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Domain > 3lancea.nl
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More information on this domain is in
AlienVault OTX
Is this malicious?
Yes
No
DNS Resolutions
Date
IP Address
2019-01-22
54.229.203.150
(
ClassC
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2024-12-27
76.76.21.21
(
ClassC
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Port 443
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Developed by ISACA (Information Systems Audit and Control Association), it provides a comprehensive approach to IT governance and management. The COBIT 2019 framework includes principles, models, and best practices that are designed to help organizations ensure that their IT systems are effective, efficient, and in alignment with their business objectives.},created_time:1701610045064,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},2a245add-05b5-4286-bffc-ee2a79e59d0d:{value:{id:2a245add-05b5-4286-bffc-ee2a79e59d0d,version:2,type:text,properties:{title:Key Elements of COBIT 2019:},created_time:1701610045065,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},c4c0476f-3a27-431b-9acf-21686d934aba:{value:{id:c4c0476f-3a27-431b-9acf-21686d934aba,version:2,type:numbered_list,properties:{title:Framework Principles:,b, COBIT 2019 is built on six key principles:},content:44422971-44be-41a3-924c-ed6bd096247f,250c4f91-eee9-4c0d-a8c6-da156607df1e,2af6634d-2408-4793-80a8-031c741d5803,2b552db5-276b-4ec2-a6b1-4183e36e719a,47b1aa70-e75c-4060-aa5f-56fd67ef36d3,d3d2951b-de25-43cb-a684-8391c24136de,created_time:1701610045068,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},ccef9487-ae88-4313-901e-75db07316477:{value:{id:ccef9487-ae88-4313-901e-75db07316477,version:2,type:numbered_list,properties:{title:Components:,b, COBIT 2019 includes various components that help in the implementation and maintenance of the framework:},content:ea2bbc00-bfbb-4ac3-987d-f03b928bb9a9,42fd0b29-f3d2-4141-bc05-1395f8990d63,b665ed1c-b8b1-4be9-bd70-a7aea443ea10,22b7d5fb-cb66-4773-a883-4d119987ce4b,created_time:1701610045069,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},8986d67b-e250-4de4-a11c-6b177e549960:{value:{id:8986d67b-e250-4de4-a11c-6b177e549960,version:2,type:numbered_list,properties:{title:Focus Areas:,b, These are specific domains or issues that organizations might particularly focus on, such as risk management, information security, or regulatory compliance.},created_time:1701610045069,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},4c1e6fe5-d2cb-4ffd-af39-4651f0a1957d:{value:{id:4c1e6fe5-d2cb-4ffd-af39-4651f0a1957d,version:2,type:numbered_list,properties:{title:Design Factors:,b, These are contextual elements that influence how the COBIT framework should be tailored to an organizations specific needs. They include factors like enterprise strategy, risk appetite, and technological environment.},created_time:1701610045069,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},a8e2c6db-5719-45bb-a8e3-9b411e381324:{value:{id:a8e2c6db-5719-45bb-a8e3-9b411e381324,version:2,type:numbered_list,properties:{title:Governance and Management Objectives:,b, COBIT 2019 defines a set of 40 governance and management objectives across five domains: Evaluate, Direct and Monitor (EDM); Align, Plan, and Organize (APO); Build, Acquire, and Implement (BAI); Deliver, Service, and Support (DSS); and Monitor, Evaluate, and Assess (MEA). Each objective has a set of components including processes, policies, and key performance indicators.},created_time:1701610045069,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},76566d9c-70d1-4780-ad1c-a566cf0d1a59:{value:{id:76566d9c-70d1-4780-ad1c-a566cf0d1a59,version:2,type:numbered_list,properties:{title:Performance Management:,b, COBIT 2019 includes a model for assessing the maturity and performance of IT processes and capabilities.},created_time:1701610045070,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},8162a708-0a33-44c4-a981-b59c8291cfb4:{value:{id:8162a708-0a33-44c4-a981-b59c8291cfb4,version:2,type:numbered_list,properties:{title:Guidance for Implementation:,b, The framework provides guidance on how to implement and adapt COBIT in an organization, including steps for its customization and integration with other standards and frameworks.},created_time:1701610045070,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},4ba58ed1-c0d8-4d9c-ae4d-712a36a5fd75:{value:{id:4ba58ed1-c0d8-4d9c-ae4d-712a36a5fd75,version:2,type:text,properties:{title:In summary, COBIT 2019 offers a structured, flexible, and comprehensive approach to IT governance and management, aiming to align IT activities with overall business goals, manage IT-related risks, and ensure compliance with relevant laws and regulations. It is particularly useful for IT professionals, auditors, and managers responsible for IT governance.},created_time:1701610045071,last_edited_time:1701610045084,parent_id:ee801d78-b935-41b7-b7e3-f12608e9382e,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},8ed41de8-54ef-4acc-83b8-5da8ab0d79e3:{value:{id:8ed41de8-54ef-4acc-83b8-5da8ab0d79e3,version:4,type:column_list,content:73239370-006e-4ab3-a23f-0e0f2e680656,647649c6-cd6f-4c9a-ba13-0e9929b2185e,created_time:1676016775175,last_edited_time:1676016775175,parent_id:078586c0-27fe-4f4e-b6e3-3c8811ed58ed,parent_table:block,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},20087aa1-89ca-47d9-9fb7-c45cd36218eb:{value:{id:20087aa1-89ca-47d9-9fb7-c45cd36218eb,version:20,type:text,properties:{title:Overall, IT Governance is an important framework that can provide organisations with numerous benefits. 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The concept was popularized by Garrett Hardin in his 1968 paper but has roots in earlier philosophical discussions.\nKey Aspects of the Tragedy of the Commons:\n1. ,Shared Resources:,b, The \commons\ refers to a shared resource system, such as pastures, fishing grounds, air, water, or the atmosphere. These resources are accessible to all members of a community.\n2. ,Overuse and Depletion:,b, When individuals use the resource according to their own self-interest, without regulation, the resource can become overused and depleted. Each user benefits individually from their usage, but the cost of overuse is shared among all users.\n3. ,Examples:,b,\n- ,Overfishing:,b, Individual fishermen might have an incentive to catch as many fish as possible, leading to depletion of fish stocks.\n- ,Air Pollution:,b, Each factory benefits from emitting pollutants, but the air quality worsens for everyone.\n4. ,The Problem of Incentives:,b, The Tragedy of the Commons arises because the benefits of exploitation are individual, while the costs are shared. This creates a situation where rational, self-interested actions lead to a collectively irrational outcome.\n5. ,Solutions:,b,\n- ,Regulation:,b, Implementing rules that limit the use of the resource, such as fishing quotas or pollution limits.\n- ,Privatization:,b, Assigning property rights to individuals or groups, giving them an incentive to manage the resource sustainably.\n- ,Community Management:,b, Communities develop systems for managing the resource collectively, with agreed-upon rules and practices.\n6. ,Criticism and Debate:,b, Some critics argue that the concept oversimplifies complex social-ecological systems and ignores the potential for cooperative behavior. Others have noted examples where communities successfully manage commons without tragedy, as described in Elinor Ostroms work on governing the commons.\n7. ,Relevance in Contemporary Issues:,b, The Tragedy of the Commons is highly relevant in global challenges such as climate change, where the atmosphere is a common resource being overused by greenhouse gas emissions.\nIn summary, the Tragedy of the Commons highlights a dilemma arising from the conflict between individual interests and the collective good in the management of shared resources. It underscores the need for effective management strategies to balance individual use with the sustainability of the resource for the benefit of all.,hVHQ:System,title:Tragedy of the Commons},format:{page_icon:/icons/thumbs-down_blue.svg},created_time:1670598780000,last_edited_time:1701210557293,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},6420a2e5-487f-418e-b60a-2bfaa2ce4937:{value:{id:6420a2e5-487f-418e-b60a-2bfaa2ce4937,version:32,type:page,properties:{\u003eXyD:Preferential attachment is a concept often used in network theory, which helps explain how networks grow and evolve over time. Its a principle that suggests that the more connected a node is, the more likely it is to receive new links. This concept is widely known for explaining the formation of networks where some nodes (or individuals, in social networks) acquire more connections than others, leading to a \rich-get-richer\ phenomenon.\nKey Aspects of Preferential Attachment:\n1. ,Growth and Connectivity:,b, In a growing network, new nodes are more likely to attach themselves to existing nodes that already have a large number of connections. For example, in social networks, popular individuals or pages are more likely to gain new followers.\n2. ,Power Law Distribution:,b, Networks formed by preferential attachment often exhibit a power-law distribution in their connectivity. This means a small number of nodes have a very high number of connections, while a large number of nodes have relatively few connections.\n3. ,The \Rich-Get-Richer\ Effect:,b, This principle is also known as the Matthew effect in sociology. It indicates that the advantage of having many connections increases the likelihood of gaining even more, leading to a cumulative advantage.\n4. ,Applications in Various Fields:,b,\n- **Social Networks,hVHQ:System,title:Preferential Attachment},format:{page_icon:/icons/attachment_blue.svg},created_time:1670598540000,last_edited_time:1701210619854,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},6e82dcae-f29d-4f7e-b5d4-d5233f4a0c6c:{value:{id:6e82dcae-f29d-4f7e-b5d4-d5233f4a0c6c,version:113,type:page,properties:{\u003eXyD:A map ,is not,i, the territory it represents, but, if correct, it has a ,similar structure,i, to the territory, which accounts for its usefulness.— Alfred Korzybski, ,Science and Sanity,i,, p. 58,hVHQ:General ,mQB:https://en.wikipedia.org/wiki/Map%E2%80%93territory_relation,a,https://en.wikipedia.org/wiki/Map%E2%80%93territory_relation,title:The Map is not the Territory},content:7c3b7938-2ea5-44b2-9d3e-a0435853658b,8f2061f1-6929-4696-9828-a6f67b6c2c3b,80519445-39a2-456d-9688-c87ac5513a9b,15af4348-0d0b-4335-9850-bed9df7de2a7,format:{page_font:mono,page_icon:/icons/map_blue.svg},created_time:1670594963536,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},8f23dc5d-bf51-4f03-aa6b-a0df1ef0620e:{value:{id:8f23dc5d-bf51-4f03-aa6b-a0df1ef0620e,version:43,type:page,properties:{\u003eXyD:In every systematic inquiry (methodos) where there are first principles, or causes, or elements, knowledge and science result from acquiring knowledge of these; for we think we know something just in case we acquire knowledge of the primary causes, the primary first principles, all the way to the elements,hVHQ:General ,mQB:https://fs.blog/first-principles/,a,https://fs.blog/first-principles/,title:First Principles Thinking},format:{page_icon:/icons/thought_red.svg},created_time:1670594963536,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},94545eee-6562-4fd2-95f9-0306b60f9144:{value:{id:94545eee-6562-4fd2-95f9-0306b60f9144,version:28,type:page,properties:{\u003eXyD:Hanlon’s Razor teaches us not to assume the worst intention in the \nactions of others. Understanding Hanlon’s Razor helps us see the world \nin a more positive light, stop negative assumptions, and improve \nrelationships.,i,hVHQ:General ,mQB:https://fs.blog/mental-model-hanlons-razor/,a,https://fs.blog/mental-model-hanlons-razor/,title:Hanlon’s Razor},format:{page_icon:/icons/knife_red.svg},created_time:1670598240000,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},a267d242-a92b-4eaf-865b-1160700a6a7f:{value:{id:a267d242-a92b-4eaf-865b-1160700a6a7f,version:27,type:page,properties:{\u003eXyD:It is generally understood in the sense that with competing theories or explanations, the simpler one, for example a model with fewer parameters, is to be preferred.,hVHQ:General ,mQB:https://en.wikipedia.org/wiki/Occam%27s_razor,a,https://en.wikipedia.org/wiki/Occam%27s_razor,title:Occam’s Razor},format:{page_icon:/icons/knife_green.svg},created_time:1670598060000,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},a965f1d9-b236-484c-b6c6-4a3974db1436:{value:{id:a965f1d9-b236-484c-b6c6-4a3974db1436,version:22,type:page,properties:{hVHQ:System,title:Chaos Dynamics},format:{page_icon:/icons/code-scan_green.svg},created_time:1670598540000,last_edited_time:1670689980000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},b6b8fc07-d8ec-47d3-8597-2aa230201171:{value:{id:b6b8fc07-d8ec-47d3-8597-2aa230201171,version:22,type:page,properties:{hVHQ:System,title:Feedback Loops},format:{page_icon:/icons/looped-square_red.svg},created_time:1670598480000,last_edited_time:1670689920000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},c0881099-ab60-4611-bca1-22568bab25e7:{value:{id:c0881099-ab60-4611-bca1-22568bab25e7,version:33,type:page,properties:{\u003eXyD:What an investor needs is the ability to correctly evaluate selected businesses. Note that word ‘selected’: You don’t have to be an expert on every company, or even many. You only have to be able to evaluate companies within your circle of competence.,hVHQ:General ,mQB:https://en.wikipedia.org/wiki/Circle_of_competence,a,https://en.wikipedia.org/wiki/Circle_of_competence,title:Circle of Competence},format:{page_icon:/icons/checkmark_green.svg},created_time:1670594963536,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},cb6d28c5-1f25-4dd9-92b7-68f94a1dc2f8:{value:{id:cb6d28c5-1f25-4dd9-92b7-68f94a1dc2f8,version:31,type:page,properties:{\u003eXyD:Perhaps the key experiment in the history of modern science is ,Galileo,a,https://en.wikipedia.org/wiki/Galileo_Galilei,s demonstration that falling objects must fall at the same rate regardless of their masses. This is widely thought,6,a,https://en.wikipedia.org/wiki/Thought_experiment#cite_note-7,\n to have been a straightforward physical demonstration, involving \nclimbing up the Leaning Tower of Pisa and dropping two heavyweights off \nit, whereas in fact, it was a logical demonstration, using the thought \nexperiment technique. The experiment is described by Galileo in ,Discorsi e dimostrazioni matematiche,i,a,https://en.wikipedia.org/wiki/Two_New_Sciences, (1638) (literally, Mathematical Discourses and Demonstrations) thus:\n,Salviati,i,. If then we take \ntwo bodies whose natural speeds are different, it is clear that on \nuniting the two, the more rapid one will be partly retarded by the \nslower, and the slower will be somewhat hastened by the swifter. Do you \nnot agree with me in this opinion?\n\n,Simplicio,i,. You are unquestionably right.\n\n,Salviati,i,. But if this is true, and if a large stone moves with\n a speed of, say, eight while a smaller moves with a speed of four, then\n when they are united, the system will move with a speed less than \neight; but the two stones when tied together make a stone larger than \nthat which before moved with a speed of eight. Hence the heavier body \nmoves with less speed than the lighter; an effect which is contrary to \nyour supposition. Thus you see how, from your assumption that the \nheavier body moves more rapidly than the lighter one, I infer that the \nheavier body moves more slowly.,7,a,https://en.wikipedia.org/wiki/Thought_experiment#cite_note-8,\nAlthough the extract does not convey the elegance and power of the \ndemonstration terribly well, it is clear that it is a thought \nexperiment, rather than a practical one. Strange then, as Cohen says, \nthat philosophers and scientists alike refuse to acknowledge either \nGalileo in particular or the thought experiment technique in general for\n its pivotal role in both science and philosophy. (The exception proves \nthe rule – the iconoclastic philosopher of science, ,Paul Feyerabend,a,https://en.wikipedia.org/wiki/Paul_Feyerabend,, has also observed this methodological prejudice.,8,a,https://en.wikipedia.org/wiki/Thought_experiment#cite_note-9,) Instead, many philosophers prefer to consider Thought Experiments to be merely the use of a hypothetical ,scenario,a,https://en.wikipedia.org/wiki/Scenario, to help understand the way things are.,hVHQ:General ,mQB:https://en.wikipedia.org/wiki/Thought_experiment,a,https://en.wikipedia.org/wiki/Thought_experiment,title:Thought Experiment},format:{page_icon:/icons/brain_blue.svg},created_time:1670596560000,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},dd5b6ecf-20f0-4299-8e52-339017cf640b:{value:{id:dd5b6ecf-20f0-4299-8e52-339017cf640b,version:24,type:page,properties:{hVHQ:System,title:Pareto Principle},format:{page_icon:/icons/parking_blue.svg},created_time:1670598480000,last_edited_time:1670689860000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},e0a8d529-8b4d-40ee-aac0-4a244cc07d76:{value:{id:e0a8d529-8b4d-40ee-aac0-4a244cc07d76,version:36,type:page,properties:{\u003eXyD:“Failing to consider second- and \nthird-order consequences is the cause of a lot of painfully bad \ndecisions, and it is especially deadly when the first inferior option \nconfirms your own biases. Never seize on the first available option, no \nmatter how good it seems, before you’ve asked questions and explored.”—Ray Dalio,hVHQ:General ,mQB:https://fs.blog/second-order-thinking/,a,https://fs.blog/second-order-thinking/,title:Second Order Thinking},format:{page_icon:/icons/die2_green.svg},created_time:1670596740000,last_edited_time:1670598420000,parent_id:f9f006f6-f065-46bd-aab1-a23162b23aea,parent_table:collection,alive:true,created_by_table:notion_user,created_by_id:53c473b1-7954-4908-8a92-f174e9525a88,last_edited_by_table:notion_user,last_edited_by_id:53c473b1-7954-4908-8a92-f174e9525a88,space_id:b29ae3dc-120d-431a-bdb8-3d8bb1e510ae},role:reader},ebc672d6-9556-4fea-89d3-9c4e6219ebed:{value:{id:ebc672d6-9556-4fea-89d3-9c4e6219ebed,version:28,type:page,properties:{\u003eXyD:Inversion is the idea that to solve a problem sometimes you can find the solution easier if you think about how ,not ,i,to solve the problem.,hVHQ:General 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