Managed Dynamical Systems with Incomplete Information in Engineering and Economics

As I understand the theory of period information doubling, this states that if we take one period of human information as being the time between the invention of the first hand axe, say around 50,000 BC and 1 AD, then this is one period of human information and we can measure it by how many human inventions we came up during that time. Then we see how long it takes for us to have twice as many inventions. This means that human information has doubled. As it turns out, after the first 50,000-year period, the second period is about 1500 years, say around the time of the Renaissance. By then we have twice as much information. To double again, human information took a couple of hundred years. The period speeds up—between 1960 and 1970, human information doubled.
As I understand it, at the last count human information was doubling around every 18 months. Further to this, there is a point sometime around 2015 where human information is doubling every thousandth of a second. This means that in each thousandth of a second we will have accumulated more information than we have in the entire previous history of the world. At this point I believe that all bets are off. I cannot imagine the kind of culture that might exist after such a flashpoint of knowledge. I believe that our culture would probably move into a completely different state, would move past the boiling point, from a fluid culture to a culture of steam.

A man should build a house with his own hands before he calls himself an engineer.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.