Анализ страницы https://newbricks.blogspot.com/2011/
Основное Готовность: 100%
Домен
newbricks.blogspot.com
Состояние доменного имени
?
Проверяем корректность доменного имени и наличие технических проблем на уровне домена.
Используйте для продвижения только домен второго уровня.
Длина домена велика. Но если вы продвигаете запрос, входящий в название домена, то это хорошо.
Ответ сервера
200 Успешный ответ
HTTP-код ответа и цепочка редиректов
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Код 200 — страница доступна. Коды 3xx — редиректы (цепочки замедляют загрузку и размывают ссылочный вес). Коды 4xx/5xx — ошибки, поисковик не сможет проиндексировать страницу.
Сервер настроен корректно.
Безопасность
Сайт безопасен
Использование HTTPS и SSL-сертификат
?
HTTPS — обязательный стандарт. Google и Яндекс отдают предпочтение защищённым сайтам. Отсутствие SSL или просроченный сертификат ведут к предупреждениям в браузере и снижению позиций.
Не настроен HSTS (Strict-Transport-Security) — рекомендуется включить.
На сайте работает защищенный протокол ssl и сайт открывается по https.
Ssl-сертификат действителен до 04.10.2026 22:45:22.
Сервер поддерживает HTTP/3 (QUIC) — новейший протокол.
Поздравляем! Сайт не содержится в реестре РКН.
Кодировка
utf-8
Кодировка символов страницы
?
Стандарт — UTF-8. Неправильная кодировка вызывает нечитаемые символы и мешает поисковику корректно распознать текст страницы.
Указана кодировка на странице utf-8.
Язык
en
Атрибут lang в HTML-теге
?
Атрибут lang (<html lang="ru">) сообщает поисковикам и браузерам, на каком языке написана страница. Помогает при ранжировании в региональном поиске.
Язык документа указан явно: en.
Скорость загрузки
~0,54сек
Время отклика сервера (TTFB)
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Time To First Byte — время до получения первого байта от сервера. Норма до 200 мс. Медленный отклик ухудшает пользовательский опыт и ранжирование: Яндекс и Google учитывают скорость страниц.
Скорость загрузки сайта 0,54сек оптимальна.
Объем документа
243Кб
Размер HTML-кода страницы
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Слишком большой HTML замедляет парсинг браузером и сканирование поисковым роботом. Рекомендуется не более 200 Кб.
Объем html-документа 243Кб оптимален.
Структура html-документа корректна.
Ресурсы
Ресурсы: 8
Внешние ресурсы страницы (CSS, JS, изображения)
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Количество и тип подключённых ресурсов влияют на скорость загрузки. Большое число запросов увеличивает время рендеринга страницы.
Кол-во файлов ресурсов 8 достаточно.
Показать полный список ресурсов
| Тип | Название | Значение |
|---|---|---|
| stylesheet | text/css | https://www.blogger.com/static/v1/widgets/2872013778-css_bundle_v2.css |
| stylesheet | https://www.blogger.com/dyn-css/authorization.css?targetBlogID=37690807&zx=d4454e04-117d-448a-9bc6-cab9c15f3ec5 | |
| stylesheet | https://www.blogger.com/dyn-css/authorization.css?targetBlogID=37690807&zx=d4454e04-117d-448a-9bc6-cab9c15f3ec5 | |
| js | https://ajax.googleapis.com/ajax/libs/jquery/3.7.1/jquery.min.js | |
| js | text/javascript | https://apis.google.com/js/platform.js |
| js | //translate.google.com/translate_a/element.js?cb=googleTranslateElementInit | |
| js | //widgets.twimg.com/j/2/widget.js | |
| js | text/javascript | https://www.blogger.com/static/v1/widgets/4290755334-widgets.js |
Серверные заголовки
Кол-во: 9
HTTP-заголовки ответа сервера
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Заголовки сервера передают браузеру и поисковику служебную информацию: кеширование, безопасность (CSP, HSTS), сжатие (gzip). Правильная настройка ускоряет загрузку и повышает защищённость.
Найдены серверные заголовки 9шт. Подробнее про серверные заголовки.
Показать полный список серверных заголовков
| Ключ | Значение |
|---|---|
| x-robots-tag | noindex, nofollow |
| Date | Sun, 23 Aug 2026 16:07:48 GMT |
| Cache-Control | max-age=0, private |
| X-Content-Type-Options | nosniff |
| X-XSS-Protection | 1; mode=block |
| Server | GSE |
| Alt-Svc | h3=":443"; ma=2592000 |
| Accept-Ranges | none |
| Vary | Accept-Encoding |
CMS
blogger
Система управления сайтом (движок)
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CMS — это движок, на котором работает сайт (WordPress, 1C-Bitrix, Tilda и др.). Знание CMS помогает понять возможности SEO-оптимизации и подобрать подходящие инструменты. «Не определена» — вероятно, самописный сайт или нестандартная сборка.
В мета-теге generator указано: blogger.
Веб-сервер
Google Frontend
Программное обеспечение сервера
?
Веб-сервер — это ПО, которое отдаёт страницы посетителям (nginx, Apache, IIS, LiteSpeed и др.). Определяется по серверным заголовкам ответа (Server, X-Powered-By и т.п.). «Не определён» — сервер намеренно скрывает эти заголовки, это нормальная практика безопасности.
Сайт работает на веб-сервере Google Frontend.
Мета-теги Готовность: 48%
Title
Perspectives in Public Health: 2011
Заголовок страницы в браузере и поисковой выдаче
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Title — главный SEO-заголовок страницы. Влияет на CTR в поиске и ранжирование. Оптимальная длина: 50–70 символов. Ключевые слова — ближе к началу.
Необходимо увеличить число символов в title (текущее значение: 35, оптимально: от 40 до 45)
Дублей словоформ в title не найдено.
Description
Описание страницы в поисковой выдаче (сниппет)
?
Meta Description — текст под заголовком в выдаче. Напрямую на позиции не влияет, но влияет на CTR. Оптимальная длина: 120–160 символов.
Установите мета-тег description!
Keywords
Список ключевых слов страницы (устаревший тег)
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Meta Keywords не учитывается Яндексом и Google для ранжирования с 2009–2012 годов. Заполнение не обязательно, но не вредит. Конкурент может использовать содержимое для анализа.
Установите мета-тег keywords!
Канонический Url
https://newbricks.blogspot.com/2011/
Указывает поисковику основную версию страницы
?
Canonical (rel=canonical) предотвращает проблему дублей страниц. Должен точно совпадать с URL проверяемой страницы. Неправильный canonical может передать ссылочный вес на другую страницу.
Канонический Url прописан корректно.
Robots
Ошибок нет
Директивы для поисковых роботов на уровне страницы
?
Meta Robots управляет индексацией конкретной страницы: index/noindex — индексировать ли, follow/nofollow — следовать ли по ссылкам. Noindex полностью исключает страницу из поиска.
Meta-тег robots не указан. Страница свободна для индексации.
Адаптивность
width=1100
Настройка масштабирования на мобильных устройствах
?
Тег viewport (<meta name="viewport">) сообщает браузеру, как масштабировать страницу на мобильных. Стандарт: width=device-width, initial-scale=1. Отсутствие — признак отсутствия мобильной версии.
Meta-тег viewport со значением width задаёт фиксированную ширину области просмотра.
Разметка OpenGraph
Кол-во: 3
Мета-теги для красивых превью в соцсетях
?
OpenGraph (og:title, og:description, og:image) управляет тем, как страница выглядит при репосте в социальных сетях и мессенджерах. Отсутствие OG-тегов — невзрачный превью при шеринге.
Разметка OpenGraph задана. Страница оптимизирована под социальные сети.
Показать полный список og мета-тегов
| Тип | Значение |
|---|---|
| og:url | https://newbricks.blogspot.com/2011/ |
| og:title | Perspectives in Public Health |
| og:description | Comments on life, science, business, philosophy, and religion from my personal public health viewpoint |
Все мета-теги
Кол-во: 7
Полный список мета-тегов страницы
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Таблица всех meta-тегов, включая нестандартные. Позволяет найти опечатки, дубли и лишние теги.
Найдены мета-теги 7шт. Мета-теги не видимы для человека и предназначены для обмена информацией между веб-страницей и поисковыми системами, браузерами и другими веб-службами. С ними роботы 🤖 и устройства ведут себя более ожидаемо.
Показать полный список мета-тегов
| Тип | Название | Значение |
|---|---|---|
| name | viewport | width=1100 |
| name | generator | blogger |
| name | google-adsense-platform-account | ca-host-pub-1556223355139109 |
| name | google-adsense-platform-domain | blogspot.com |
| property | og:url | https://newbricks.blogspot.com/2011/ |
| property | og:title | Perspectives in Public Health |
| property | og:description | Comments on life, science, business, philosophy, and religion from my personal public health viewpoint |
Оптимизация Готовность: 87%
Структура
Ошибок нет
Семантические HTML-элементы страницы
?
Проверяет наличие основных структурных элементов: nav, header, footer, main. Корректная семантическая структура помогает поисковику понять архитектуру страницы.
Структура документа корректна (теги <html> и <body> присутствуют в единственном экземпляре).
Контент
Есть ошибки
Объём и качество текстового содержимого
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Анализирует объём полезного текста на странице. Слишком мало — страница может считаться малополезной. Слишком много — ухудшается читаемость и восприятие.
Абзацев с текстом 1 слишком мало. Добавьте больше абзацев с текстом (тег <p>)!
Слова из title 4 встречаются в тексте достаточно.
Среднее число слов в абзаце 14 достаточно.
Кол-во знаков контента 21138 на странице оптимально.
Кол-во слов 3354 на странице оптимально.
Заголовки
Ошибок нет
Иерархия заголовков H1–H6
?
H1 должен быть один и содержать ключевой запрос. H2–H6 описывают подразделы. Пропуск уровней (H1 → H3) и несколько H1 — типичные ошибки, снижающие понятность страницы для поисковика.
На странице присутствуют заголовки <h1> 1. Это прекрасно.
На странице присутствуют заголовки <h2> 11. Это хорошо.
На странице присутствуют заголовки <h3> 3.
Тошнота
3,74
Насколько одно слово доминирует в тексте
?
Классическая тошнота = √(частота самого повторяющегося слова). Норма до 7–8: текст воспринимается естественно. Выше — поисковик может счесть страницу переспамленной.
Тошнота страницы в пределах нормы 3,74.
Академич. тошнота
22,81%
Насколько текст перенасыщен ключевыми словами
?
Академическая тошнота = (частота слова / общее количество слов) × 100%. Показывает долю конкретного слова в тексте. Норма 5–15%.
Академическая тошнота превышает норму 5-15%. Измените текст страницы!
Семантическое ядро
20
Наиболее часто встречающиеся слова на странице
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Топ слов по частоте использования. Показывает, какие слова доминируют в тексте с точки зрения поисковика.
Контент страницы содержит осмысленный текст и слова.
Показать список слов
| Слово | Кол-во | Частота |
|---|---|---|
| social | 14 | 0,42% |
| systems | 12 | 0,36% |
| november | 10 | 0,30% |
| http://newbricks | 10 | 0,30% |
| blogspot | 10 | 0,30% |
| december | 9 | 0,27% |
| health | 8 | 0,24% |
| comments | 7 | 0,21% |
| different | 7 | 0,21% |
| baha'i | 7 | 0,21% |
| mankind | 7 | 0,21% |
| system | 7 | 0,21% |
| january | 7 | 0,21% |
| learning | 6 | 0,18% |
| should | 6 | 0,18% |
| october | 6 | 0,18% |
| feedback | 6 | 0,18% |
| september | 6 | 0,18% |
| public | 5 | 0,15% |
| people | 5 | 0,15% |
Индексация Готовность: 0%
Индексирование
Есть ошибки
Разрешено ли индексирование страницы
?
Проверяет, не закрыта ли страница от индексации через robots.txt, meta robots или X-Robots-Tag. Страница, закрытая от индексации, не появится в поисковой выдаче.
Анкоров на странице 291 слишком много. Проведите ревизию и оптимизацию ссылок сайта.
Robots.txt
Содержит ошибки
Файл управления сканированием сайта роботами
?
Robots.txt указывает поисковым роботам, какие страницы сканировать, а какие — нет. Ошибки в файле могут случайно закрыть важные разделы от индексации.
Проверяемая страница запрещена к индексации в robots.txt. Исправьте файл robots.txt!
Robots.txt доступен по постоянному адресу
Показать содержимое robots.txt
User-agent: Mediapartners-Google
Disallow:
User-agent: *
Disallow: /search
Disallow: /share-widget
Disallow: /
User-Agent: googlebot
Disallow: /search
Allow: /
Sitemap
Кол-во: 0
XML-карта сайта для поисковиков
?
Sitemap.xml помогает поисковику быстрее находить и индексировать страницы. Особенно важен для крупных сайтов и новых страниц, на которые ещё нет входящих ссылок.
Robots.txt не содержит ссылку на карту сайта. Рекомендуется добавить карту сайта и указать ссылку на нее в robots.txt.
Внутренние ссылки
Кол-во: 123
Ссылки на другие страницы своего сайта
?
Внутренние ссылки распределяют ссылочный вес между страницами и помогают поисковику обходить сайт. Пустые анкоры и ссылки на запрещённые robots.txt страницы — типичные ошибки.
Некоторые внутренние ссылки сайта 123шт запрещены к индексации поисковыми системами в robots.txt. Пройдитесь по списку внутренних ссылок: удалите ошибочные или исправьте файл robots.txt!
Внутренних ссылок на странице 123 оптимально.
На странице присутствуют изображения 10.
Показать первые 100 внутренних ссылок
| Url | Анкор | Состояние |
|---|---|---|
| / |
Perspectives in Public Health
|
Запрет в robots.txt
|
| /2011/12/whats-that-called-again.html |
What's that called again?
|
Запрет в robots.txt
|
| /2011/12/whats-that-called-again.html |
<abbr class='published' itemprop='datePublished' title='2011-12-12T07:52:00-08:00'>12/12/2011 07:52:00 AM</abbr>
|
Запрет в robots.txt
|
| /2011/11/promise-of-world-peace-1985.html |
The promise of World Peace (1985)
|
Запрет в robots.txt
|
| /2011/11/promise-of-world-peace-1985.html |
<abbr class='published' itemprop='datePublished' title='2011-11-14T05:50:00-08:00'>11/14/2011 05:50:00 AM</abbr>
|
Запрет в robots.txt
|
| /2011/11/on-restructuring-government-and-power.html |
On restructuring government and power on earth
|
Запрет в robots.txt
|
| /2007/10/discussion-of-hybrid-images.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2007/10/discussion-of-hybrid-images.html</span></span>
|
Запрет в robots.txt
|
| /2009/10/hypnotic-trance-in-high-places.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2009/10/hypnotic-trance-in-high-places.html</span></span>
|
Запрет в robots.txt
|
| /2008/10/why-we-have-so-much-trouble-seeing.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2008/10/why-we-have-so-much-trouble-seeing.html</span></span>
|
Запрет в robots.txt
|
| /2007/09/whats-wrong-with-decision-making-at-top.html |
http://newbricks.blogspot.com/2007/09/whats-wrong-with-decision-making-at-top.html
|
Запрет в robots.txt
|
| /2007/11/adaptation-versus-control-and-army-fm-3.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2007/11/adaptation-versus-control-and-army-fm-3.html</span></span>
|
Запрет в robots.txt
|
| /2007/11/unity-and-adaptation-continued.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2007/11/unity-and-adaptation-continued.html</span></span>
|
Запрет в robots.txt
|
| /2007/07/why-are-so-many-flights-delayed.html |
<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://newbricks.blogspot.com/2007/07/why-are-so-many-flights-delayed.html</span></span>
|
Запрет в robots.txt
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| /2010/11/blind-plus-stubborn-is-not-winning-hand.html |
http://newbricks.blogspot.com/2010/11/blind-plus-stubborn-is-not-winning-hand.html
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Запрет в robots.txt
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| /2006/12/us-army-leadership-field-manual-fm-22.html |
http://newbricks.blogspot.com/2006/12/us-army-leadership-field-manual-fm-22.html
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| /2011/11/on-restructuring-government-and-power.html |
<abbr class='published' itemprop='datePublished' title='2011-11-08T09:58:00-08:00'>11/08/2011 09:58:00 AM</abbr>
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Why discipline destroys creativity
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In Her Shoes - domestic violence simulation game
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The importance of social relationships
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Then a miracle happens
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Tackling bad nursing management effectively from below
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The power of delusion -- genetic causality
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He ain't heavy, father - he's my brother!
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The Promise of World Peace
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http://en.wikipedia.org/wiki/Systemantics
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Wade Schuette
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http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
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<span class="comment-body" data-li-comment-text="One thing about systems that was made clear by Jay Forrester and illustrated by Peter Senge's "beer game" is that it is not SUFFICIENT for human beings to be well-intentioned if they have a limited range of perception of the distant ("system") effects of their actions and are caught in a feedback loop.
And John Sterman in Business Dynamics notes that essentially all humans, even MIT grads (!), have very poor perception of what parts of their environment are due to feedback from their own prior actions.
I'll toss in my own two cents here, and add that the perceptual problems in LARGE organizations will always occur because of a fact left out of most models, namely:
*** Reality is scale-dependent ***
My background is in physics and I side with Einstein, almost always misundertood and misquoted, who affirmed that there WAS INDEED an underlying reality, but that even perfect unbiased observers would perceive it differently due to space-time-curvature, AND SO THEY WOULD NEED TO CORRECT FOR THAT IN ORDER TO COMPARE NOTES AND SEE THAT THEY AGREED ON THE UNDERLYING SINGLE REALITY.
So, assume that all humans have a finite capacity for information, a finite-radius of perception, and even within that must vastly oversimplify the flood of data to come up with one or more mental models they will attempt to "snap observations to" in order to make sense of what is going on and respond to it. (Basic cybernetic behavior.)
One example of scale dependence would be the question of whether an molecule of H20 ("water") is "free" to move or "captive". On the scale of molecules, the molecule is free to move about. On the scale of plumbing, the "water" in the "pipe" is captive to go from the water-tank on the hill OUT the faucet. Both are true, but they are different. It is wrong-headed to ask "WHICH is true?" It is right-headed to ask "How can both of these be true, and what do we need to correct for before we attempt to compare and align them?"
As organizations become larger, EVEN WITH PERFECT NON-DISTORTING communication by levels of "management", the nature of reality at the top must diverge from the nature of reality at the bottom, because they operate on different scales of space and time.
Since this effect isn't recognized, it leads to increasing friction between "management" and "front line staff" in which each group views the other as being increasingly "out of touch with reality". (Which is true, in a sense.)
It has nothing to do with "intelligence". Here's a more specific example - a "hybrid image" which has the property that if you view it from normal screen distance is "clearly" Albert Einstein, yet if you view it from across the room is "clearly" Marilyn Monroe.
http://newbricks.blogspot.com/2007/08/are-you-my-mommy-what-shape-am-i-anyway.html
If we have any hope of building very tall structures in social space (ie, corporations, governments, etc) then we should take into account that this effect will come into play RAPIDLY, and figure out how to make load-bearing feedback loops that take it into account.
Right now, what happens is that as the top and the bottom of the organization diverge in scope, animosity, blame, and finally fracture occurs. Pretty much every time, and pretty much everything we've ever attempted to build to large scale has collapsed along this axis.
Designing social architectures to take this fourth-dimension into account will require computer modeling, because we as humans are not very good at 3-D geometry, let alone 4-D dynamic feedback geometry.
The only clean solution I can see to this type of fractally complex problem is precisely encapsulated in how fractal shapes emerge from very simple recursive rules. Namely, reverse the process. Seek eigenvectors, as it were. Seek simple recursively-stable governance structures such that at each level the problems remain "the same shape." Then we break the height constraint.
Wade"><span class="text">http://www.bahai.com/Bahaullah/principles.htm</span></span>
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Kelly OS
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Wade
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Social Factors and Depression
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