The words of the fourth century Taoist philosopher Zhuanzi led to a previous article about Lean thinking and respect for humanity. Another piece of writing attributed to him is titled Geng Sang Chu. It tells the story of a disciple of Lao Tzu and offers a few Lean lessons. Geng Sang

What we call continuous improvement (CI) is in fact unattainable. Something that is continuous is uninterrupted and never rests. Even if we dedicated 100% of our time to CI activities, which is impractical since our daily work would not get done, the improvements we make would be in fits and

We’ve recently had some really fun podcast conversations centered around the whole “respect for people” topic. My friend and colleague, Jon Miller, challenged the idea of whether lean is really all about people.  Fellow lean thinker Michael Ballé then joined in on the conversation and while it wasn’t an argument,

In part 1, we learned about recalcitrance and how it could prevent a fast takeoff of a superintelligence. We then drew a comparison to organizations investing effort into becoming smarter by learning and improving on a continual basis. How hard is it for an organization practicing continuous improvement to get

Superintelligence, as defined in the book Superintelligence: Paths, Dangers, Strategies by Nick Bostrom, is “any intellect that greatly exceeds the cognitive performance of humans in virtually all domains of interest.” Humans are already building and expanding upon intelligent systems, albeit slowly. The book asks questions about the future when machine intelligence, machine-human