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Strata

On War by Carl Von Clausewitz, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . Stratagem Book III: Chapter X. Stratagem Stratagem implies a concealed intention, and therefore is opposed to straightforward dealing, in the same way as wit is the opposite of direct proof. It has therefore nothing in common with means of persuasion, of self-interest, of force, but a great deal to do with deceit, because that likewise conceals its object. It is itself a deceit as well when it is done, but still it differs from what is commonly called deceit, in this respect that there is no direct breach of word. The deceiver by stratagem leaves it to the person himself whom he is deceiving to commit the errors of understanding which at last, flowing into one result, suddenly change the nature of things in his eyes. We may therefore say, as nit is a sleight of hand with ideas and conceptions, so stratagem is a sleight of hand with actions. At first sight it appears as if Strategy had not improperly derived its name from stratagem; and that, with all the real and apparent changes which the whole character of War has undergone since the time of the Greeks, this term still points to its real nature. If we leave to tactics the actual delivery of the blow, the battle itself, and look upon Strategy as the art of using this means with skill, then besides the forces of the character, such as burning ambition which always presses like a spring, a strong will which hardly bends &c. &c., there seems no subjective quality so suited to guide and inspire strategic activity as stratagem. The general tendency to surprise, treated of in the foregoing chapter, points to this conclusion, for there is a degree of stratagem, be it ever so small, which lies at the foundation of every attempt to surprise. But however much we feel a desire to see the actors in War outdo each other in hidden activity, readiness, and stratagem, still we must admit that these qualities show themselves but little in history, and have rarely been able to work their way to the surface from amongst the mass of relations and circumstances. The explanation of this is obvious, and it is almost identical with the subject matter of the preceding chapter. Strategy knows no other activity than the regulating of combat with the measures which relate to it. It has no concern, like ordinary life, with transactions which consist merely of words—that is, in expressions, declarations, &c. But these, which are very inexpensive, are chiefly the means with which the wily one takes in those he practises upon. That which there is like it in War, plans and orders given merely as make-believers, false reports sent on purpose to the enemy—is usually of so little effect in the strategic field that it is only resorted to in particular cases which offer of themselves, therefore cannot be regarded as spontaneous action which emanates from the leader. But such measures as carrying out the arrangements for a battle, so far as to impose upon the enemy, require a considerable expenditure of time and power; of course, the greater the impression to be made, the greater the expenditure in these respects. And as this is usually not given for the purpose, very few demonstrations, so-called, in Strategy, effect the object for which they are designed. In fact, it is dangerous to detach large forces for any length of time merely for a trick, because there is always the risk of its being done in vain, and then these forces are wanted at the decisive point. The chief actor in War is always thoroughly sensible of this sober truth, and therefore he has no desire to play at tricks of agility. The bitter earnestness of necessity presses so fully into direct action that there is no room for that game. In a word, the pieces on the strategical chess-board want that mobility which is the element of stratagem and subtility. The conclusion which we draw, is that a correct and penetrating eye is a more necessary and more useful quality for a General than craftiness, although that also does no harm if it does not exist at the expense of necessary qualities of the heart, which is only too often the case. But the weaker the forces become which are under the command of Strategy, so much the more they become adapted for stratagem, so that to the quite feeble and little, for whom no prudence, no sagacity is any longer sufficient at the point where all art seems to forsake him, stratagem offers itself as a last resource. The more helpless his situation, the more everything presses towards one single, desperate blow, the more readily stratagem comes to the aid of his boldness. Let loose from all further calculations, freed from all concern for the future, boldness and stratagem intensify each other, and thus collect at one point an infinitesimal glimmering of hope into a single ray, which may likewise serve to kindle a flame. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Carl von Clausewitz (2006). On War. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/1946/pg1946-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

Stratagem implies a concealed intention

By a Machiavellian stratagem the primary larva

After serving as CEO of a successful software company for over 20 years, Ted has recently raised $5 million via token sales to create a user-generated content network where the members rule and are rewarded. : What’s your background, and what are you working on? Davis Baer My name is Ted O’Neill and I am currently CEO of and co-CEO of . Social Strata Narrative I started Social Strata over 20 years ago when I created a message board application called the Ultimate Bulletin Board (“UBB”). It was the most popular way for sites in the mid to late 1990s to build communities. We transitioned from a downloadable software product to a SaaS solution over the years and our current community platform is called . Social Strata is unusual in that we bootstrapped from Day One and have never taken any outside investments. Our customers include Walgreens/Boots, Pinterest, and Dun & Bradstreet. Hoop.la My other company, , which I will focus on for this article, was launched this year. Whereas Social Strata is a B2B SaaS company, Narrative is focused on building a consumer brand. With our many years building platforms for user-generated content, we wanted to create the ideal content engine, one that could be completely managed by the people using it. Narrative We’ve had front row seats to the changing way online content and communities function over the past two decades and have worked with literally thousands of companies. With Narrative, our goal is to focus 100% on the people consuming, creating, and curating content, to design a network where the members have complete autonomy, where all actions are transparent, and where the revenue generated by the network is given to the members as much as possible. We also fell in love with cryptocurrency and blockchain as agents of change — great equalizers that perfectly fit with our goal of democratizing content. And thus, we created our own cryptocurrency called NRVE (“nerve”) that will serve as the currency of Narrative. We bootstrapped the initial alpha release of Narrative, but last March we raised approximately $5 million via a token sale, and that has helped us to continue the development of the project. The Alpha only supports one component of Narrative, but a more complete beta is coming very soon. What motivated you to get started with your company? For my first company, Social Strata, the primary motivation was to improve the way people communicated online. Back in 1996, I was fascinated by the fact that I could talk on bulletin-board systems with people across the world, but the technology was very clunky. The UBB software I created made it much easier to have online conversations and also made it easy for any site to add that functionality. Narrative is the latest extension of that goal to improve communication online. This is a more ambitious project, however, because it is more about creating a true content economy. I think we all know now that online content and communities are important, but no one has yet devised a model that truly benefits the actual content community. We’ve seen top-down control over online content. My goal is to create a true meritocracy and prove that you can have a content network that is self-governed. I want content creators to be rewarded like never before, but also make sure that everyone involved is incentivized. What went into building the initial product? Because so many of us from Social Strata were involved with Narrative, the initial build process was amazingly quick. We’ve been developing enterprise-class applications for a long time so we can go from concept to reality faster than most teams. We were also able to leverage a lot of the tech from our Hoop.la project to jump-start things. We actually created our initial alpha in about 6 weeks time, which is kind of incredible when you consider that the Alpha included an balloting system, auctions with eBay-style bidding, commenting, and appeals. The interface was rudimentary, but it all worked and has remained very stable throughout the alpha period (going on six months now). How have you attracted users and grown your company? We have a team of about 15 or so now. We’ve also been pleasantly surprised with the interest in the Alpha. After all, we are a content platform but in the Alpha you cannot actually create any content. :) We have this concept called “niches” in Narrative. A niche is a unique subject that anyone can post to. It’s important that they are unique so that no two niches are alike. Each niche has an owner, who will profit from the niche, depending on the popularity of the content in the niche. The Narrative Alpha is focused only on building out these unique subjects so that by the time we launch the beta users have a large number of niches to post to. And we’ve seen amazing interest in acquiring niches. Over 600 niches have been purchased so far and over 2.5% of our token currency has been spent by users acquiring niches. That’s over 1.2 million NRVE that have been spent. And the best part for our community is that all of the currency will be disbursed through our Network Rewards pool once the Beta goes live. We’ve been focusing on social media to drive interest. There has been some paid promotion, but the majority of it has been viral. The nice thing about our model is that because our niche owners will earn revenue, they are incentivized to help get the word out about Narrative in general. The more you can turn your customers/members into advocates for your service, the better, of course. We’ve been thrilled with the response so far and we think it bodes well for when the complete platform is available. What’s your business model, and how have you grown your revenue? For Narrative, the business model is truly unique and would not have been possible prior to the advent of cryptocurrency. For our model, all incoming revenue goes into a giant pot that we call Network Rewards. Then, each month, we take the proceeds from that pot and divvy it out to our members, based on the positive contributions they make. 85% goes to the members and the remaining 15% goes to our company. Thus, we can never earn more than 15% of the total revenue generated by the network. This does a couple of things: It aligns our interests with our members. We all profit as the network succeeds and our members are incentivized even more than we are to make sure it does. It forces us (the company) to spend thoughtfully and to live within our means. We cannot milk all of the revenue from the service and that expense of our members. The thinking behind this from a corporate standpoint is something I call . Evergreen Capitalism Crypto helped solve our biggest problem. As an infant social network, we know it will take some time to build a proper audience. So, how can we support the ecosystem properly in the early years, before we have the market share to bring in substantial revenue? The answer was to have a large amount of our NRVE cryptocurrency minted after we launched, and have it minted directly into our Network Rewards pool. That way, as the NRVE tokens increase in usage, the rewards pool will have a growing value, even in the early days. With our Network Rewards model, we reward the content creators (they earn the most — 60%), niche owners, niche moderators, the elected Tribunal, voters, and all members who earn activity points. A Narrative member may have many roles in the network and can be compensated for all of them. As long as you are contributing, you can be rewarded. Contrast this with most social networks, where a giant middleman makes all of the rules, takes all of the profits, and ultimately exploits its users. What are your goals for the future? The immediate goal is to release our beta. When that happens, people can finally start posting and consuming content on our network. We are projecting a release before the end of the year. After that, we will be rolling out more features for Narrative and ultimately adding support for more languages. (The initial version will be English-only.) Each language we add will be a separate instance of Narrative, each with its own unique content, niches, members, etc. Our 2-year goal after the launch of the beta is to have 500,000 members. If we are successful, we also expect to be a Top-10 cryptocurrency one day. (Our goal is to be the first currency anyone thinks of when they think of content.) What are the biggest challenges you’ve faced and obstacles you’ve overcome? If you had to start over, what would you do differently? The biggest challenge for Narrative has been the cryptocurrency market volatility in 2018. The market has been down for most of the year, which has made it much more challenging for us to budget and plan for the future. Keep in mind that the money we raised in our token sale in March was cryptocurrency, so having to manage those funds has been much more difficult than we ever could have imagined. The other challenge we have had is marketing a project that does not exist yet. Narrative’s model is so revolutionary that we want to spread the word well before launch, but when users can only see one component of the system, it can be challenging to get them to see the big picture. We’ve focused on social media marketing, identifying users who will most likely benefit the most or those who might be disgruntled with current services. Have you found anything particularly helpful or advantageous? I think we got a little lucky with the timing our token sale. We managed to raise $5 million, but if we had waited even another month, we might not have been successful at all, due to general crypto market troubles. A pessimist might also say that had we held our token sale a few months earlier, we might have raised much more. :) We’re located in Charleston, South Carolina, not exactly known as technology hub, but we’ve actually seen it as a big advantage in many ways. It’s a lot easier to network in a smaller city, to find good people and contacts. And we’ve been pleasantly surprised by the quality of talent in Charleston. Another helpful thing, however, was having Brian Lenz, our CTO from Social Strata, move out to Charleston to join us on this endeavor. He wears two hats now, like I do, with roles in both companies, but his commitment to Narrative has been instrumental in bringing the project to life. Having a team you can trust is critical to success. Finally, having my wife, Rosemary, so involved in the project has been critical. She serves as co-CEO for Narrative and she’s a much better leader than I am. A lot of people think it is crazy to work with your spouse, but it works well for us. Having achievements we can both relish in, and completely understand, is kind of cool. What’s your advice for entrepreneurs who are just starting out? Make sure that you absolutely love what you do, or what you are trying to accomplish, because it’s a huge challenge launching a business. If you do not have unshakeable belief in your project, don’t bother. Assuming you have the passion for it, the my advice is: Be very conservative with how you spend your money (even if you get VC money) Hire only the very best people and, if you make a mistake, let them go quickly Be involved in all aspects, but let your key hires take the lead on their areas of expertise Figure out very early what your key metrics of success are and execute on those relentlessly Don’t let the naysayers bring you down, but listen to your most trusted advisors Focus on doing what’s best for your customers I’ve been a CEO for over 20 years now and I’ve had my share of ups and downs along the way. Ultimately, being a leader, and especially a CEO, can be a very lonely experience, if you let it be. No one is going to pat you on the back, no matter what you do. No one cares how much stress you are under. But on the flip side you will change lives for the better if you succeed and there is nothing more satisfying that seeing your vision brought to life. And finally, try to make time for yourself and your family. It can be especially challenging in the early days, but as you build your team, carve out that time. Where can we go to learn more? To learn more about Narrative, please visit our website at You can get on the waiting list for the alpha… and remember that the alpha is not too far away now. You can also stay up-to-date on our blog at or via Twitter at https://www.narrative.org. https://blog.narrative.network https://twitter.com/narrative_hq This interview is brought to you by , a tool to schedule and automatically repeat your posts on Facebook, Instagram, Twitter, Pinterest, LinkedIn, and Google My Business OneUp

Founder Interviews: Ted O’Neill of Social Strata and Narrative

Using the Stratification Method for the Experiment Analysis

There is no doubt that is the most successful economic system to date among all those that have existed. Thanks to capitalism, we owe all the scientific and technological advancements that have allowed humanity to live at a much higher standard of living today than a few hundred years ago. capitalism The system owes its success to a simple rule (as mentioned by Harari in " "): be selfish. A fundamental principle of modern capitalist economics is that every participant is "rational". Their sole aim is to maximize profits and minimize costs. Sellers and buyers meet in the free market, guaranteeing that the system will function optimally. For instance, if a product costs $10, but could actually be produced for $5, a market gap is created, which someone will sooner or later fill to generate profit for themselves, thus the price of the product will eventually drop to $5. Capitalism, therefore, does not need to be regulated. It is best left alone, as it will regulate itself. This is what we call the of capitalism. A simple and elegant theory, right? Sapiens invisible hand Too bad it doesn’t work… It's important to recognize that capitalism is a self-organizing optimization system that, although not perfect, functions quite well. However, it's crucial to establish the system's boundaries for this to be the case. A simple example is slave labor. Since capitalism lacks morality, its sole aim is to maximize profit and optimize the system. Therefore, if a country allows slave labor and it results in the highest profit, then according to capitalist logic, slaves should be employed. There's nothing inherently wrong with this; capitalism itself doesn't become evil by doing so. It merely selects the most optimal solution within the given constraints. Thus, we should not expect the amoral invisible hand of capitalism to abolish slavery. This task falls to us, the people. We must set the boundaries within which capitalism can operate. For instance, employing slaves must be prohibited, as it is morally unacceptable. Fortunately, slavery is now prohibited in most places, but other challenges have taken its place. Currently, one of the biggest challenges is climate change and sustainability. As long as it is much cheaper to produce goods in an unsustainable manner, capitalist logic will utilize these methods. There is nothing strange about this. Capitalism isn't evil; this is simply its logic. If we don't want to overheat, drown in waste, or face wars due to some areas becoming uninhabitable, then we must set boundaries just as we did with slavery. We must prohibit unsustainable production methods and the use of unsustainable energy sources. Perhaps in 100 years, unsustainable production will seem as barbaric to people as slavery does to us. They will ask: How could humanity have allowed all this? But accurately delineating boundaries is just one of the problems; the free market doesn't operate entirely as prescribed in theory. In the market, we might observe the system working well between two egg vendors, but the situation is far from ideal when looking at large corporations. For instance, in the tech market, instead of many competitors, we see only a few dominant ones. In the realm of social networks, Facebook prevails; in search, it's Google, and so on. Although the market is theoretically open, in reality, it's nearly impossible for any new players to emerge. The reason for this phenomenon is quite simple: the "gravity" of large companies. Once a company grows sufficiently large, it can easily absorb the competition and smaller ones. Just consider the numerous acquisitions by or . Additionally, the services themselves have their gravity. People use Facebook because their friends are there. This is the , which becomes very hard to counteract beyond a certain size. Even if a much better social network were introduced, it would be very difficult to lure people away from Facebook. And if it ever did become a significant player, Facebook could easily acquire the company. Google Facebook network effect But we can see the same trend on a smaller scale, at the individual level as well. Along with the companies, the wealth of investors also grows. The rich become richer, the poor become poorer, and the gap between the two social strata widens. If our goal as humanity is to increase happiness on a global scale (for every individual), then in its current form, capitalism has failed to achieve this goal. Of course, let's not throw the baby out with the bathwater. Capitalism isn't a bad system, but it needs bug fixes, or rather, a significant upgrade. First and foremost, we need to reevaluate the boundaries of capitalism, which can only be done on a moral basis. Just as we abolished slavery on moral grounds, we must also prohibit the use of our descendants' resources in advance on moral grounds. We have reached a point where the living conditions of future generations are at risk. Consider the cruelty of forcing our children and grandchildren to live in an uninhabitable world, which is at least as cruel as slavery, if not worse. Yet, we don't feel the weight of this issue. The second issue, the problem of inequality, can only be addressed by a massive redistribution system. Although one of the foundational ideas of capitalism is that it should not be interfered with, and the free market along with the "invisible hand" will solve everything, it appears this doesn't work in practice. Due to the "gravitational" force of capital, the rich get richer and the poor get poorer, and the situation will only get worse if artificial intelligence takes away many people's jobs. What can help with this is a massive redistribution system. But what would such a system look like? A suitable tax system can be used to collect money, but who decides who gets the money collected in this way? There is a very simple answer to this, which is essentially the typical capitalist response as well: let the market decide. Simply distribute the money equally among the people, and they will then support the actors who are important to them with their spending. Meanwhile, no participant can grow too large because of the redistribution system. The basic logic of such a system is as simple as the capitalist "be selfish" logic. It doesn't require a complex apparatus, the whole process could be automated. This is the logic behind Philp Rosedale's (creator of SecondLife) system called . On the project's website, there's a simulation that demonstrates how social inequalities grow over time in a free market, and how the process can be regulated by a simple redistribution system. This system, where people receive an income on a universal basis, is called a . The system is so simple that it could even be automated. In a digital currency system (for example, based on blockchain), it would be possible for taxes to be automatically paid from every transaction. There would be no need for separate accounting and bookkeeping systems, as the tax system would be "built into" the money itself. The distribution of the basic income would also be part of the system, occurring automatically without human intervention. Just imagine how much human resources such an automated system would free up. FairShare universal basic income Rosedale's system is ingenious. The only point where I disagree with him is in his attempt to implement this money system as a form of community currency. I believe such a system cannot function as a community currency because only those who would gain more from the basic income than they lose through taxes would find it worthwhile to connect to such a system. Without net contributors, it would not be possible to cover the basic income, leading to the system's demise. As a community currency, I could better envision " ," which is reputation-based credit money. karma money This brings us to the final important conclusion: capitalism cannot be fixed with local bug fixes. The problem is systemic and thus requires a systemic solution. Convincing people to cycle to work or to separate their waste selectively won't significantly make the economy more sustainable. There needs to be substantial regulation of industries and companies, something only states are capable of. Similarly, it's impossible to locally implement a basic income system like the one Rosedale envisioned. This can be forced only by the state, and yes, it will hurt many wealthy individuals, but at the same time, it will reduce social inequalities, make the market function better, and last but not least, increase global well-being. But if this is the case, why don't states act? To fix the bugs in capitalism, we first need to fix the bugs in democracy. In current representative democracies, the state typically represents the interests of corporations. I'm not suggesting that elections are merely an illusion, as we genuinely can choose between value systems. However, it's typical for all sides to primarily serve corporate interests, with value choices coming secondary. This could only change if there were a much greater level of political awareness among people. It's important to separate your waste selectively, but it's even more important whom you vote for in the election. Of course, we would also need representatives who primarily represent the voters (as they should by default), and it would be also important to include people to participate more directly in decision-making. For instance, there are already technologies available that could organize on important issues, allowing everyone to comfortably vote from home via the Internet. Such voting could be initiated by anyone, and the representatives would then need to act according to the voting results. If people are dissatisfied with a representative's work, they could be recalled at any time. If we could fix the bugs in our democracy, we could fix the entire economic system through it. completely secure, anonymous voting As I mentioned at the beginning of the article, capitalism is still the best among all economic systems. However, the flaws that are encoded into the system are becoming increasingly visible. If we want to avoid collapse, it is essential that we upgrade the system, and hopefully, with Capitalism 2.0, we can make it through a few more centuries.

Does Capitalism Really Work? 

পুঁজিবাদ কি সত্যিই কাজ করে?

Funktioniert der Kapitalismus wirklich?

¿Funciona realmente el capitalismo?

Le capitalisme fonctionne-t-il vraiment ?

क्या पूंजीवाद सचमुच काम करता है?

資本主義は本当に機能するのか？

자본주의는 정말 작동하는가?

O capitalismo realmente funciona?

Действительно ли капитализм работает?

Kapitalizm Gerçekten Çalışıyor mu?

Chủ nghĩa tư bản có thực sự hiệu quả?

资本主义真的有效吗？

This paper is available on arxiv under CC 4.0 license. Authors: (1) Igor Yu. Potemine, Institut de Math´ematiques, Universit´e Paul Sabatier. Table of Links Abstract and Introduction 5-dimensional Einstein Equations Nested Gogberashvili Models Harmony of Transcosmic Spheres Sequence of Event Horizons Time-amalgamated Multiverses Dark Energy and Multiversal Nurseries Black Holes as Multiverses Multi-solitonic and Gyratonic Gravitational Waves Elliptic and Spiral Galaxies Cosmological Coupling Conclusion and References 12 Conclusion It turns out that nested Gogberashvili shells represent good models for multiverses inside the Hyperverse. In this paper we have restrained the Hyperverse to its local (4 + 1)- dimensional stratum. However, similar solutions exist in all dimensions d + 1 with d > 2. In fact, we can construct an infinite tower of embedded Gogberashvili multiverses of various dimensions. An alternative approach is given by Robinson-Trautman metrics describing expanding spacetimes and spherical gravitational waves. It provides us with an intriguing idea to consider supermassive astronomical black holes as expanding (2 + 1)-dimensional multiverses (with possible higher strata too). It might give new angles of view on the black hole growth, the cosmological coupling, relativistic jets and even on the classification of galaxies. References [1] V. Rubakov and M. Shaposhnikov. Extra space-time dimensions: Towards a solution to the cosmological constant problem. Physics Letters B, 125(2-3):139–143, 1983. [2] M. Gogberashvili. Our world as an expanding shell. Europhysics Letters, 7(3):396–399, 2000. [3] I. Potemine. The amalgamated structure of the Local Multiverse. Journal of High Energy Physics, Gravitation and Cosmology, 7(4):1213–1218, 2021. [4] K. Alvi. Approximate binary-black-hole metric. Physical Review D, 61(12-15), 2000. [5] J. Podolsky, R. Svarc, and H. Maeda. All solutions of Einstein’s equations in 2+1 dimensions: Λ-vacuum, pure radiation, or gyratons. Classical and Quantum Gravity, 36, 2019. [6] I. Robinson and A. Trautman. Spherical gravitational waves. Physical Review Letters, 8(4):431–432, 1960. 7] J. Podolsky and R. Svarc. Gyratons in the Robinson–Trautman and Kundt classes. Physical Review D, 99, 2019. [8] T.X. Zhang. The principles and laws of black hole universe. Journal of Modern Physics, 9(9):1838–1865, 2018. [9] Y. Bisabr. Gravitational coupling and the cosmological constant. International Journal of Modern Physics D, 27(8), 2018. [10] K. Croker, M. Zevin, D. Farrah, K. Nishimura, and G. Tarl´e. Cosmologically coupled compact objects: A single-parameter model for LIGO–Virgo mass and redshift distributions. The Astrophysical Journal Letters, 921(2), 2021.

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