Kevin

A blog about random stuff I'm interested in

Tags: #alphabet

Table of Contents

Why Transcribe English into the Greek Alphabet

Transcribing English into the Greek alphabet is a good way to learn a new alphabet system. If you are studying Greek, it might help you know what a certain letter stands for (in terms of sound).

Another reason is basic encryption. Encrypting your physical writing is a daunting task. It can be hard to make a cipher that is readable for you and not others. But, you can encrypt English using an existing alphabet. These pre-built alphabets usually contain sounds that are similar to English. It is much easier than creating your own alphabet. Making the Greek alphabet fit into English phonetically can be difficult, especially since English has many sounds that Greek lacks, but it is doable.

Encrypting your writing using this method takes only a few hours to learn. While most writing systems look different enough from Latin to be unreadable by most, those who understand the alphabet will not have a hard time decrypting your writing. However, it is unlikely to run into such a person.

In many countries, Greek letters are used extensively in math, science, and engineering as variables. This may make the alphabet weaker if you write in English or any other language. Many fraternities and sororities also use Greek letters. This makes it more likely for you to run into someone who understands the Greek alphabet. Although it is unlikely to encounter a native speaker (excluding Greek) who can read the Greek alphabet, the possibility can make the use of this alphabet risky.

English to Greek Letters

The following table are Greek letters transcribed to English as best as possible. They do not represent how the Greek alphabet is actually pronounced.

Greek Letter English Letter Example
Α α A F[a]ther
Β β V (B) [V]ote ([B]oat)
Γ γ NG (G) Si[ng] ([G]o)
Δ δ D [D]en
Ε ε E M[e]t
Ζ ζ Z [Z]ebra
Η η E H[e]y
Θ θ TH [Th]e
Ι ι I Mach[i]ne
Κ κ K [K]ite
Λ λ L [L]ate
Μ μ M [M]ake
Ν ν N [N]o
Ξ ξ KS Mas[ks]
Ο ο O [O]ff
Π π P [P]ot
Ρ ρ R (not rolled) [R]adio
Σ σ/ς (Ϲ ϲ*) S, Z sometimes [S]it
Τ τ T [T]alk
Υ υ Y Similar to [y]es
Φ φ F [F]it
Χ χ KH, H in example alphabet Lo[ch] (Scottish)
Ψ ψ PS Ca[ps]
Ω ω OU Gr[o]w

Notes

  • *: Found in some older Greek writings
  • σ/ς: ς is written at the end of a word. Everywhere else, it is σ
  • Letters in parentheses () are older pronunciations. They are no longer used.
  • Letters in brackets [] are English equivalents
  • ου is similar to f[oo]d
  • μπ makes a “B” sound in modern Greek. You may still use Β
  • There is no “sh” sound. Replace with “s”.
  • There is no “ch” sound. Replace with “ts.”

Example

Excerpted from The Mole & his Mother in Aesop's fables. Original text.

Α λιτουλ Μολ ουανς σεδ το χις Μοθερ:

“Ουαι Μοθερ, υου σεδ αι ουας μπλαινδ! Μπουτ αη αμ σουρ αι καν σι!”

Μοθερ Μολ σο σι ουδ χαυ το γετ σουτς κονσιτ αυτ οφ χιζ χεδ. Σο σι πουτ α μπιτ οφ φραγινσενς μπιφορ χιμ ανδ ασκδ χιμ το τελ ουατ ιτ ουας.

Θε λιτουλ Μολ πιρδ ατ ιτ.

“Ουαι, θατς α πεμπυλ!”

“Ουελ, μαι σον, θατ πρυυζ υουβ λοστ υουρ σενς οφ σμελ ας ουελ ας μπιυεγ μπλαινδ.”

Μοραλ: μποστ οφ ουαν θιγ ανδ υου ουιλ μπι φαυνδ λακιγ ιν θατ ανδ α φου οθερ θιγς ας ουελ.

To native English speakers, this looks like a foreign language. However, it's English disguised in Greek letters. In fact, you can paste this into a translator and hear the text. Just be sure not to boast that you know actually know Greek!

Why Phonetically

“So why encrypt the Greek alphabet or any other alphabet phonetically,” you may ask. English is not spelt phonetically. This means that it is hard to transcribe words accurately into other alphabets. It takes longer to decrypt a word letter-by-letter than by syllable.

Syllables can contain more than one letter. Take the word “pseudonym.” Going letter-by-letter gives you “ψεουδονιμ” (pse ou don i m; Greek has no “u” or “y” equivalent). Decrypting one letter at a time is not only inefficient, but you also have to figure out what the word is (spelling-wise). Sometimes, you forget the spelling of a word. However phonetically, you get “συδονιμ” (su-do-nim). We know what pseudonym approximately sounds like, so it is much easier to read.

Secondly, Greek has 24 letters; English has 26. Greek has no Q, W, U. Although these letters could be substituted (i.e. Q for Κ, W & U for ου), such substitutions could make it harder to read.

Table of contents

Before starting a diary, consider the security and privacy aspect first. A diary is very personal and anything written in it should not be given out all willy-nilly to anyone. These are your personal thoughts, opinions, ideas, etc. No one should be allowed to look at your diary without your permission.

When you start out, consider whether you want to write in a digital format or a physical format. Each has its own strengths and weaknesses.

Digital

Typing things out is much faster and easier than writing, especially once you know the keyboard layout. Although writing things out has its benefits, digital formats are more secure and portable.

If you go digital, I recommend Cryptee. It is an E2EE (end-to-end encrypted) photo storage service, but you can also store your writing there. E2EE means that your data is encrypted when it is sent and stored on Cryptee servers. They also have an excellent WYSIWYG (what you see is what you get) editor in Markdown. When you sign up, you will have to use 2 passwords (login and encryption password or a Google account and an encryption password). These can be stored in a password manager like Bitwarden.

If you don't want to store your diary in the cloud, you can store it on a USB stick and encrypt it using tools such as Veracrypt. Make sure you keep backups of your diary.

Physical

Physical diaries are harder to secure. However, you can keep them in locked compartments. Some diaries do come with locks, but they can be picked. If you intend to keep a physical diary, make the diary as inconspicuous as possible and hide it. You can also create fake diaries that reveal very little about you. It may help deter intruders.

You may also want to consider learning a new alphabet (such as Cyrillic, Greek, Arabic, etc.) while still writing in your native language. Adjusting the phonetics to fit your desired language can be difficult, but possible. I may write about this at some point in the future. You can even make your own alphabet!

An example with the Greek alphabet. > English: Go over there.

Greek: Γο οβερ θερ.

This system is not perfect, but it prevents others from reading your diary. Ensure you choose an alphabet that very few people know.

Formatting

Formatting should not start out complex. Start your entries off with the date and the time you're writing it. For instance: > 6-7-22 10:20pm

would suffice. Just make sure that all entries have a consistent date and time.

For those going digital, I recommend ISO 8601 (yyyy-mm-dd) for easier sorting.

What to Write

Anything! Feelings, thoughts, opinions, events, etc. It doesn't matter. This is your diary after all.

If you want to start out easy, bullet point anything interesting that happened during your day. For instance: – went to work – saw an accident. many police officers. I hope no one was hurt – random guy cut me off. made me mad, but I am calm now – at work – worked on projects – talked to co-workers about politics

Don't fret over grammar or spelling. Just shoot for being able to be understood.

Why Start One

Starting a diary helps get thoughts in your head out onto paper, text file, whatever! It helps see what you were like and how you changed and grew.

Main Points

There are 3 types of networks: – Expansionist: large network, well-known, but have trouble maintaining and leveraging ties – Broker: generates value by connecting normally distant groups. Lots of information benefits – Convener: dense networks where friends are also friends with each other. Has trust and reputation benefits

It is possible to mix different network types to fit your needs. Different networks have different strengths. – When in turbulent times, increase your network size. Reaching out will help you more than turning inwards because people may be able to help you.

Conveners tend to be people who prefer security, are sensitive to social rejection, and are risk-averse. They are more likely to be trusted and trusting. However, they run the risk of forming “in-bred” networks.

Brokers bridge together diverse networks. They are adaptable to any social situation and know what image to project. However, they can be seen as manipulators rendering them untrustworthy. If they are good at projecting their image, they can be seen as more trustworthy than non-brokers.

Expansionists tend to play nice. Their large networks require them to have effective systems to manage their contacts. Some methods include: call logs, task lists, reminders, notes about past meetings, personal info, assistant, and relationship management tools. – Popularity –> more popularity – More connections –> easier network growth – Confidence and ease of communication are crucial to popularity

When dealing with relationships, favor quality over quantity. We can only maintain 150 stable contacts. Relationships depend on time, intensity/intimacy, and reciprocity. If not maintained, relationships can slowly die off (as they usually tend to). However, dormant ties are still useful (oftentimes more useful than current ties!). Don't worry if networks change. Our networks change because we change.

6 critical connections for our networks: 1. Access to information 2. Formal power 3. Developmental feedback 4. Sense of purpose 5. Personal support 6. Help with work-life balance

“Everyone on this planet is connected by only six other people.... You [just] have to find the right six people to make the connection.” – Guare

Chapter 1: Making Connections

There are 3 types of networks: – Expansionist: large network, well-known, but have trouble maintaining and leveraging ties – Broker: generates value by connecting normally distant groups. Lots of information benefits – Convener: dense networks where friends are also friends with each other. Has trust and reputation benefits

Our behaviors determine the type of network we have. No single network type is best for anyone. Mixing different styles can be beneficial. Moreover, no one fits neatly into any of these network toplogies. – networks change over time

Positive social interaction has many benefits.

When dealing with relationships, quality > quantity.

People hate thinking strategically about their networks. However, it is important for one to form and maintain relationships strategically because they are long-term investments. – Networking ≠ networks – when networking, think about what you can give. It will make networking easier for you and others.

Self-awareness –> more authenticity –> more effective interaction and engagement. Do not overdo authenticity. Some self-presentation is OK.

Social skills can be improved. People we interact with may like us more than we think they do. Also, stop comparing your social life to others. – when seeking interaction, focus on others. Look for small clusters with an odd number of people

Chapter 1 Notes

  • loneliness is as dangerous as smoking 15 cigarettes per day
    • 80% of youth and 40% of older adults have experienced loneliness
  • conveners are good listeners
  • brokers easily adapt to situations
  • expansionists are louder, extroverted, talk more, but interrupt less
  • most people have 250-1,700 acquaintances

Chapter 2: The Nature of Networks

We can only maintain 150 stable contacts. – Innermost: 2-5 people. Can depend on during severe distress – Sympathy group: 15 people. People we feel close to. Usually keep in touch once per month. – Close friends: 50 people. Comfortable enough to invite over to a BBQ but not comfortable enough to disclose secrets. – Casual friends: 150 people. Beyond this, reciprocity and obligation ends – Acquaintances: 450-600 people. People we have seen in the past coulpe of years but don't really keep in touch with. – Recognition: 1,500 people we recognize by sight

A “friend” depends on factors including time, reciprocity, intensity, and intimacy. – Partially determined by time, mostly determined by intimacy. – ~50 hours to be casual friends, 90 to be “real” friends, 200 to be close friends – Reciprocity can be good and bad. – Good in that others will help us if we help them. – Bad in that it can be hard to turn down loved ones

People have 3 attachment styles: 1. Secure: comfortable with intimacy and interdependence 2. Anxious: deep need for closeness. Worries about abandonment and rejection (i.e. clingy people) 3. Avoidant: Wants to ensure that no one gets close to them.

Attachment styles can be changed with interventions, positive experiences in relationship, reminders of feeling secure, and awareness of self-sabotage.

Relationships and networks change because we change. Despite this, people rarely meet new people. This could be due to social anxiety, a need for routine and security, and a fear of strangers. – 50% of all relationships beyond family cease to exist – Most relationships die slowly. Fast breakups are complicated and costly. – No face-to-face contact after: – 2 months decreases feelings by 30% – 150 days decreases feelings by 80% (friends)

Networks

Expansionist: weak ties. Most social effort spent in meeting new people. Easier to end relationships.

Brokers: some strong ties, but network strength comes from weak ties. Lots of time is spent maintaining weak ties.

Conveners: most effort in maintenance. Have deep roots in few social worlds.

Chapter 2 Notes

  • very rare to have >5 close friends
  • 2-3 institutions account for the vast majority of relationships
  • relationship quality > quantity
    • if you want to increase quantity:
      • think about where you go. be in the right places
      • live in cul-de-sacs instead of dead-end streets
      • urban areas
      • if at work, sit near bathroom or break room
  • networks largest when one is 25 (20 ppl/month)
    • huge decline in social networks between 25 and 50. Often due to parenthood
    • at 40, 15 ppl/month
    • at 65, 10 ppl/month
  • 1/3 of adolescents get new set of friends every 6 months
  • <15% teen/tween relationships last several years

Chapter 3: Conveners

Conveners tend to be people who prefer security, are sensitive to social rejection, and are risk-averse.

Conveners are more likely to be trusted and trusting, especially with gossip. It makes their networks safe and comfy. This can form cliques and in-group favoritism. – Gossip helps alleviate emotional and physical discomfort. – People prefer people who are similar to them – Networks that are too inbred (similar) lead to less diversity

Trust is essential. It takes a long time to build. It requires vulnerability. Vulnerability shows that you have weaknesses and require help. This helps when one is facing a crisis. – no foolproof sign of showing trust, but there are ways to [[Outsmarting Anger by Joseph Shrand and Leigh Devine Chapter 4#^b517ab|look more trustworthy]] – self-disclosure produces a sense of closeness that is gradual. It helps if it's reciprocal. – too much is bad

Chapter 3 Notes

  • trust is essential
    • at work: more productivity and satisfaction, less sick days and burnout
    • creates forgiveness, willingness to sacrifice, less stress, more healthy life
  • if you introduce yourself to >65% of contacts, your network may be too inbred
    • Solution 1: develop relations with brokers
    • Solution 2: focus on shared activities (i.e. clubs, sports teams)

Chapter 4: Brokers

Brokers are rare. They bridge together diverse social networks. They are good at adapting to any social situation. This is often because they are high self-monitors (meaning they know what image to project). – can be seen as going with the flow or trying to get ahead

People with power are more willing to broker despite having less opportunities to do so. They are also less accurate with relationships.

Arbitraging (buying and selling something) can be perceived as manipulation. This makes brokers look more like “assholes,” especially when they are loosely connected to a convening network. The most untrustworthy are those who speak their minds, but brokers who have high self-monitoring are more trustworthy (even more so than non-brokers).

Chapter 5: Expansionist

Expansionists are nice. In general, givers have larger networks than takers. – if you give time to help others, you will feel like you have more time – giving, service, and gratitude guard against loneliness

Expansionists must have effective systems to manage their contacts. Their largest barriers are time and mental capacity.

Popularity –> more rewards, performance, success. – popularity –> more popularity – more connections –> easier network growth – early popularity is crucial. Small differences in the initial phase make a huge difference – ease of communication, confidence are crucial to popularity

There are 2 types of popularity: – status: visibility, power, influence – likability: making others feel valued and welcomed. Are good [[You're Not Listening by Kate Murphy|listeners]]

Your friends are more likely to be popular than you. Many people have a few friends, while a few have large numbers.

Chapter 5 Notes

  • Genes account for 50% of our network size
  • effective systems for expansionists include: call logs, task lists, reminders, notes about past meetings, personal info, assistant, relationship management tools

Chapter 6: In the Mix

One can mix network styles to suit one's needs. Different networks have different strengths and weaknesses. – When in turbulent times, increase your network size. It may be easier to reduce your network size, but reaching out will help you. – When young with little experience or power, be expansionist.

Networks can change, but don't forget about dormant ties. They are more useful than current strong and weak ties. The most useful ones are dormant ties with the highest status, trustworthiness, and willingness to help. – Time and embarrassment may be the largest obstacles, but reaching out is easier and more enjoyable than you think.

Network perceptions often outweighs network reality. – use advocates as complement to reputation building, particularly those with denser, larger, and more diverse networks – help others, gain trust

Core networks with 12-18 contacts and 6 critical connections do well. The 6 important critical connections are: 1. Access to information 2. Formal power 3. Developmental feedback 4. Sense of purpose 5. Personal support 6. Help with work-life balance

Chapter 7: In the Moment

High quality interactions are beneficial. It doesn't matter how long it is or how close the other person is to you. Relationships are dependent on moment-by-moment interaction.

When people are in a rush, stressed, or distracted, they are less likely to help. It also impairs our ability to listen and understand. – phones impair ability to connect, especially in meaningful conversations. But, they are good as anesthesia.

Questions lead to more connections and likability. The 6 types are: 1. Introduction 2. Full switch: changes topic 3. Partial switch: also changes topic 4. Follow-up: asks about something you were just discussing. Builds rapport. 5. Mirror: similar to question asked, but turned toward questioner – A: “How's your day?” – B: “Good. How was yours?”

The 36 Questions That Lead to Love lays the groundwork, but follow-up questions are where the magic happens. It shows you're listening, which leads to more trust, likability, and motivation. It is more likely to fix another person's problems.

Emotions filter listening such that we listen to what we want to listen. Most people just understand and do, but don't grasp the meaning or emotion of a conversation.

Touch is a medium of social expression. It can increase positive perceptions if done correctly. – perfect touch: warm skin, moderate pressure, moving at 1 inch per second – the closer you are to someone (from a relationship perspective), the more of their body you can touch.

Chapter 7 Notes

  • eye contact –> deeper connection
    • mutual gazing for more than 10 minutes can lead to a lost sense of reality

Chapter 8: Human Design

People do not like to contradict authority. Fear, risk of damaging relations, and experiencing retribution are the biggest reasons why. – End the blame game. Replace it with curiousity. – Best time to engineer psychological safety (freedom from interpersonal fear) is at the beginning. If missed, it will take a long time to build.

Jerks reduce psychological safety. Slackers and pessimists also reduce performance. Bad behaviors are more infectious than good. – Need 5 good interactions for every bad interaction – 1-2 people can ruin everything – Deal with jerks by showing them how they act and letting them arrive at their own conclusion. – If you choose to do direct confrontation (not the best option), back it up with many examples and people – You could be a jerk yourself – Power, stress, exhaustion makes us meaner

Respect and civility goes a long way.

Chapter 9: Work/Life

People tend to prefer to separate their work life from their actual life. Having “work friends” is hard because work is transactional, friends are not. There are benefits to work friends, however.

People who are share “uncommon commonalities” feel closer. People prefer friends who are similar to them physically too. This can be a disadvantage, particularly for women and minorities.

Chapter 9 Notes

  • Mentorships are more likely to take off with more interaction in the first several months of a relationship

Chapter 10: Everyone's Connected

“Everyone on this planet is connected by only six other people.... You [just] have to find the right six people to make the connection.” – Guare #quote #relationships

Humanity's combined networks creates the right kind of order and disorder whereby you are closely connected to everyone else.

Main Points

Carrots and sticks are not the best way to motivate people. It often backfires because people will only seek the reward and not the enjoyment that comes from work. Carrot and sticks only work if routine tasks are boring. However, do not use “if then” rewards. Use “now that” (unexpected rewards that are offered only after the task is complete).

People can become intrinsically motivated. Intrinsic motivation (Type I) is like renewable energy. It's clean, performs better in the long-run, and better for one's environment. Type I depends on autonomy, mastery, and purpose.

People want autonomy over their tasks, time, techniques, and teams. They also want to get better at things. Moreover, they must have a reason to do it. Ensure goals are Type I-based.

Review

★★★☆☆ This book is OK. There isn't a whole lot of info I would find new or exciting. It is for someone who is very entrenched in the Type X (extrinsic rewards) mindset.

Chapter 1: The Rise and Fall of Motivation 2.0

Motivation 1.0 involves surviving and reproducing. Motivation 2.0 involves extrinsic motivation.

People are not solely motivated extrinsically. People can be driven by purpose.

Chapter 2: 7 Reasons Carrot & Sticks (Often) Don't Work

Rewards turn play into work. Rewards can also lead to worse performance and accuracy. Rewards also increase risk-seeking and short-term thinking because of its anticipation.

Extrinsic rewards makes people find the quickest way to get those rewards. Over time, people can get desensitized to rewards and require more over time.

Rewards: 1. Extinguish internal motivation 2. Lower performance and creativity 3. Crowd out good behaviors and encourage bad 4. Become addictive 5. Foster short-term thinking

Chapter 2A: ... & When They Do

Rewards make routine tasks less boring and more efficient.

Extrinsic rewards should be unexpected and only offered after task is completed. This is also known as “now that” rewards.

Consider non-tangible rewards. Provide specific feedback. Praise effort and strategy, not outcomes.

Chapter 3: Type I and Type X

Type X: Extrinsically motivated Type I: Intrinsically motivated

Type I: – behaviors are made, not born – outperforms Type X in the long run – is renewable energy. Type X is non-renewable. Type X is cheap, easy, efficient, finite, and pollutes. – promotes greater physical and mental well being – depends on autonomy, mastery, and purpose – requires self direction

Chapter 4: Autonomy

People like autonomy. Especially over their tasks, time, techniques, and teams. Autonomy is more satisfying, encourages creativity, and promotes happiness.

When time input and work output are tightly linked, it encourages Type X behavior.

Chapter 5: Mastery

Motivation 2.0 encourages compliance. Motivation 3.0 encourages engagement.

Mastery is a: 1. Mindset – growth mindset –> mastery – learning, not performance goals –> mastery 2. Pain – grit (perserverance and passion for long-term goals) –> high accomplishment – can mean working even when there is no improvement 3. Asymptote – true mastery impossible, but you can get close

Chapter 5 Notes

  • best predictor of productivity is the urge to master something new and engaging
  • autotelic experience: when activity is self-rewarding
  • during flow, the challenge is neither too hard nor easy. It just beyond one's current abilities

Chapter 6: Purpose

Purpose ensure people are on track and what they're doing has an effect.

Chapter 6 Notes

  • Type I goals –> more happiness when goals are accomplished

Type I for Individuals

Give yourself a flow test. Set alarm to go off at random times. When it goes off, write what you're doing, how you're feeling, and if you're in flow. After, find patterns.

Think about your 1 sentence in life. What gets you up in the morning? What keeps you up at night?

Look for small improvements. Give yourself performance reviews.

Deliberate practice is all about improving performance. It requires repetition, constant, critical feedback, working on weaknesses, and preparing for mental/physical exhaustion.

Chapter 7 Notes

Type I for Organizations

“20% time.” Workers have autonomy over task, time, technique, and teams 20% of the time. They just have to produce something at the end.

Peer-to-peer “now that” rewards. If co-workers notice someone is working hard, they can reward them.

Give up control. 1. Involve people in goal-setting 2. Use noncontrolling, lighter language 3. Give 1-2 hours per week for employees to come in and talk to you

Zen of Compensation

  1. Ensure internal and external fairness
    • pay people at around market rate and similarly to each other in the organization
    • if 1 person works harder or does more, they should be paid more
  2. Pay above-average
  3. If you use performance metrics, make them wide-ranging, relevant, hard to game. Make gain for reaching metric modest.

Type I for Parents and Educators

  • Use DIY report cards. List goals, and at the end of the quarter, review.
  • Give allowance and chores, but don't combine them.
  • Praise effort and strategy. Make praise specific and in private.
  • help kids see relevance
  • turn students into teachers