Tip: Easy Zooming Using the Scroll Wheel

If you have a mouse with a scroll wheel, you’ve probably already discovered that Flying Logic will scroll the document window up or down depending on which way you turn it. But did you know that by holding down the Option (Mac) or Alt (Windows) key and turning the scroll wheel, you can zoom in or out of large documents without moving back the the zoom slider?

This feature is even more useful when you understand that when zooming, Flying Logic does its best to keep your current selection visible. So if you want to quickly zoom in on part of the diagram that your mouse is near, just select any element you want to make sure stays visible, then hold down the modifier key and use the scroll wheel.

Quick and easy!

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Flying Logic 1.1 Has Been Released!

Flying Logic 1.1 is out, and is a free upgrade for registered users! Major new features include:

  • Tagging entities and custom classes with visually distinct symbols. Flying Logic Pro users have access to a variety of “professional” symbols used for flowcharting, influence diagrams, and more.
  • Export to OPML, the standard format used by outline processor software.
  • Collapse and expand all selected groups with a single command.
  • Display and edit edge annotations directly in the diagram.
  • Display and edge annotations and edge weights individually.
  • Back edges can now have weights (useful for influence diagrams, causal loop diagrams, etc.)
  • Clearer drawing of diagrams when zoomed out.
  • The layout of the diagram can now be “biased” towards the start of the flow or the end of the flow. This affects how the elements of the diagram are ranked for layout, and thus which end of the diagram they will “stack up” on. Different sorts of diagrams appear more natural with one bias or the other.

The detailed list of additions and changes is here. Watch this blog in the coming days for in-depth articles and tips on the new features. Also, discuss how you use the new features and what you’d like to see next for Flying Logic in our forum.

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Flying Logic: Just Another Outliner?

I am often asked to compare Flying Logic to other packages such as Austhink Rationale and MindMapper. I suppose the main thing that provokes this comparison is that all three are graphically-oriented programs for capturing knowledge. Traditional text-based outliner software is used for capturing knowledge too, but lacks the distinctive visual “boxes and lines” look that Flying Logic and the other packages share.

The main difference is that Flying Logic is not an outliner. What do I mean by this?

Outliners, whether they are traditional text-based ones or more visual ones like Rationale and MindMapper, are based on trees, also called strict hierarchies. If the sort of reasoning you want to do breaks down easily into this structure then outliners are fine, and of course Flying Logic does trees with no problem.

tree.png
A Tree

But Flying Logic is based on a more general structure called the Directed Acyclic Graph (or DAG). Unlike trees where every “child node” has exactly one “parent node,” in a DAG any child can have any number of parents. The only restriction is that a child not (directly or indirectly) be its own parent, a situation called a cycle or loop.

dag.png
A Directed Acyclic Graph (DAG)

In fact, FL allows cycles too, but specially treats the “back edges” that form them. This is useful when modeling so-called “virtuous cycles” or “vicious cycles.”

vicious.png
A Vicious Cycle (back edge in blue)

So Flying Logic is based on DAGs. So what?

Outliners (whether text-based or graphical) are useful when you are simply breaking a thing down into its subparts. For instance, “A degree program consists of a number of courses, each of which consist of a number of assignments.” This is a strict hierarchy. But what if you want to say that a particular course is a prerequisite for several degree programs, and see at a glance what degrees require which courses, and what courses are required by what degrees? Then the “course” entity needs to have several parents, and trees (and outliner software) do not permit this.

When modeling real-life cause-and-effect (such as when using systems thinking techniques like the Theory of Constraints), the need to break away from strict trees becomes even more apparent. Causes can have several effects, and effects can have several causes, or require several conditions, or both. This makes DAGs the most natural choice. But unlike tree-based outlines, which can be easily represented as indented blocks of text, DAGs have no simple expression in pure text without having to redundantly replicate information wherever a child has more than one parent. In other words: for trees, a graphical layout is a nicety, but for DAGs it is a necessity.

Flying Logic also includes features that are specifically aimed at modeling cause-and-effect, including junctors, operators, edge weights, and confidence spinners. Together, these allow various logical and/or mathematical relationships to be expressed, tested, and demonstrated step-by-step, including belief networks and probabilistic networks. (And they stay neatly out of your way when you don’t need them.) Outliners simply don’t do any of that.

Finally, if you look at the screen shot galleries of many graphical outliners, it’s often hard to tell whether more time and effort went into the actual planning work, or into tweaking the plethora of graphics options available. Flying Logic upholds a philosophy of Let the Planner focus on Planning. Since graphic design is not part of the planning process, Flying Logic deliberately avoids adding any graphical options except those that can be justified on the basis of supporting clean, understandable reasoning.

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Tip: Removing a Junctor

A user wrote and asked:

I’m evaluating Flying Logic Pro on a Mac. I found that an edge with a negate or complement operator in it can’t easily have the operator removed. Selecting the operator and hitting Delete removes the operator and the edges connected to it. It should just remove the operator and unify the input and output edges. This should happen for any operator with one input edge and one output edge. I also think it should happen when an entity with one input and one output is deleted.

Part of the problem here is that when an edge is deleted, large-scale rearrangement may occur on the graph, making the previous state obscure to the user. I expect that it would be common to remove unary operators and want the connection to remain.

The situation described is like this:

flying-logic-ng001.png

If the junctor or either of the two edges is selected and then deleted, the two entities will end up unconnected. This is because edges must always be connected at both ends, and junctors must always have at least one incoming edge and one outgoing edge.

It turns out there is a very easy way to remove the junctor and keep the entities connected. To do this, we use the “redirect” gesture, which is used to redirect the head or tail of an edge to a different entity or junctor. Redirect is initiated by clicking and dragging right at the end of an edge, and is signified by a special arrow with a circular head.

flying-logic-ng002.png

By redirecting the head of the arrow before the junctor to the entity after the junctor…

flying-logic-ng003.png

The junctor and the second arrow are removed, while the redirected arrow remains.

flying-logic-ng005.png

You could just as easily redirect the tail of the second edge to the leftmost entity. Since edges can have different annotations or weights, this method gives you choice over which edge will remain after the junctor is removed.

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Errata: Pricing Incorrect in Program

If you downloaded Flying Logic before today, you may notice that when you use the in-program “Purchase Now” features, the price you are given is incorrect (far too high!) although the prices have always been correct in the Sciral Store ($149/Pro, $79/Personal, $39/Student).

All copies of Flying Logic downloaded from today on do not have this problem.

We apologize for any confusion.

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The Two Types of Thinking

Humans have two distinct systems for solving problems, both of which have their place. Psychologist Keith Stanovich termed these simply System 1 Thinking and System 2 Thinking.

System 1 Thinking System 2 Thinking
Automatic Deliberate
Effortless Effortful
Faster to act Slower to act
Slower to adapt Faster to adapt
Habitual Intellectual
Reactive Proactive
Specific-purpose General-purpose

When we instinctively reach out to catch a ball, or habitually snap at a loved one or co-worker, we are using System 1 thinking. When we carefully consider the positive and negative consequences of a set of possible actions, before deciding which to take, we are using System 2 thinking.

Creating a habit can be thought of as the process of training System 1 to behave in a way deemed beneficial as the result of System 2 thinking. If you have ever deliberately made a positive habit or broken a bad one, you know how much effort it takes. Nonetheless, we can do this when we are sufficiently motivated.

System 1 thinking is absolutely the best way to go when the situations you are facing are highly similar to previous situations you’ve faced over and over. Managers who have honed their System 1 thinking and are in a position to apply it are effective and powerful— they project a sense of mastery. In fact, System 1 thinking at its best can literally seem magical. For example, magicians such as Penn & Teller use painstaking System 2 thinking to develop their illusions, and then practice them to the point where they require no System 2 thinking at all to perform, no matter how spontaneous they may seem to onlookers. Every possibility in performance is handled by System 1 thinking.

Penn & Teller Demonstrate System 1 Thinking

YouTube Preview Image

Unfortunately, when business conditions change many managers continue to apply the same System 1 thinking and cannot understand why the company’s situation continues to decline. Why is this? It is certainly not that companies move on such a short time scale that only System 1 thinking is applicable. And it is also not often a shortage of managers trained in System 2 thinking.

The answer is that applying System 2 thinking in an organizational context requires managers to shed their “cloak of invincibility” and demonstrate willingness to re-think the organization’s processes as a unified system rather than as a collection of parts. This usually requires the input of all stakeholders and the help of methodical analysts trained in systems thinking techniques such as the Theory of Constraints. The apparent loss of direct control this kind of program entails is what causes managers to resist. But the positive view (setting aside the potential for great improvement in the business itself) is that successful implementation of such comprehensive change is a true leadership challenge to which only the best managers rise.

Work to increase your awareness of the roles that System 1 and System 2 thinking play in your personal and work life, and let that awareness provide you additional choices— both for solving problems and for taking advantage of opportunities that come your way.

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