S
Poenget hans er vel at det, i motsetning til hva som er vanlig å lære, faktisk ikke er hvordan pi er definert.Har ikke lest hele ennå, men reagerte litt på at han skriver at Leibnitz-formelen (1-1/3+1/5 osv) og Eulers formel ikke har med sirkler å gjøre. Leibniz rekke hadde alt med sirkelen å gjøre (mer om det her) og Eulers formel har også utgangspunkt i sirkelen. Én radian er definert som vinkelen hvor buelengden er lik radiusen, og da blir det nødvendigvis 2*pi radianer rundt en sirkel siden det er forholdet mellom omkretsen og radien.
Som MOD for en side som ikke er veldig glad i Erna og hennes politikk ville jeg ha slettet dette bildet, umiddelbart!
Det er da ingenting i veien med litt (eller mye) onani!^Matematikkonani?
Dette er jo ett av mange eksempler på hvorfor matematikk er den vakreste av alle vitenskaper.Joda, men den periodisiteten kommer jo fra bevegelsen rundt enhetssirkelen, som periodisiteten til sinus og cosinus gjør.
Jeg har ikke heeelt koll på hvordan sirkelen intuitivt relaterer til e, eller altså det unike tallet som gir f'=f eller proporsjonalitetskonstant 1. Hvis du rekkeutvikler e^(i*x) så får du sin(x)+i*cos(x) som gir den sirkulære bevegelsen i det komplekse planet. Og hvis vi beveger oss med konstant fart rundt i en sirkel, så vil akselerasjonen inn mot sentrum av sirkelen være konstant, med andre ord er både fart og akselerasjon konstant selv om akselerasjon er den deriverte av hastighet. Og det kommer jo av at cos'(x) = -sin(x) og sin'(x) = cos(x), så mengdemessig er det uendret, å derivere er bare å flytte funksjonen langs x-aksen. Så det er helt klart en sammenheng mellom sirkler og proporsjonalitetskonstant 1, og dermed mellom pi og e, uten at jeg helt vet hva den er sånn fysisk/håndgripelig sett.
Akkurat på slike ting ser det ut at me har det litt annleis her på vestandet ja. Var i fyrstegongsteneste på Setermoen då eg skulle ein tur med lastebilen til Bjerkvik for å henta ein heater. Fekk beskjed om å vera forsiktig på veg ned til Bjerkvik fordi vegen var smal. Den smale vegen fann eg aldriEn av de tingene jeg la merke til når jeg flyttet fra Vestlandet til Østlandet var hvor lite skarp en sving måtte være for å bli merket som "skarp sving"
https://www.hifisentralen.no/forumet/off-topic-hja-rnet/89244-irritasjonstra-den-10.html#post3027621Interessant lesing. Så kan man lure på hva denne regjeringen holder og har holdt på med, i forhold til den antiprovokasjonslinjen som har vært etablert praksis siden krigen
https://www.theatlantic.com/ideas/archive/2020/02/how-mckinsey-destroyed-middle-class/605878/In the middle of the last century, management saturated American corporations. Every worker, from the CEO down to production personnel, served partly as a manager, participating in planning and coordination along an unbroken continuum in which each job closely resembled its nearest neighbor. Elaborately layered middle managers—or “organization men”—coordinated production among long-term employees. In turn, companies taught workers the skills they needed to rise up the ranks. At IBM, for example, a 40-year worker might spend more than four years, or 10 percent, of his work life in fully paid, IBM-provided training.
Mid-century labor unions (which represented a third of the private-sector workforce), organized the lower rungs of a company’s hierarchy into an additional control center—as part of what the United States Supreme Court, writing in 1960, called “industrial self-government”—and in this way also contributed to the management function. Even production workers became, on account of lifetime employment and workplace training, functionally the lowest-level managers. They were charged with planning and coordinating the development of their own skills to serve the long-run interests of their employers.
The mid-century corporation’s workplace training and many-layered hierarchy built a pipeline through which the top jobs might be filled. The saying “from the mail room to the corner office” captured something real, and even the most menial jobs opened pathways to promotion. In 1939, for example, all save two of the grocery chain Safeway’s division managers had started their careers behind the checkout counter. At McDonald’s, Ed Rensi worked his way up from flipping burgers in the 1960s to become CEO. More broadly, a 1952 report by Fortune magazine found that two-thirds of senior executives had more than 20 years’ service at their current companies.
Middle managers, able to plan and coordinate production independently of elite-executive control, shared not just the responsibilities but also the income and status gained from running their companies. Top executives enjoyed commensurately less control and captured lower incomes. This democratic approach to management compressed the distribution of income and status. In fact, a mid-century study of General Motors published in the Harvard Business Review—completed, in a portent of what was to come, by McKinsey’s Arch Patton—found that from 1939 to 1950, hourly workers’ wages rose roughly three times faster than elite executives’ pay. The management function’s wide diffusion throughout the workforce substantially built the mid-century middle class.
At the time of Patton’s study, McKinsey and other management consultants still played a relatively minor role in how American companies were run. The earliest consultants were engineers who advised factory owners on measuring and improving efficiency at the complex factories required for industrial production. The then-leading firm, Booz Allen, did not achieve annual revenues of $2 million until after the Second World War. McKinsey, which didn’t hire its first Harvard M.B.A. until 1953, retained a diffident and traditional ethos—requiring its consultants to wear fedoras until President John F. Kennedy stopped wearing his.
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A new ideal of shareholder primacy, powerfully championed by Milton Friedman in a 1970 New York Times Magazine article entitled “The Social Responsibility of Business is to Increase its Profits,” gave the newly ambitious management consultants a guiding purpose. According to this ideal, in language eventually adopted by the Business Roundtable, “the paramount duty of management and of boards of directors is to the corporation’s stockholders.” During the 1970s, and accelerating into the ’80s and ’90s, the upgraded management consultants pursued this duty by expressly and relentlessly taking aim at the middle managers who had dominated mid-century firms, and whose wages weighed down the bottom line.