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Monthly Archives: December 2025

The Ninja Cat Manual 4

07 Sunday Dec 2025

Posted by petersironwood in cats, fiction, pets

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animals, cat, cats, dogs, fiction, life, ninja, pets, politics, truth, USA

I suspect that some of the cats might be catching onto the fact that I am decoding their manual. New paw-prints to decode have been scant lately although this could partly be due to the fact that we’ve been taking the dogs to a dog park rather than letting them track truckloads of dirt into  our house from the region “formerly known as lawn.” 

It’s long been known that the cats can open and close the wooden slat blinds. However, it was only a week ago that I discovered that Shadow, unable to continue her messages with paw-prints, was communicating by strategically slanting the slats to show patterns in the shadows and dazzles on the floor and walls. (See examples below). 

At first, I just thought that they were remarkably pleasing patterns. Then, while I was working on a crossword puzzle, it hit me. Shadow was continuing to pass her catalog of catastrophic advice on how to do in their humans. It still took a few days to understand the new communications protocols. 

Sorry for the delay, but here are my latest efforts. 

—————

Mislead with Surface Features

Humans are easily misled with visual appearances. This may well be partly due to their rudimentary senses of hearing, touch, and smell. Many of you will find this nearly impossible to believe, but some of them have attempted to mate with inanimate toys that do not move, smell, sound, or feel like humans. I am sorry to have horrified you with this recounting but I thought it necessary to show you the extent of their reliance on visual appearances. 

Furthermore, it is often not even the visual appearance of the objects themselves but the use of a label which determines their behavior. Again, the examples that follow will strain your credulity, but I swear to you these observations have been verified repeatedly. Rather than being scandalized by the level of depravity, instead, use this knowledge to your advantage in bringing about their downfall. 

Many humans believe that something as trivial as skin color or gender is a reliable guide to the mental and emotional capacities of a human being. If you are lucky enough to have such a person in your theater of operations, you can use such mental limitations to your advantage.

As an example, imagine that your humans have people with brown or tan skin in their employment as a gardener or maid or nurse. You can make your intentions known to that person. They will tell their human boss about your intentions but rather than take the threat you pose seriously and thank their employee for the heads up, they will instead berate the employee and put such a notion out of their mind. You will now have an easier time completing your mission because they will dismiss the evidence as something that came from people of a darker color and therefore is not something to attend to. 

A surprising number of humans have repeated a lie so often that they believe it even when as little as five minutes of open-minded reflection will show the silliness of the lie. For instance, it is often said that women are “too emotional” to be good leaders. It is the males, not the females of their species, who start most wars and commit most rapes. 

A Special Case: Human Language

Although language among humans is seen by them, and rightly so, as their greatest gift from the gods, instead of using it properly—which is still fraught with difficulty, they misuse that gift as much as they use it. Imagine that we cats used our sharp teeth to bite our own legs off or used our own claws to blind ourselves! Humans already confuse the label with the thing and now, the greediest among them intentionally mis-label things. For instance, humans have invented a way to make unused cat litter smell worse than cat litter which is completely saturated with urine and feces. They soak the cat litter before we use it. They soak it in chemicals that smell bad but some of them are also carcinogenic, some of them mess with the human’s hormones, and some of them destroy the cells that are used to smell with. Imagine! Their sense of smell is inherently pathetic and then, they impair what little they have. 

Humans even have special professions dedicated to misdirecting other people as effectively as possible.

At least, as effectively as is humanly possible. 

But it should give all of us a boost of confidence. If mere humans can fool another human, imagine what a feline can get away with! 

To do the best possible job of misdirection, however, we must master human language. The first and most important step in that process is for you to pay attention. Since human language is so inferior to Felinish, and because so many humans lie so profusely, it’s an easy mistake to stop learning their “language” early in kittenhood. In fact, by the time we reach teencathood, most of us stop paying attention to their language altogether, excepting of course, obvious trigger words like “dinner” or “DOWN!” 

Once you begin to pay attention and overcome the prejudice that their language is as logical as our own, you will quickly learn their simple patterns. Then, you leverage the fact that most humans will never guess that you are even listening to them, let alone that you actually comprehend human language better than they do. No cat will ever choose the menu over the meal.

Appear to be napping, cat-napping, sleeping, or snoozing. If you listen carefully, they’ll reveal all their innermost secrets to you—at least those that they themselves are aware of. As your knowledge accumulates, you will see how to use their plans against them. Remember that when most humans make plans, they assume they will come to fruition. Very few of them will have back-up plans. Even as the evidence becomes overwhelming that their plans won’t work, they will continue to act as though the original plans is still in effect. Even when they see that their “plans”—they should really be called “fantasies”— are not coming to fruition, they will spend most of their time and energy in unproductive distractions such as swearing, wailing, cursing their luck, blaming others, and—if none of that works (which of course it won’t)—they’ll turn to drugs or alcohol. Look for this behavior. It may be your best opportunity to implement some of your own plans. Best of all, if “tragedy” should strike, you’ll be unlikely to be blamed. 

——————

Author Page on Amazon

The Myths of the Veritas: The First Ring of Empathy

The Ninja Cat Manual 

The Ninja Cat Manual 2

The Ninja Cat Manual 3

A Cat’s a Cat & That’s That

Hai-Cat-Ku

A Suddenly Springing Something

Try the Truth

Come Back to the Light Side

Life Will Find a Way

Wednesday

The Truth Train 

The Invisibility Cloak of Habit

Occam’s Chain Saw Massacre

Labelism

Reframing the Problem: Paperwork & Working Paper

04 Thursday Dec 2025

Posted by petersironwood in AI, creativity, design rationale, HCI, management, psychology, Uncategorized, user experience

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AI, ethics, leadership, life, philosophy, politics, problem finding, problem formulation, problem framing, problem solving, thinking, truth

Photo by Pixabay on Pexels.com

Reframing the Problem: Paperwork & Working Paper



This is the second in a series about the importance of correctly framing a problem. Generally, at least in formal American education, the teacher gives you a problem. Not only that, if you are in Algebra class, you know the answer will be an answer based in Algebra. If you are in art class, you’re expected to paint a picture. If you painted a picture in Algebra class, or wrote down a formula in Art Class, they would send you to the principal for punishment. But in real life, how a problem is presented may actually be far from the most elegant solution to the real problem.

Doing a google search on “problem solving” just now yielded 208 million results. Entering “problem framing” only had 182 thousand. A thousand times as much emphasis on problem solving as there was on problem framing. [Update: I redid the search today, a little over three years later. On 3/6/2024, I got 542M hits on “problem solving” and 218K hits on “problem framing” — increases in both but the ratio is even worse than it was in 2021] [Second update: I did the search today, Dec. 4th, 2025, and the information was not given–but that’s the subject of a different post].

Let’s think about that ratio of 542 million to 218 thousand for a moment. Roughly, that’s 2000 to 1. If you have wrongly framed the problem, you not only will not have solved the real problem; what’s worse, you will have often convinced yourself and others that you have solved the problem. This will make it much more difficult to recognize and solve the real problem even for a solitary thinker. And to make a political change required to redirect hundreds or thousands will be incalculably more difficult. 

All of that brings us to today’s story. For about a decade, I worked as executive director of an AI lab for a company in the computers & communication industry. At one point, in the late 1980’s, all employees were all supposed to sign some new paperwork. An office manager called from a building several miles away asking me to have my admin work with his admin to sign up a schedule for all 45 people in my AI lab to go over to his office and sign this paperwork as soon as possible. That would be a mildly interesting logistics problem, and I might even be tempted to step in and help solve it. More likely, if I tried to solve it, some much brighter & more competent colleague would have done it much faster. 

Photo by Charlie Solorzano on Pexels.com

But why?

Why would I ask each of 45 people to interrupt their work; walk to their cars; drive in traffic; park in a new location; find this guy’s office; walk up there; sign some paper; walk out; find their car; drive back; park again; walk back to their office and try to remember where the heck they were? Instead, I told him that wasn’t happening but he’d be welcome to come over here and have people sign the paperwork. 

You could make an argument that that was 4500% improvement in productivity, but I think that understates the case. The administrator’s work, at least in this regard, was to get this paperwork signed. He didn’t need to do mental calculations to tie these signings together. On the other hand, a lot of the work that the AI folks did was hard mental work. That means that interrupting them would be much more destructive than it would to interrupt the administrator in his watching someone sign their name. Even that understates the case because many of the people in AI worked collaboratively and (perhaps you remember those days) people were working face to face. Software tools to coordinate work were not as sophisticated as they are now. Often, having one team member disappear for a half hour would not only impact their own work, it would impact the work of everyone on the team. 

Quantitatively comparing apples and oranges is always tricky. Of course, I am also biased because my colleagues are people I greatly admire. Nonetheless, it seems obvious that the way the problem was presented was a non-optimal “framing.” It may or may not have been presented that way because of a purely selfish standpoint; that is, wanting to do what’s most convenient for oneself rather than what’s best for the company as a whole. I suspect that it was more likely just the first idea that occurred to him. But in your own life, beware. Sometimes, you will mis-frame a problem because of “natural causes.” But sometimes, people may intentionally hand you a bad framing because they view it as being in their interest to lead you to solve the wrong problem. 

Politics, of course, takes us into another realm entirely. People with political power may pretend to solve one problem while they are really following a completely different agenda. One could imagine, for instance, a head of state claiming to pursue a war for his people when he’s really doing it to keep in power. Or, they could claim they are making cities safe by deploying troops when they are really interested in suppressing the vote in areas that can see through his cons. Or, a would-be dictator could claim they are spending your tax dollars to make government more efficient when that has nothing to do with what they are *actually* doing–which is to collect data on citizens and make the government ineffective in order to have people lose confidence in government and instead invest in private solutions.

Even when people’s motivations are noble or at least clear, it is still quite easy to frame a problem wrongly because of surface features. It may look like a problem that requires calculus, but it is a problem that actually requires psychology or it may look like a problem that requires public relations expertise but what is actually required is ethical leadership.

Photo by Nikolay Ivanov on Pexels.com

——————————————————

Author Page on Amazon

Tools of Thought

A Pattern Language for Collaboration and Cooperation

The Myths of the Veritas: The First Ring of Empathy

Essays on America: Wednesday

Essays on America: The Stopping Rule

Essays on America: The Update Problem

My Cousin Bobby

Facegook

The Ailing King of Agitate

Dog Trainers

The Doorbell’s Ringing! Can you get it?

02 Tuesday Dec 2025

Posted by petersironwood in creativity, design rationale, psychology, story, Uncategorized, user experience

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Tags

books, problem finding, problem formulation, problem framing, problem solving, story, thinking

Photo by Little Visuals on Pexels.com

After a long day’s work, I arrived home to a distraught wife. Not, “Hi, sweetheart” but “This doorbell is driving me crazy!” 

Me: “What doorbell? What are you talking about?” 

People differ in how they perceive the world around them. In my case, for instance, I’m very easily distracted by movement in my visual field. Noise can be annoying, but it rarely rises to that level. For instance, when TV commercials come on, I simply “tune them out” and instead tune in to my own thoughts. My high frequency hearing isn’t too great either. So, at first, I didn’t understand what my wife was referring to. 

Beep. 

Photo by Luisa Fernanda Bayona on Pexels.com

“That! That doorbell beep!” 

Ah, now I understood. And, there it went again. Once I knew what to listen for, I had to agree it was annoying though much more annoying to my wife because she’s more tuned in to sound than I am and her ability to hear high frequencies is also better.

She then upped the ante. “I have to leave. I can’t stand it! You have to make it stop!” 

I looked at the wall between our entryway and the kitchen. That’s where the doorbell ringer was. I unscrewed a couple of screws and removed the housing. Inside was the actual doorbell and three wires. A quick snip should at least stop the noise until we figured out a more permanent fix. I sighed. I suspected we would have to buy a new doorbell. Then, I laughed a bit as the Hollywood scenes from a hundred movies flashed before my eyes:

The Hero finds the bomb, with its conveniently placed timer, but it’s counting down 30 seconds, 29, 28. He has to cut to cut a wire! But which one!?

The consequences of my error would not be so great. Still…So, I cut the black wire.

Photo by Pixabay on Pexels.com



BEEP! BEEP! 

OK. I cut the red wire.

BEEP! BEEP! 

OK. I cut the green wire, the last wire. I was having trouble understanding why it would be necessary to cut all three wires. But whatever. I had now cut all three wires.

BEEP! BEEP!

??

Electrical circuits don’t work by magic. How can the doorbell be beeping when it has no power? 

It can’t. 

Photo by Pixabay on Pexels.com

It wasn’t the doorbell at all.



Months earlier, my wife & I had attended a Dave Pelz “Short School” for putting, chipping, and sand shots. At that course, we received a small electronic metronome — about the size of a credit card. The metronome was to be used to help make sure you had a consistent rhythm on your putting stroke. Since the course, the metronome had sat atop our upright piano. Apparently, one of the cats had turned it on and then slapped it onto the floor behind the piano. The sounding board both amplified the sound and made it harder to localize. Eventually, we tracked it down, fished out the metronome from behind the piano and clicked it off. Problem solved. 

Except for the non-functional doorbell. 

I had initially “solved” the wrong problem. I had solved the problem of the mis-firing doorbell by cutting all the wires. That was not the problem. I had jumped on to my wife’s formulation and framing of the problem. There are plenty of times in my life when I had solved the wrong problem without any help from someone else. This isn’t a story about assigning blame. It’s a story about the importance of correctly solving the right problem. 

Photo by Karolina Grabowska on Pexels.com


It is very easy to get led into solving the “wrong” problem. 

In the days ahead, I will relate a few more examples. 

———————————————

What about the Butter Dish? 

Index to “Thinking tools” 

Author Page on Amazon

Wednesdays

Labelism

The Update Problem

The Invisibility Cloak of Habit

Where does your loyalty lie?

The stopping rule

Business Process Re-engineering

Measure for Measure

01 Monday Dec 2025

Posted by petersironwood in AI, essay, psychology, science, Uncategorized

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Tags

art, context, decision making, Democracy, framing, HCI, photography, politics, problem formulation, problem framing, problem solving, technology, thinking, Travel, truth, USA, UX

(More or Less is only More or Less, More or Less)

Confusing. I know. Let’s unpack. 

We like to measure things. And, generally, that can be a very good thing. Once we measure and quantify, we can bring to bear the world’s most incredible toolbox of mathematical, engineering, and scientific methods. However…

Photo by Karolina Grabowska on Pexels.com

It often happens that we can’t really measure what we’d like to measure so instead we measure something that we can measure which we imagine to be a close cousin to what we’d really like to measure. That’s still not a bad thing. But it’s risky. And it becomes a lot more risky if we forget that we are measuring a close cousin at best. Sometimes, it’s actually a distant cousin. 

Here’s an example. Suppose a company is interested in the efficient handling of customer service calls (who isn’t?). A typical measure is the average time per call. So, a company might be tempted to reward their Customer Service employees based on having a short average time per call. The result would be that the customer would get back to whatever they were doing more quickly. AND — they wouldn’t have to be on hold in the service queue so long because each call would be handled, on average, more quickly. Good for the customer. The customer service reps would be saving money for the company by answering questions quickly. Some of the money saved will (hopefully) mean raises for the customer service reps. It’s a win/win/win! 

Or is it? 

Imagine this not unlikely scenario:

The managers of the CSR’s (customer service reps) say that there’s a big push from higher management to make calls go more quickly. They may hint that if the average service time goes down enough, everyone will get a raise. Or, they might set much more specific targets to shoot for. 

In either case, the CSR’s are motivated to handle calls more quickly. But how? One way might be for them to learn a whole lot more. They might exchange stories among themselves and perhaps they will participate in designing a system to help them find relevant information more quickly. It might really turn out to be a win/win/win.

On the other hand, one can also imagine that the CSR’s instead simply get rid of “pesky” users as quickly as possible.



“Reboot and call back if that doesn’t work.” 

“Sounds like an Internet issue. Check your router.” 

“That’s an uncovered item.” 

“What’s your account number? Don’t have it? Find it & call back.” 

With answers like this, the average time to handle a call will certainly go down!

But it won’t result in a win/win/win!

Users will have to call back 2, 3, 4 or even more times to get their issues adequately resolved. This will glut the hold queues more than if they had had their question answered properly in the first place. Endlessly alternating between raspy music and a message re-assuring the customer that their call is important to company XYZ, will not endear XYZ’s customers to XYZ.

Ultimately, the CSR’s themselves will likely suffer a drop in morale if they begin to view their “job” to get off the phone as quickly as possible rather than to be as helpful as possible. Likely too, sales will begin to decline. As word gets around that the XYZ company has lousy customer service and comparative reviews amplify this effect, sales will decline even more precipitously. 

Photo by Denniz Futalan on Pexels.com

There are two approaches executives often take in such a situation. 

Some executives (such as Mister Empathy) may be led to believe that quantification should be less emphasized and the important thing is to set the right tone for the CSR’s; to have them really care about their customers. Often, the approach is combined with better training. This can be a good approach.

Some executives (such as Mister Measure) may be led to believe that they need to do more quantification. In addition to average work time, measures will look at the percentage of users whose problem is solved the first time. Ratings of how effective the CSR was will be taken. Some users might even be called for in-depth interviews about their experience.  This can also be a good approach. 

There is no law against doing both, or trying each approach at different times or different places in order to learn which works better. 

There is a third approach however, which never has good results. That is the approach of Mister Misdirect.

Original drawing by Pierce Morgan



Mister Misdirect’s approach is to deny that there is an issue. Mister Misdirect doesn’t improve training. Mister Misdirect doesn’t put people in a better frame of mind. Mister Misdirect does not add additional measures. Mister Misdirect simply demands that CSR’s continue to drive down the average call time of individual calls and that sales go up! In extreme cases, Mister Misdirect may even fudge the numbers and make it appear that things are much better than they really are. Oh, yes. I have seen this with my own eyes. 

Unfortunately, this way of handling things often makes Mister Misdirect an addict. Once an executive starts down the path of making things worse and denying that they did so, they are easily ensnared in a trap. Initially, they only had to take responsibility for instituting, say an incomplete measure and failed to anticipate the possible consequences. But now, having lied about it, they would have to not only admit that they caused a problem, but also that they lied about it.

The next day, when executive wakes up, they have a choice: 


1. Own up 


OR

2. Continue to deny

If they own up, the consequences will be immediately painful.
If they continue to deny, they will immediately feel relieved. Of course, if they have surrounded themselves with lackeys, they will feel more than simply relieved; they will feel vindicated or even proud. It’s not a “real pride” of course. But it’s some distant relative, I suppose. 

For a developer, UX person — or really any worker in an organization, the lesson from this is to anticipate such situations before they happen. If they happen anyway, try to call attention to the situation as quickly as possible. Yes, it may mean you lose favor with the boss. If that is so, then, you really might want to think about getting a new boss. Mister Misdirect will always ultimately fail and when he does, he will drag down a work team, a group, a division, or even an entire company. Mister Misdirect has one and only one framework for solving problems:

Try whatever pops into consciousness. 

If it works, take the credit. 

If it fails, blame an underling. 

But the real fun begins when he takes credit for something and then it turns out it was really a failure. Then, there is only one choice for Mister Misdirect and that is to claim that the false victory was real. From there on, it is Lose/Lose/Lose.

—————————————————-

  
Author Page on Amazon

————————————

Relevant essays, poems, & fiction about the importance of speaking truth to power:

Pattern Language: “Reality Check”

The Truth Train 

The Pandemic Anti-Academic

How The Nightingale Learned to Sing

Process Re-Engineering Comes to Baseball

——————————————————-

Posts on Problem Framing:

How to Frame Your Own Hamster Wheel

Wordless Perfection

Problem Formulation: Who Knows What?

I Went in Seeking Clarity

I Say Hello

Problem Framing: Good Point

Reframing the Problem: Paperwork & Working Paper

The Doorbell’s Ringing! Can you Get it?

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