What Is Data? Part 2 : A is for ‘Articulate’

–another way of looking at data

But There’s More

For the longest time, we have known that the human body is primarily made up of water. Up to 60% to be precise. Lungs? 80% water. Bones? 30% water. Brains? More than 70% water.

Here’s the thing. A watermelon is actually over 90% water. So why can our brains think

(though on occasions I do wonder) …. and a watermelon can’t?

Is it just because the watermelon is addled with too much water? That’s rhetorical people!

Two things have been clear for a while;

  • Understanding the makeup of things, the building blocks, is not sufficient to understand those things.
  • There are far more underlying similarities between things that seem so different on the surface. …Oh – if only our political classes could get their heads around that one!

So we started to look under the hood with emergent theories suggesting that the differences can be accounted for if you examine their ‘energy’.

As a non ‘overly-technical’ book to explore these ideas, take a read of Carla Hannaford’s ‘Playing In The Unified Field’ – it dates back to 2010, but even then was already exploring the idea.

Our ideas about what we are and what we are capable of lag far behind what the science of the last hundred years has shown us. We are vibrational fields in a sea of vibrational fields, open to all potential. We are dynamic, learning beings with unavoidable power to influence one another and the surrounding world. The time has come to integrate these discoveries into our lives.

In short, the science emerging is clearly demonstrating that beyond DNA and the physical structures that we can see, and that we are made up of;  we are also bundles of energy, force fields, and vibrations that we are barely beginning to understand, (at least in terms of science).

Consider that as much as you can break an iPhone down to its component parts, the sum of the finished product is greater than the whole, because there is value in the assembly that gets unlocked under certain conditions.

If that’s true of iPhones. Surely it’s true of humans? I have quoted this box poem before – but it bears repeating. It speaks volumes.

By the numbers, there’s my driver’s license,
car registration, license plate, zip code,
various accounts, street address, birthdate
home, work, and cell phones, passport, credit cards
debit cards, PINs, social security
frequent fliers, internet passwords, stocks
checking, HMO, IRA, museums
library card, land, and enneagram.
I know it’s a lot to remember, but
thank god I finally know who I am.

Jim Woessner

In Part 3, I address each of the popular analogies that have developed around data and why they are wrong.

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John Philpin
John Philpinhttps://peoplefirst.business/
JOHN'S career spans 30 years, 2 continents, and organizations as diverse as Oracle, Citibank and GE. A Mathematics graduate, John moved to California in 1990. He helps technology companies create, develop and deliver their story for fund raising, market development and influencer programs. He also works with businesses to ensure they understand, and are ready, for the ever accelerating changes that technology is bringing to their industry. John is a co-founder of Expert Alumni and gleXnet and long before futurists and industry watchers were writing about the impending challenges that industries were going to be facing, they predicted a perfect storm of issues like skills gap, declining work forces, the gig economy, people trained to do work no longer needed, demographic shifts, economic and social change, market upheaval and rapidly changing ways of doing work. From the beginning they have promoted the idea that massive change was coming to how organizations should think about their workforce, with a singular focus on simplifying the interface between people and their work. Understanding the challenges ahead of the curve, the solution was built to arrive at a better understanding of the greatest restraint to business operations - competence, not capital. gleXnet provides unparalleled insights into an organizations people and operations by flipping the problem from the perspective of people, not the business.