Paradox

And what was great about this title is, I don't know if you have this cover, it's me holding a book, holding a book, holding a book in ad infinitum.

So it really sort of captured that, which I was dealing back then in Paradoxes.

It's a real book of fake book covers.

And then eventually, you know, the pandemic hit, things changed.

And then finally, it means to go up.

And I taught you that biblical fire, it is a paradox, which means you got these contradictory yet simultaneously true statements.

How can you be hot and cold at the same time? Paradox.

How can you be wet and dry at the same time? Paradox.

How can it be sunny and cloudy at the same time? Paradox.

How can it be raining and sunny at the same time? Paradox.

So scripturally, pay attention, watch me.

Biblical fire works like this.

Many, many, many iterations throughout Yiddish, Kairash Kaffa, throughout life, Bechlau, decisions that need to be made, challenges, turbulence.

Paradox.

Where you cannot only say one without at the very same time saying the other and these two things appear to contradict.

Paradox.

Says the Rebbe, we will only be able to understand this Ad la'asad lavai.

We made a good start.

I'm really excited to when I when I found out about his new book, I'm like, we have to have him back on Mysteries into Miracles.

The 12 Paradoxes of Manifesting, Subtle Practices and Immediate Results.

Folks, get ready.

If you haven't got the book yet, depending on when you listen to this episode, go get the book.

I know all my guests, they all look like that compared to me, but today might be another version of it because today's guest is an Elon.

It's spelled different, but Elon, man, he's the founder and CEO of Paradox Machines.

It's a data and AI company helping mid-market organizations turn fragmented data into trusted, decision-ready infrastructure.

Y'all, my mind's already blown.

Not get caught up in the noise.

So

you're building Paradox inside Infinity.

That's right.

But if you're just trying to classify something and work out, you know, a hundred decisions on a on a document or hundreds you know on a case that comes in then um that decisioning capability um is you know it's very well suited to um to the likes of jeff or kev and every other model that is now being generated within hours there is a cap there is a knockoff kev uh apparently Which is

hilarious because Jev is Jevon's Paradox.

That's just a play on the concept of it.

This is Kevin's Paradox.

This is Kevin's Paradox, which is a different paradox.

Who knows what that one is? Jevon's Paradox is if something becomes cheaper, you use more of it.

Kevin's Paradox is, I don't know.

I'm going to copy Kev.

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Recorded by Leon Harvey Chapter 4 The Paradox The second law of thermodynamics is, as we have seen, an irreversible physical law and seems to be the one distinguishing characteristic between the real universe and the reverse universe.

At the same time that law is of such a nature that, for the ultimate particles of matter, it does not exist.

It is essentially a law concerning transformations of energy of large masses.

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Recorded by Leon Harvey Chapter 6 Solution of the Paradox We have seen that the second law of thermodynamics, if pushed to its logical conclusion, leads to absurdities, that on the basis of the other physical laws it is most extremely improbable, and that it cannot have been universal for all time past unless we assume some sort of creation or some other form of miracle.

On the contrary, we have seen that the probabilities from the physical laws governing the motion of particles, which are all reversible, and whose consequences must therefore be also reversible, lead us to the conclusion that, though the universe as a whole will tend to be neutral in that respect, yet in certain limited portions of space and time, the second law of thermodynamics represents a prevailing tendency.

So the future invented the sport, which then went in to make the future invent the sport.

Time paradox.

Paradox.

Oh, yeah.

Pulling time paradox.

Just kind of go with it because nobody

does it quite right.

Then I had to explain to him the way that they handled Paradox, which was fine.

Let's really unpack these because they represent the reality of management.

Paradox number one, individual versus collective identity.

You absolutely need brilliant, idiosyncratic, highly creative individuals to generate breakthrough ideas.

But those individuals must be willing to subjugate their egos to work effectively within a collective team to actually execute the idea.

Paradox number two, support versus confrontation.

Leaders must provide a safe, psychologically supportive environment where people aren't afraid to pitch wild, half-baked ideas.

But simultaneously, the leader must foster an environment of rigorous, constructive confrontation to violently stress test those ideas, ensuring only the truly viable ones survive the process.

Paradox three, learning and development versus performance.