, most offices have a natural tendency to disrupt liquid networks of information. They themselves are, quite literally, made out of solids, and they often map out the conceptual solid of a formal org chart, with its neatly defined departments and hierarchies.

But standing in the atrium of Building 99, it's impossible not to think that this space was designed to conjure up a different kind of flow: the collective flow of energized minds forming liquid networks in their mixing spaces and situation rooms. Building 99—like Building 20 before it—is a space that sees information spillover as a feature, not a flaw. It is designed to leak. In this, it shares some core values with the liquid networks of dense cities.

You can't scrub everything," says Lorenzo. "Information gets what it wants, and it wants to be free.

Words are just bits of information, but language is the full code.

Encrypted digital watermarking," explains Balthazar. "Information gets hidden in information, like a code inside the pixels. Only visible with the right kind of key. It's called steganography. Here," pointing at the cylinder, "they're using a similar technique, but done at the nano-level, with DNA as the information carrier. GFP is green fluorescent protein, in this case jellyfish genes woven into the atoms of the metal. The heat from your hand is the key.

Training in high-stress situations increases what psychologists call "situational awareness." Defined as the ability to absorb information accurately, assess it calmly, and respond appropriately, situational awareness is essentially the ability to keep cool when all hell breaks loose. Because attention and pattern recognition are so heightened by flow, training in the state radically increases situational awareness.