Status Updates From Thinking in Services: Encod...

Is this a joke? It's not funny.

Painstaking description of the framework, with the most bizarre choice of notation imaginable.

More confusing notions and notations. Keep it locked.

One can form domain-specific [[pattern language of services]] (AWS, Azure). The consist of low-level patters (storage, compute) to build higher- (identity, CDN) and higher-level services (Spotify, Netflix).

#💭 Not sure that architecture specific patterns of Christopher Alexander - from windows level to region level is the same language. Is there an actual connection between levels?

end of chapter 2. idk, author is introducing incredibly backwards vocab to think about services: artifacts, events, resources, capabilities, shortfalls and shortcomings, X for affordance, Y for performance (which should be named executions). What is happening? Takeaways: define the 'whys' and the 'soul' of service not to loose yourself in overcomplicated service scripts. Always look at the whole AND parts.

How we have definition or services (we divided the world into services and non-services) we will throw away the rest of the world. Off we go.

End of chapter 1.

"But services are still products."

"Outcome is what we pay for and experience is what with pay with"
Disagree that We pay for both, we pay with the resources we have. Otherwise it would be bad business for providers.

Definition of service:
Service are performances and affordances producing outcomes that satisfy a set of customer needs.

Performances a.k.a. executions.
Affordances in a J.J. Gibson's definition. Environment makes something available to someone who is capable to perceive the information. 

Services require agents—people or code — mostly service executors.
The issue is that agents have agency. They can act to maximize their benefits. Doctors and car mechanics recommend unnecessary treatments and maintenance. Search engines recommend the highest bidders.

From a user perspective, service consists of 2 parts: experience and outcome. 
>> "To get to the outcome you have to go through the experience."
We (assign) value of the service based on the mix of experience and outcome. (lowcoster airlines)

Difficulty is that we can not always estimate the outcome right away (education, insurance).

Services bet on people not-owning stuff. Service providers rely on people's risk aversion, ability to optimize cost of ownership and utilization to make services attractive for users.

A lot of it is possible because of reduction of transaction costs.

Now we take services for granted. 

We rely on services when we don't want to (due to opportunity cost), can't, or forbidden to, do or own something ourselves.

Services extend our range. Allow us to do more, often without us noticing  how we use more and more of it. Services expand and close the gaps automatically and seamlessly. (The Downs-Thomson paradox: more roads - more traffic)

Chapter 1: People p.17 (a.k.a the first)

What services are and why they exist. 

People started specializing with an advent of agriculture. Specialization means dependence on others.  Hence, the services. It was a trap, there is no way back. Now we have to design them. Awkward!!!!

Chapter 1: People p.17 (a.k.a the first)

What services are and why they exist. 

People started specializing with an advent of agriculture. Specialization means dependence on others.  Hence, the services. It was a trap, there is no way back. Now we have to design them. Awkward!!!!