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Minimally Invasive Medical Technology – For the betterment of the human condition.


Technology for pain-free healing:

“Your threshold for pain is near zero”, said my dentist, as she deftly moved the extremely thin fiber optic laser head away.

“That’s why I chose to fly in here. Gum filet carving doesn’t appeal to me”, I mumbled, my lips feeling leathery from the anesthetic spray.

There was a mild tingling as the laser killed millions of enemies under my gum-line. I lay back in the chair and considered the alternative I was presented only the day before by an over enthusiastic periodontist — A scalpel and suture gum flap procedure for “deep cleaning.”

‘This is 2013′, I had thought to myself. ‘There has to be a less primitive way… a less painful solution.’

12 hours later, with 25 browser windows open and an estimated further 40 websites bookmarked, I was sure I had enough information to consider writing a thesis on pain free dentistry — The answer, I concluded, was LANAP. I delved deep into the pros and cons of laser dentistry procedures, understanding OPG xrays, doing comparisons and reading on soft tissue lasers, diode lasers, wave-lengths and even the patent wars of companies spearheading the future of medical technology.

The Transhumanist Patient:

Doctors have it hard today and I genuinely sympathize with them- to a certain degree. After all, every person has access to the internet but not everyone knows how to distill this ‘open source knowledge’ effectively. So doctors stand to lose patients and patience, when catering to the whims of clients walking into their clinics.

Yet, we are in the midst of an information and knowledge explosion and if doctors rely only on a degree earned about a decade ago or even 3 years ago, while not immersing themselves in the accelerating changes in technology and discoveries in their field, they will encounter a patient who will challenge or at the very least — question such a doctor’s line of diagnosis and treatment.

I learned the following:

  • Ask for a 3rd opinion — That second-opinion should be one’s own obligation, using the internet as an interactive medical encyclopedia to thoroughly understand the ailment.
  • A medical practitioner who does not have access to the latest in medical technology and/or has not updated their skill-set in the usage of such, will lose out.
  • Tele-medicine is the future.

Services such as Medcarelive, that offer a flavor of tele-medicine is just the start. Competition will soon catch-up and there is no doubt, the smart phone will truly become ubiquitous with personal healthcare. Devices such as Google Glass are already providing healthcare professionals with real time updates of patients vital information.

A smart phone coupled to such wearable technology could transform such a visor — into a Wizer — the fictional device from the story Memories with Maya.

Apps for the Smart phone, running sophisticated software and processing algorithms can harness common sensors in the device such as a Microphone, to analyze or transmit a patient’s cough or voice. There’s even a possibility to do ultra-sound imaging with an add-on peripheral. High resolution cameras can transmit detailed imagery and videos for remote diagnostics — and possibly in real-time in some scenarios with tele-medicine.

alivecor-iphone-ecg
(Above: AliveCore Smart-phone device)

The Transhumanist Doctor:

A medical professional who has a genuine love for learning and keeping abreast with technology in his/her field of practice is by very definition — a Transhumanist. Such professionals may not even know of their transhumanist leanings, but by putting into practice what some Transhumanist fashionistas only preach about, a transhumanist doctor is doing actual ground work to better a patients condition, using science and technology. One such (highly respected) person is Dr. Eric Topol and the strides he’s made with his contribution to Wireless Medicine

To be true to the medical profession in this age, one needs to be highly trained and competent in the use of advanced medical technology — Simply attending a 101 or a couple of seminars and training sessions on use of robotic surgery equipment for instance, can lead to severe accidents and can stall the progress of the very technology that we seek to make mainstream.

There are downsides to be aware of if medical practitioners are not thorough in their training and in their own follow-up research in related fields. For example: Should a dentist or surgeon be studying more about lasers in-depth than the system and controls that are present on the console they are using? I would argue yes they should. Learning as much as possible about types of laser, pulse duration, power and even the very type of laser to use for different soft/hard tissue procedures is an important factor that should not be ignored. In robotic surgery systems, should surgeons understand the degree of motion scaling and tremor reduction systems? Just as a true camera professional might learn how much his/her camera lens ‘breathes’, so too should a surgeon be keen on in-depth learning about the technology and tools they are using.

In keeping with the ethics of such emerging technology, it is only appropriate to mention the many ‘accidents’ that have occurred with even the very advanced minimally invasive DaVinci Robotic Surgery system. The video in the link below is worth the approx 10 minutes viewing time. Full link to report :here:

The home of 2025 — Kitchen, living-room, bedroom and the MedPod room:

med-pod3000_armadyne_Elysium_home_medicine (1)

Medical technology has to become affordable, if our quest to better the human condition is to succeed. Pain free or minimally invasive medicine should not only be for the rich. While it is true that private corporations are investing in the manufacture of these systems and thus earn the right to profit from their deployment, access to advanced medicine should be the right of every person - else we run the risk of an Elysium like future.

With smart phones already being deployed in medical diagnostics, it won’t be long before personal health pods find a place in homes. Such systems might allow for remote tele-medicine or even remote human assisted surgery to become reality. After all, in the DaVinci Robotic Surgery system, it does not matter if the surgeon is sitting a few feet away at his master console or… across town.

Desktop 3D printed Pharmacies:

Desktop 3D Printing Pharmacies could print out capsules / pills on-demand, or drones could deliver a prescription from a local pharmacy right to one’s door-step.

The future looks good for pain free healing of the human body — and it is up to us to make such technology accessible and affordable.

Google Adds to Its Menagerie of Robots

SAN FRANCISCO — BigDog, Cheetah, WildCat and Atlas have joined Google’s growing robot menagerie.

Google confirmed on Friday that it had completed the acquisition of Boston Dynamics, an engineering company that has designed mobile research robots for the Pentagon. The company, based in Waltham, Mass., has gained an international reputation for machines that walk with an uncanny sense of balance and even — cheetahlike — run faster than the fastest humans.

It is the eighth robotics company that Google has acquired in the last half-year. Executives at the Internet giant are circumspect about what exactly they plan to do with their robot collection. But Boston Dynamics and its animal kingdom-themed machines bring significant cachet to Google’s robotic efforts, which are being led by Andy Rubin, the Google executive who spearheaded the development of Android, the world’s most widely used smartphone software.

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Superintelligence

Superintelligence! By Mr. Andres Agostini

This is an excerpt from the conclusion section of, “…Superintelligence…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:
BRAIN
EXCERPT.

How do I exercise my mind? What types of thinking modes I daily use?

BRAIN31. “Einsteinian Gedanke” Thinking
2. “Post Mortem” Thinking
3. “Pre Mortem” Thinking
4. “Short-Term and Long-Term” Thinking
5. “Terra Incognita” Thinking
6. “A Cappella” Thinking
7. “À la Quantum Mechanics” Thinking
8. “A Posteriori” Thinking
9. “A Priori” Thinking
10. “Against Fashionable” Thinking
11. “Against Inexpensive” Thinking
12. “Against Sloppy, Emotional” Thinking
13. “Against the whole cliche of the moment” Thinking
14. “Alpha and Omega” Thinking
15. “Applied Omniscience Knowledge” Thinking
16. “Continuous Improvement and Innovation” Thinking
17. “Edisonian Research” Thinking
18. “Over-Hauled Re-Engineering” Thinking
19. “Primum nocere” Thinking
20. “Primum non nocere” Thinking
21. “Rara Avis” Thinking
22. “Support Learning and Change” Thinking
23. A Radical yet Rigorous Strong-Sense and Critico-Creative
24. Aggregated Thinking
25. Alternatives-Exploring Thinking
26. Black-and-White Thinking
27. Bottom-Up Thinking
28. Cognitive Thinking
29. Composite Thinking
30. Compounded Thinking
31. Comprehensive Thinking
32. Cosmological Thinking
33. Counter-Cognitive Thinking
34. Counter-envisioning Thinking
35. Countering Thinking
36. Counter-intuitive Thinking
37. Counter-Intuitiveness Thinking
38. Countermeassuring Thinking
39. Counter-seeing Thinking
40. Cradle-to-grave Thinking
41. Cross-functional Thinking
42. Cross-pollinated Thinking
43. Cross-Referenced Thinking
44. Cybered Thinking
45. Cyber-Enabled Thinking
46. Deep Thinking
47. Dense Thinking
48. Discontinuous-Progression Thinking
49. Discoverer’s Thinking
50. Early-On Thinking
51. Easternized Thinking
52. Ecological Thinking
53. Engineering Thinking
54. Entomological Thinking
55. Epicentric Thinking
56. Epidemiological Thinking
57. Ex-ante Thinking
58. Exploratory Thinking
59. Exuberant Thinking
60. Factory Thinking
61. Forensic Thinking
62. Forethought Thinking
63. Forward Thinking
64. Futures Thinking
65. Futures Thinking
66. Fuzzy-Logic Thinking
67. Generative Thinking
68. Gestalt Thinking
69. Governed Thinking
70. GPS Thinking
71. Gray-areas Thinking
72. Harmonic Thinking
73. Helicopter Thinking
74. Heterodox Thinking
75. Heterodox Thinking
76. Hindsight Thinking
77. Holistic Thinking
78. Holistic Thinking
79. Horse-Seeing Thinking
80. Hyper-Geometrical Thinking
81. Illogicality Thinking
82. In-Advance Thinking
83. In-Parallel Thinking
84. In-Series Thinking
85. Inside-out Thinking
86. Integrative and Transformative Thinking
87. Interconnected Thinking
88. Interdependency Thinking
89. Interdisciplinary Thinking
90. Internetted Thinking
91. Interrelated Thinking
92. Inventor’s Thinking
93. Inward-Looking Thinking
94. Macro Thinking
95. Macroscopic Thinking
96. Metaphorical Thinking
97. Microscopic Thinking
98. Multidimensional Thinking
99. Multifaceted Thinking
100. Multilevel Thinking
101. Multi-Level Thinking
102. Multi-Perspective Thinking
103. Multi-Range Thinking
104. Multi-tasking Thinking
105. Mystified Thinking
106. Naturalist Thinking
107. Networked Thinking
108. Nonlinear Thinking
109. Non-Status Quo Thinking
110. Nuanced Thinking
111. Old-guard Thinking
112. Open Thinking
113. Orthodox Thinking
114. Outward-Looking Thinking
115. Parenthetic Thinking
116. Peripheral Thinking
117. Pluri-Filter Thinking
118. Pluri-Intent Thinking
119. Pre-“Post Mortem” Thinking
120. Preemptive Thinking
121. Pre-Forensic Thinking
122. Preter-Naturalist Thinking
123. Pseudo-Serendipitous Thinking
124. Qualitative Thinking
125. Quantitative Thinking
126. Radar Thinking
127. Radiant Thinking Irradiantly
128. Re-Engineering Thinking
129. Scenario-Method Thinking
130. Semi-Covert Thinking
131. Semigoverned Thinking
132. Semigoverned Thinking
133. Semipredictable Thinking
134. Semipredictable Thinking
135. Sonar Thinking
136. Sonar Thinking
137. Spacewalk Thinking
138. Spacewalk Thinking
139. Specificity Thinking
140. Specificity Thinking
141. Strategic Thinking
142. Strategic Thinking
143. Submarine Thinking
144. Submarine Thinking
145. Surprise-Free Thinking
146. Surprise-Free Thinking
147. Synergistic Thinking
148. Synergistic Thinking
149. Systems Thinking
150. Systems Thinking
151. Systemwide Thinking
152. Systemwide Thinking
153. Telescopic Thinking
154. Telescopic Thinking
155. Through-Paradoxes Thinking
156. Through-Paradoxes Thinking
157. Throughput Thinking
158. Throughput Thinking
159. Top-down Thinking
160. Top-down Thinking
161. Trans-Contextual Thinking
162. Trans-Contextual Thinking
163. Un-Commonsensical Thinking
164. Un-Commonsensical Thinking
165. Unconventional Thinking
166. Unconventional Thinking
167. Unconventionally-Uncommon Thinking
168. Unconventionally-Uncommon Thinking
169. Un-daydreamed-of Thinking
170. Un-Daydreamed-of Thinking
171. Undreamed-of Thinking
172. Undreamed-of Thinking
173. Unorthodox Thinking
174. Unthinkable Thinking
175. Upside-down Thinking
176. Vanguard Thinking
177. Vertical-lateral-+Thinking
178. Weird Science’s Thinking
179. Weirdo’s Thinking
180. Westernized Thinking
181. Wholeness Thinking
182. Womb-to-tomb Thinking

END OF EXCERPT.

Please see the full presentation at http://goo.gl/8fdwUP

Skunkworks

The Future of Skunkworks Management, Now! By Mr. Andres Agostini

This is an excerpt from the conclusion section of, “…The Future of Skunkworks Management, Now!…” that discusses some management theories and practices and strategies. To view the entire piece, just click the link at the end of this post:
SOLUTION
Peter Drucker asserted, “…In a few hundred years, when the story of our [current] time is written from a long-term perspective, it is likely that the most important event those historians will see is not technology, not the Internet, not e-commerce [not so-called ‘social media’]. IT is an unprecedented change in the human condition. For the first time ─ literally ─ substantial and growing numbers of people have choices. for the first time, they will have to manage themselves. And society is totally unprepared for it…”
SYSTEM
Please see the full presentation at http://goo.gl/FnJOlg

Applied Omniscience in Transformative and Integrative Risk Management!

Applied Omniscience in Transformative and Integrative Risk Management! By Mr. Andres Agostini

This is an excerpt from the presentation, “…Applied Omniscience in Transformative and Integrative Risk Management!…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:

Please see the graphic at http://lnkd.in/dUstZEk

Womb-to-Tomb Management!

Womb-to-Tomb Management! By Mr. Andres Agostini

This is an excerpt from the presentation, “…Womb-to-Tomb Management!…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:

Please see the graphic at http://lnkd.in/dbD4G7e

NASA unveils Valkyrie robot for DARPA Robotics Challenge

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DARPA has been hosting a Robotics Challenge since last year that challenged some participants to create robots that can be used in the real world. The official name for the Valkyrie robot given to it by NASA is R5. The bot stands 1.9 meters tall and weighs in at 125 kilograms. The robot has 44 degrees of freedom and is powered by batteries.

The robot was created in cooperation with the NASA Johnson Space Center in Houston, the University of Texas, and Texas A&M universities. Funding for the robot was granted by the State of Texas. The first competition for the DARPA robotics contest will happen later this month.

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NASA’s Managerial and Leadership Methodology

This is an excerpt from the conclusion section of, “…NASA’s Managerial and Leadership Methodology, Now Unveiled!..!” by Mr. Andres Agostini, that discusses some management theories and practices. To read the entire piece, just click the link at the end of this illustrated article and presentation:


In addition to being aware and adaptable and resilient before the driving forces reshaping the current present and the as-of-now future, there are some extra management suggestions that I concurrently practice:

1. Given the vast amount of insidious risks, futures, challenges, principles, processes, contents, practices, tools, techniques, benefits and opportunities, there needs to be a full-bodied practical and applicable methodology (methodologies are utilized and implemented to solve complex problems and to facilitate the decision-making and anticipatory process).

The manager must always address issues with a Panoramic View and must also exercise the envisioning of both the Whole and the Granularity of Details, along with the embedded (corresponding) interrelationships and dynamics (that is, [i] interrelationships and dynamics of the subtle, [ii] interrelationships and dynamics of the overt and [iii] interrelationships and dynamics of the covert).

DETAIL    DETAIL    DETAILBoth dynamic complexity and detail complexity, along with fuzzy logic, must be pervasively considered, as well.

To this end, it is wisely argued, “…You can’t understand the knot without understanding the strands, but in the future, the strands need not remain tied up in the same way as they are today…”

For instance, disparate skills, talents, dexterities and expertise won’t suffice ever. A cohesive and congruent, yet proven methodology (see the one above) must be optimally implemented.

Subsequently, the Chinese proverb indicates, “…Don’t look at the waves but the currents underneath…”

2. One must always be futurewise and technologically fluent. Don’t fight these extreme forces, just use them! One must use counter-intuitiveness (geometrically non-linearly so), insight, hindsight, foresight and far-sight in every day of the present and future (all of this in the most staggeringly exponential mode). To shed some light, I will share two quotes.

The Panchatantra (body of Eastern philosophical knowledge) establishes, “…Knowledge is the true organ of sight, not the eyes.…” And Antonio Machado argues, “… An eye is not an eye because you see it; an eye is an eye because it sees you …”

Managers always need a clear, knowledgeable vision. Did you already connect the dots stemming from the Panchatantra and Machado? Did you already integrate those dots into your big-picture vista?

As side effect, British Prime Minister W. E. Gladstone considered, “…You cannot fight against the future…”

PARALLEL     PARALLEL      PARALLEL
3. In all the Manager does, he / she must observe and apply, at all times, a sine qua non maxim, “…everything is related to everything else…”

4. Always manage as if it were a “project.” Use, at all times, the “…Project Management…” approach.

5. Always use the systems methodology with the applied omniscience perspective.

In this case, David, I mean to assert: The term “Science” equates to about a 90% of “…Exact Sciences…” and to about 10% of “…Social Sciences…” All science must be instituted with the engineering view.

6. Always institute beyond-insurance risk management as you boldly integrate it with your futuring skill / expertise.

BEYOND     BEYOND       BEYOND
7. In my firmest opinion, the following must be complied this way (verbatim): the corporate strategic planning and execution (performing) are a function of a grander application of beyond-insurance risk management. It will never work well the other way around. Transformative and Integrative Risk Management (TAIRM) is the optimal mode to do advanced strategic planning and execution (performing).

TAIRM is not only focused on terminating, mitigating and modulating risks (expenses of treasure and losses of life), but also concentrated on bringing under control fiscally-sound, sustainable organizations and initiatives.

TAIRM underpins sensible business prosperity and sustainable growth and progress.

8. I also believe that we must pragmatically apply the scientific method in all we manage to the best of our capacities.

If we are “…MANAGERS…” in a Knowledge Economy and Knowledge Era (not a knowledge-driven eon because of superficial and hollow caprices of the follies and simpletons), we must do therefore extensive and intensive learning and un-learning for Life if we want to succeed and be sustainable.

As a consequence, Dr. Noel M. Tichy, PhD. argues, “…Today, intellectual assets trump physical assets in nearly every industry…”

Consequently, Alvin Toffler indicates, “…In the world of the future, THE NEW ILLITERATE WILL BE THE PERSON WHO HAS NOT LEARNED TO LEARN…”

We don’t need to be scientists to learn some basic principles of advanced science.

Accordingly, Dr. Carl Sagan, PhD. expressed, “…We live in a society exquisitely dependent on science and technology, in which hardly anyone knows about science and technology…” And Edward Teller stated, “…The science of today is the technology of tomorrow …”

And it is also crucial this quotation by Winston Churchill, “…If we are to bring the broad masses of the people in every land to the table of abundance, IT CAN ONLY BE BY THE TIRELESS IMPROVEMENT OF ALL OF OUR MEANS OF TECHNICAL PRODUCTION…”

I am not a scientist but I tirelessly support responsible scientists and science. I like scientific and technological knowledge and methodologies a great deal.

Chiefly, I am a college autodidact made by his own self and engaged into extreme practical and theoretical world-class learning for Life.

APPROACH    APPROACH     APPROACH9. In any management undertaking, and given the universal volatility and rampant and uninterrupted rate of change, one must think and operate in a fluid womb-to-tomb mode.

The manager must think and operate holistically (both systematically and systemically) at all times.

The manager must also be: i) Multidimensional, ii) Interdisciplinary, iii) Multifaceted, iv) Cross-functional, and v) Multitasking.

That is, the manager must now be an expert state-of-the-art generalist and erudite. ERGO, THIS IS THE NEWEST SPECIALIST AND SPECIALIZATION.

Managers must never manage elements, components or subsystems separately or disparately (that is, they mustn’t ever manage in series).

Managers must always manage all of the entire system at the time (that is, managing in parallel or simultaneously the totality of the whole at once).

10. In any profession, beginning with management, one must always and cleverly upgrade his / her learning and education until the last exhale.

An African proverb argues, “…Tomorrow belongs to the people who prepare for it…” And Winston Churchill established, “…The empires of the future are the empires of the mind…” And an ancient Chinese Proverb: “…It is not our feet that move us along — it is our minds…”
DESTINY       DESTINY       DESTINY
And Malcolm X observed, “…The future belongs to those who prepare for it today…” And Leonard I. Sweet considered, “…The future is not something we enter. The future is something we create…”

And finally, James Thomson argued, “…Great trials seem to be a necessary preparation for great duties …”

AGE       AGE         AGE
Consequently, Dr. Gary Hamel, PhD. indicates, “…What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. RATHER, IT IS A FRANTICALLY ACCELERATING PACE OF CHANGE…”

Please see the full presentation at http://goo.gl/8fdwUP

How Artificial Intelligence Might Monetize Fan Fiction

By

“Creative” machines are already here. There are composition programs that write original music, data analysis programs that produce original news reports, and artistic robots that create original paintings. Leave the composition program running after breakfast, and you’ll have 5,000 chorales by lunch. Immediately after the last NFL game of the week, the analysis program will prepare 300 unique football reports and recaps for you per second. The painting robot can even mix its own paints and wash its own brushes.

But what about fiction? David Cope, the music professor who created Emmy, the composition program that can create 5,000 original music pieces in a morning, says in an email, “I believe that without a doubt computer programs will write novels. Even great novels. It seems to me that we would be selling human creativity short if we didn’t believe that to be true.” That represents quite an endorsement of human ingenuity: We are creative enough to make machines that can relieve us of the need to be creative. However, Joe Procopio of Automated Insights, which provided Yahoo Sports with more than 50 million fantasy football recaps and reports during the 2012 NFL season, takes a more guarded view. “I’m very skeptical of the possibility of machines being able to generate viable fiction in the near term,” he cautions in an email before adding, “But I’m sure it can be done.”

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