Development At The Cost Of Environment Quotes

There is nothing wrong in development, it is wrong when development happens at the cost of environment and at the cost of culture and humanity.

Exiting from any long-term relationship comes at great personal expense, which explains why so many people are understandably reluctant to endure the cost of severance. Beginnings and endings are always dramatic and occasionally traumatic. Youthful brio allows us to engage in transformation. As we age, we carefully weigh the spectacle of continuing enduring harrowing situations or seeking melodramatic renovation of our core being. Analysis of the respective cost benefit ratio, consideration of the known versus the unknown, can delay or permanently deter us from altering our environment, leading our persona to become more rigid as we mature. Transformations in life are disconcerting to people who resist change.

Nature’s ultimate goal is to foster the growth of the individual from absolute dependence to independence — or, more exactly, to the interdependence of mature adults living in community. Development is a process of moving from complete external regulation to self-regulation, as far as our genetic programming allows. Well-self-regulated people are the most capable of interacting fruitfully with others in a community and of nurturing children who will also grow into self-regulated adults. Anything that interferes with that natural agenda threatens the organism’s chances for long-term survival. Almost from the beginning of life we see a tension between the complementary needs for security and for autonomy. Development requires a gradual and ageappropriate shift from security needs toward the drive for autonomy, from attachment to individuation. Neither is ever completely lost, and neither is meant to predominate at the expense of the other. With an increased capacity for self-regulation in adulthood comes also a heightened need for autonomy — for the freedom to make genuine choices. Whatever undermines autonomy will be experienced as a source of stress. Stress is magnified whenever the power to respond effectively to the social or physical environment is lacking or when the tested animal or human being feels helpless, without meaningful choices — in other words, when autonomy is undermined. Autonomy, however, needs to be exercised in a way that does not disrupt the social relationships on which survival also depends, whether with emotional intimates or with important others—employers, fellow workers, social authority figures. The less the emotional capacity for self-regulation develops during infancy and childhood, the more the adult depends on relationships to maintain homeostasis. The greater the dependence, the greater the threat when those relationships are lost or become insecure. Thus, the vulnerability to subjective and physiological stress will be proportionate to the degree of emotional dependence. To minimize the stress from threatened relationships, a person may give up some part of his autonomy. However, this is not a formula for health, since the loss of autonomy is itself a cause of stress. The surrender of autonomy raises the stress level, even if on the surface it appears to be necessary for the sake of “security” in a relationship, and even if we subjectively feel relief when we gain “security” in this manner. If I chronically repress my emotional needs in order to make myself “acceptable” to other people, I increase my risks of having to pay the price in the form of illness. The other way of protecting oneself from the stress of threatened relationships is emotional shutdown. To feel safe, the vulnerable person withdraws from others and closes against intimacy. This coping style may avoid anxiety and block the subjective experience of stress but not the physiology of it. Emotional intimacy is a psychological and biological necessity. Those who build walls against intimacy are not self-regulated, just emotionally frozen. Their stress from having unmet needs will be high.

Physiological stress, then, is the link between personality traits and disease. Certain traits — otherwise known as coping styles — magnify the risk for illness by increasing the likelihood of chronic stress. Common to them all is a diminished capacity for emotional communication. Emotional experiences are translated into potentially damaging biological events when human beings are prevented from learning how to express their feelings effectively. That learning occurs — or fails to occur — during childhood. The way people grow up shapes their relationship with their own bodies and psyches. The emotional contexts of childhood interact with inborn temperament to give rise to personality traits. Much of what we call personality is not a fixed set of traits, only coping mechanisms a person acquired in childhood. There is an important distinction between an inherent characteristic, rooted in an individual without regard to his environment, and a response to the environment, a pattern of behaviours developed to ensure survival. What we see as indelible traits may be no more than habitual defensive techniques, unconsciously adopted. People often identify with these habituated patterns, believing them to be an indispensable part of the self. They may even harbour self-loathing for certain traits — for example, when a person describes herself as “a control freak.” In reality, there is no innate human inclination to be controlling. What there is in a “controlling” personality is deep anxiety. The infant and child who perceives that his needs are unmet may develop an obsessive coping style, anxious about each detail. When such a person fears that he is unable to control events, he experiences great stress. Unconsciously he believes that only by controlling every aspect of his life and environment will he be able to ensure the satisfaction of his needs. As he grows older, others will resent him and he will come to dislike himself for what was originally a desperate response to emotional deprivation. The drive to control is not an innate trait but a coping style. Emotional repression is also a coping style rather than a personality trait set in stone. Not one of the many adults interviewed for this book could answer in the affirmative when asked the following: When, as a child, you felt sad, upset or angry, was there anyone you could talk to — even when he or she was the one who had triggered your negative emotions? In a quarter century of clinical practice, including a decade of palliative work, I have never heard anyone with cancer or with any chronic illness or condition say yes to that question. Many children are conditioned in this manner not because of any intended harm or abuse, but because the parents themselves are too threatened by the anxiety, anger or sadness they sense in their child — or are simply too busy or too harassed themselves to pay attention. “My mother or father needed me to be happy” is the simple formula that trained many a child — later a stressed and depressed or physically ill adult — into lifelong patterns of repression.

Encouraging consumers to think more seriously about the financial, environmental, and personal costs of their consumption would be a major step in addressing the crisis of quality and the environmental and social impacts of too much stuff. Better yet, it would spur businesses to seek economic incentives to design and market better products. Today's secondhand economy, faltering in search of quality, should have more than it can handle.

The repeated finding that people with happier, less troubled thought patterns can suffer more illness seems to defy common sense. The general belief is that positive emotions must be conducive to good health. While it is true that genuine joy and satisfaction enhance physical well-being, “positive” states of mind generated to tune out psychic discomfort lower resistance to illness. The brain governs and integrates the activities of all organs and systems of the body, simultaneously coordinating our interactions with the environment. This regulating function depends on the clear recognition of negative influences, danger signals and signs of internal distress. In children whose environment chronically conveys mixed messages, an impairment occurs in the developing apparatus of the brain. The brain’s capacity to evaluate the environment is diminished, including its ability to distinguish what is nourishing from what is toxic.

The organic and inorganic structures supporting human life are changing. Breathtaking technological developments, coupled with rapid advances in medicine, supported a dramatic explosion in the human population worldwide. Increases in human population placed pressure upon the habitat. Lack of foresight and commercial ogres fused to a consumptive consumer mentality fostered a radical reduction in habitat for other creatures and spawned a predictable environmental crisis. Commercial enterprises nimbly renamed the “environmental crisis” the “energy crisis,” effectively downplaying the dramatic cost inflicted upon the ecosystem in the name of preserving cheap energy sources for Americans. We live on the brink of impending disaster. Nonetheless, we must carry on. It is humankind’s greatest challenge to place our self-gratification in check in order to ensure that our species and other creatures survive the violent onslaught raging against the ecosystem. Despite the rapid expansion of new technology, which alters how human beings live and communicate with each other, the fundamental challenge of humanity remains consistent. Every generation must address how to live a purposeful life, one filled with joy and contentment.

The habit of thinking about progress as "development" has meant that many aspects of the environment were simply neglected. With the stereotype of "progress" before their eyes, Americans have in the mass seen little that did not accord with that progress. They saw the expansion of cities, but not the accretion of slums; they cheered the census statistics, but refused to consider overcrowding; they pointed with pride to their growth, bu would not see the drift from the land, or the unassimilated immigration. They expanded industry furiously at reckless cost to their natural resources; they built up gigantic corporations without arranging for industrial relations. They grew to be one of the most powerful nations on earth without preparing their institutions or their minds for the ending of their isolation... There comes a time, therefore, when the blind spots come from the edge of vision into the center. Then unless there are critics who have the courage to sound an alarm, and leaders capable of understanding the change, and a people tolerant by habit, the stereotype, instead of economizing effort, and focussing energy as it did in 1917 and 1918, may frustrate effort and waste men's energy by blinding them, as it did for those people who cried for a Carthaginian peace in 1919 and deplored the Treaty of Versailles in 1921.

This is determined by a wide range of circumstances; it is determined amongst other things by the workers’ average degree of skill, the level of development of science and its technological application, the social organization of the process of production, the extent and effectiveness of the means of production, and the conditions found in the natural environment. For example, the same quantity of labour is present in eight bushels of corn in favourable seasons and in only four bushels in unfavourable seasons. The same quantity of labour provides more metal in rich mines than in poor. Diamonds are of very rare occurrence on the earth’s surface, and hence their discovery costs, on an average, a great deal of labour-time.

Once they’re admitted, we instill our students with hope, and we promise them challenging academics, close student-teacher relationships, and a nurturing and supportive environment—and we mean it. Further, with their admission, we extend a seemingly equitable opportunity for a diploma, itself an implied “passport to a better life.” This is the parents’ and students’ aspiration, and it’s the aspiration for which we, as overseers of these schools, have pledged our support and have dedicated our careers. However, when our young students actually enroll, against our best intentions but driven by our own fears, we overschedule, overwork, and sometimes overwhelm them. We set them up for frustration and failure when we expect them to think and act like adults long before they have actually developed those capacities. We reward high achievement over effort, and most of all, we overfocus on the college process almost from the moment they arrive.

I sought to accomplish whatever was to be accomplished for anyone in such a manner that the advantage attained for anyone would never be served at the cost of another or others.” This speaks to the integrity of Bucky’s intentions and his desire to put principle before self-gain. “I sought to cope with all humanly unfavorable conditions, customs and afflictions by searching for the family of relevant physical principles involved, and therewith through invention and technological development to solve all problems by physical data and devices that were so much more effective as to be spontaneously adopted by humans and thereby to result in producing more desirable life-styles and thus emancipate humans from the previously unfavorable circumstances. I must always ‘reduce’ my inventions to physically working models and must never talk about the inventions until physically proven— or disproven. The new favorable-to-humans environment constituted by the technological inventions and information must demonstrate that new inanimate technology could now accomplish what heretofore could not be accomplished by social reforms. I sought to reform the environment, not the humans. I determined never to try to persuade humanity to alter its customs and viewpoints.” In this declaration, we find Bucky’s thought that one way to help and change people for the better is not to try to change their thinking, but to change their environment for the better. The change will do the work of allowing others to find their own betterment of thought. He was suggesting that social reform does not always help people because their physical environment is so unimproved.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

You’re probably wondering what happened before you got here. An awful lot of stuff, actually. Once we evolved into humans, things got pretty interesting. We figured out how to grow food and domesticate animals so we didn’t have to spend all of our time hunting. Our tribes got much bigger, and we spread across the entire planet like an unstoppable virus. Then, after fighting a bunch of wars with each other over land, resources, and our made-up gods, we eventually got all of our tribes organized into a ‘global civilization.’ But, honestly, it wasn’t all that organized, or civilized, and we continued to fight a lot of wars with each other. But we also figured out how to do science, which helped us develop technology. For a bunch of hairless apes, we’ve actually managed to invent some pretty incredible things. Computers. Medicine. Lasers. Microwave ovens. Artificial hearts. Atomic bombs. We even sent a few guys to the moon and brought them back. We also created a global communications network that lets us all talk to each other, all around the world, all the time. Pretty impressive, right? “But that’s where the bad news comes in. Our global civilization came at a huge cost. We needed a whole bunch of energy to build it, and we got that energy by burning fossil fuels, which came from dead plants and animals buried deep in the ground. We used up most of this fuel before you got here, and now it’s pretty much all gone. This means that we no longer have enough energy to keep our civilization running like it was before. So we’ve had to cut back. Big-time. We call this the Global Energy Crisis, and it’s been going on for a while now. “Also, it turns out that burning all of those fossil fuels had some nasty side effects, like raising the temperature of our planet and screwing up the environment. So now the polar ice caps are melting, sea levels are rising, and the weather is all messed up. Plants and animals are dying off in record numbers, and lots of people are starving and homeless. And we’re still fighting wars with each other, mostly over the few resources we have left. “Basically, kid, what this all means is that life is a lot tougher than it used to be, in the Good Old Days, back before you were born. Things used to be awesome, but now they’re kinda terrifying. To be honest, the future doesn’t look too bright. You were born at a pretty crappy time in history. And it looks like things are only gonna get worse from here on out. Human civilization is in ‘decline.’ Some people even say it’s ‘collapsing.’ “You’re probably wondering what’s going to happen to you. That’s easy. The same thing is going to happen to you that has happened to every other human being who has ever lived. You’re going to die. We all die. That’s just how it is.

SEPTEMBER 25 GROWTH OF PEOPLE = GROWTH OF COMPANY People are the principal asset of any company, whether it makes things to sell, sells things made by other people, or supplies intangible services. Nothing moves until your people can make it move. In actual studies of leadership in American business, the average executive spends three-fourths of his working time dealing with people. The largest single cost in most business is people. The largest, most valuable asset any company has is its people. All executive plans are carried out, or fail to be carried out, by people. According to William J. H. Boetcker, people divide themselves into four classes: 1. Those who always do less than they are told 2. Those who will do what they are told, but no more 3. Those who will do things without being told 4. Those who will inspire others to do things It’s up to you. As Ralph Waldo Emerson said, “Trust men and they will be true to you: treat them greatly and they will show themselves great.” —Developing the Leader Within You CULTIVATE AN ENVIRONMENT THAT INSPIRES YOUR PEOPLE TO DO GREAT THINGS.

Developing the courage to think negatively allows us to look at ourselves as we really are. There is a remarkable consistency in people’s coping styles across the many diseases we have considered: the repression of anger, the denial of vulnerability, the “compensatory hyperindependence.” No one chooses these traits deliberately or develops them consciously. Negative thinking helps us to understand just what the conditions were in our lives and how these traits were shaped by our perceptions of our environment. Emotionally draining family relationships have been identified as risk factors in virtually every category of major illness, from degenerative neurological conditions to cancer and autoimmune disease. The purpose is not to blame parents or previous generations or spouses but to enable us to discard beliefs that have proved dangerous to our health. “The power of negative thinking” requires the removal of rose-coloured glasses. Not blame of others but owning responsibility for one’s relationships is the key. It is no small matter to ask people with newly diagnosed illness to begin to examine their relationships as a way of understanding their disease. For people unused to expressing their feelings and unaccustomed to recognizing their emotional needs, it is extemely challenging to find the confidence and the words to approach their loved ones both compassionately and assertively. The difficulty is all the greater at the point when they have become more vulnerable and more dependent than ever on others for support. There is no easy answer to this dilemma but leaving it unresolved will continue to create ongoing sources of stress that will, in turn, generate more illness. No matter what the patient may attempt to do for himself, the psychological load he carries cannot be eased without a clear-headed, compassionate appraisal of the most important relationships in his life. “Most of our tensions and frustrations stem from compulsive needs to act the role of someone we are not,” wrote Hans Selye. The power of negative thinking requires the strength to accept that we are not as strong as we would like to believe. Our insistently strong self-image was generated to hide a weakness — the relative weakness of the child. Our fragility is nothing to be ashamed of. A person can be strong and still need help, can be powerful in some areas of life and helpless and confused in others. We cannot do all that we thought we could. As many people with illness realize, sometimes too late, the attempt to live up to a self-image of strength and invulnerability generated stress and disrupted their internal harmony.

One of my earliest memories is from around age three or four—sitting in a dress by myself playing with a doll. I was fine playing, but the sense was that there was no connection. There was nobody around; I was completely isolated. This was safe, but there wasn’t a sense of happiness, only that I had figured out how to protect myself.” “By being alone.” “By being alone and yes … without feeling contact. “There are other fragments that come up. For a long time I’ve had this image of lying in what felt like clouds; I was on a bed of clouds with a grey and colourless sky above me and this one ray of sun hitting me, but it was cold. The sense of really being completely alone, that even this ray, which might be love, wasn’t. I saw that learning not to feel was what I had to do in order to survive.” Such experiences — or the conclusions Harriette drew from them—left her isolated in life, or in relationships that, she felt, depleted her more than they nurtured her. Her intensive therapy was aimed at developing emotional competence. Emotional competence is the capacity that enables us to stand in a responsible, non-victimized, and non-self-harming relationship with our environment.* It is the required internal ground for facing life’s inevitable stresses, for avoiding the creation of unnecessary ones and for furthering the healing process. Few of us reach adult age with anything close to full emotional competence. Recognizing our lack of it is not cause for self-judgment, only a call for further development and transformation.

Genes are merely codes. They act as a set of rules and as a biological template for the synthesis of the proteins that give each particular cell its characteristic structure and functions. They are, as it were, alive and dynamic architectural and mechanical plans. Whether the plan becomes realized depends on far more than the gene itself. Genes exist and function in the context of living organisms. The activities of cells are defined not simply by the genes in their nuclei but by the requirements of the entire organism — and by the interaction of that organism with the environment in which it must survive. Genes are turned on or off by the environment. For this reason, the greatest influences on human development, health and behaviour are those of the nurturing environment. Hardly anyone who raises plants or animals would ever dispute the primary role of early care in shaping how genetic endowment and potential will unfold. For reasons that have little to do with science, many people have difficulty grasping the same concept when it comes to the development of human beings. This paralysis of thought is all the more ironic, since of all animal species it is the human whose long-term functioning is most profoundly regulated by the early environment. Given the paucity of evidence for any decisive role of genetic factors in most questions of illness and health, why all the hoopla about the genome project? Why the pervasive genetic fundamentalism? We are social beings, and science, like all disciplines, has its ideological and political dimensions. As Hans Selye pointed out, the unacknowledged assumptions of the scientist will often limit and define what will be discovered. Settling for the view that illnesses, mental or physical, are primarily genetic allows us to avoid disturbing questions about the nature of the society in which we live. If “science” enables us to ignore poverty or man-made toxins or a frenetic and stressful social culture as contributors to disease, we can look only to simple answers: pharmacological and biological. Such an approach helps to justify and preserve prevailing social values and structures. It may also be profitable.

India and rest of the world has already taken the sustainable development concept, here two important key problems are context specific solutions and unity in diversity. As world has become one, hereafter no one can stop any foreign visitors, investments or anything that happens within nation. But due to pollution an over population everywhere is succumbed. To reduce population china took one child policy but failed due to lack of genetic diversity and male - femaela ratio and also working population. to meet this problem key solution only sustainable development that touches all scienctific and technological aspects. No technical advancements ahold be stopped but they have to regulated into eco friendly aspects. Industries should evolve into eco friendly and sustainable solutions and also banking sector. They should and should and should minimize pollution at any cost otherwise this chaos will continue and will lead disintegration of society and may also lead to civil war in future. so billionaires should consider humans ans humans just like them not as robots. So try to reach SDGs and policies for any industries that pollutes the environment. And once population is getting stabilized by 2030 as predicted by UN, if it stabilized then obviously fine and if it is not stabilized then it ie better to dismiss the concept of marriage and run into future with science.

The sustainability is a costly affair, but act before it becomes unaffordable.

Chapter 18: The Power of Negative Thinking (pages 254-255) Developing the courage to think negatively allows us to look at ourselves as we really are. There is a remarkable consistency in people's coping styles across the many diseases we have considered: the repression of anger, the denial of vulnerability, the "compensatory hyperindependence." No one chooses these traits deliberately or develops them consciously. Negative thinking helps us understand just what the conditions were in our lives and how these traits were shaped by our perceptions of our environment. Emotionally draining family relationships have been identified as risk factors in virtually every category of major illness, from degenerative neurological conditions to cancer and autoimmune disease. The purpose is not to blame parents or previous generations or spouses but to enable us to discard beliefs that have proved dangerous to our health. "The power of negative thinking" requires the removal of rose-coloured glasses. Not blame of others but owning responsibility for one's responsibility is the key.

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Tactical decision games are situational exercises on paper representing a snap shot in time. A scenario is handed out that describes a problem related to your profession (law enforcement, security, military, business, etc). The facilitator sets a short time limit for you to come up with a solution to the problem presented. The TDGs can be conducted individually or in a group setting. As soon as time is up, with the facilitator using “time hacks”, an individual or group is told to present their course of action to the rest of the group. What you did and why? Justifying your actions to everyone else! It is important that individuals or groups working together are candid and honest in their responses. You’re only fooling yourself to do otherwise. The lesson learned from the TDGs can make you more effective and safe in the performance of your job. The time to develop the strength of character and the courage to make decisions comes here, in the training environment. Mistakes can be made here that do not cost a life and valuable lessons are learned.

Florida Adoption Step Parent Adoption Forms There is more blended families in Florida than any time in the past. There are also many more parents who are looking to do a stepparent adoption to unify their family. The sad fact is that many children who are in a new home environment don?t have relationship with their natural mother or father. This leaves children looking to their step parent to fill that role. In most cases, the step parent will take on the responsibility of raising and supporting his or her step child, and will develop a relationship with their step child which has the same bond as if the child was the stepparent?s biological child. In these situations, when the step child has been abandoned by an absent parent, a stepparent adoption can bring unity in the family, and provide many legal benefits for the child. A Florida adoption Step Parent Adoption Forms is a straight-forward process. If one of the child?s biological parents has either abandoned the child, or is willing to sign a consent to adoption, then the adoption can be completed fairly easy, even if that parent?s whereabouts are unknown. A stepparent adoption in Florida consists of filing the appropriate adoption documents with the court, serving the absent parent, and going through certain steps that are required to complete the adoption. In Florida, both the stepparent and the child?s biological parent will file a ?Joint Petition for Adoption by Stepparent?. The adoption petition will outline who the parties are, and will let the court know that the stepparent is desiring to adopt his or her step child. Who is required to consent to a Florida adoption Step Parent Adoption Forms? After the adoption paperwork has been filed with the Circuit Court in the county where you reside in Florida, the court will process the adoption forms. The adoption department at the Circuit Court will look to see if the consent from the absent parent can be waived due to abandonment, or if a signed consent is included in the forms. In addition, the court will look to see that the consent to adoption has been signed by any child being adopted who is at least 12 years of age. If the absent parent has abandoned the child, meaning that he has failed to maintain a reasonable degree of interest, concern or responsibility as to the child?s welfare, and has failed to support the financial needs of the child, then the consent of the absent parent will not be required. What happens when the Florida Stepparent Adoption is final? The court will have a final hearing where the Judge will review all the information that has been presented and finalize the adoption. When the Judge signs a ?Final Judgment of Stepparent Adoption?, then the adoption is final. When the adoption is final, the Judge will order the clerk of the court to have a new birth certificate issued, listing the stepparent as the child?s parent on the birth certificate, and also showing the child?s new name on the birth certificate. As far as the birth certificate is concerned, the child was born with the new name and that the adoptive parents were the child?s birth parents. How to start a stepparent adoption in Florida. For anyone who has spoken to an adoption attorney regarding completing a Florida stepparent adoption, they quickly realize how expensive the process can be if they go through an attorney. The good news is that people in Florida have been doing their own step parent adoptions for decades, with the help from an online company, StepparentAdoptionForms.com. Using an online adoption company like StepparentAdoptionForms.com allows you to complete your own Florida stepparent adoption, and save thousands over the cost of an attorney. Their experienced adoption specialists will prepare all your documents for you and send them to you ready to sign and file with the court. You can do your own Florida stepparent adoption

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

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Why are surprise and consolidation both important to knowledge evolution? Because exploration and exploitation are both important as we create new, and make use of existing, knowledge to interact with the world around us. Surprise emphasizes exploration, the creation of new paradigms; consolidation emphasizes exploitation, the use and extension of existing paradigms. While both are important, the balance between exploration and exploitation, surprise versus consolidation, is not governed by a hard-and-fast rule. In an approximate way, the balance depends on the kind of world in which the evolving knowledge system is embedded and the speed with which evolution for survival must occur. The more complex and changing the world, the more reason to emphasize and incur the cost of exploration; the simpler and more static the world, the more reason to emphasize exploitation and avoid the cost of exploration. In biological evolution, when organism variants are generated, those variants are tested in and by their world. Those that survive go on to reproduce, inheriting the original variation but also adding yet new variations. As formalized in Fisher's fundamental theorem of natural selection, the greater the variance in properties across organisms within each generation, the faster the rate at which the organismal population evolves, becoming fitter generation to generation. Variation, however, is costly, as most variants are less fit and die before reproducing, so the degree of variance is itself an optimizable and evolvable trait. The more complex and changing the world, the more reason to incur the cost of variance; the simpler and more static the world, the less reason to incur the cost of variance. The optimal rate of evolution or 'evolvability' depends on the kind of world in which the organismal population is embedded. In knowledge evolution, analogously, potential paradigms are generated, and those paradigm variants are tested by being played out in the real world. The measure of variance here is the degree to which the paradigm differs from or contradicts conventional wisdom, hence the degree to which one anticipates surprise. Thus, the paradigm generation process can be skewed either toward anticipated surprise or anticipated consolidation. Skewing toward surprise, however, is costly, as most potential paradigms that disagree with conventional wisdom are wrong and will have low utility. Thus, the optimal degree of variance depends on the kind of world in which the cognitive entity is embedded. At one extreme, if the world is complex or changing rapidly, then the optimal variance might weigh anticipated surprise more heavily. Indeed, at this extreme, it might be optimal to explore new paradigms simply for their novelty and potential for surprise. At the other extreme, if the world is simple or changing slowly, then the optimal variance might weigh anticipated consolidation more heavily. Why not make use of conventional wisdom rather than make a risky attempt to overturn it? Thus, there is a balance between paradigm creation and extension, but the precise balance is situational. Human societies and organizations might adopt the balance appropriate for world to which they had to adapt during the long-term course of human evolution. An engineered or augmented human cognition might adopt a balance more appropriate to the current world, and a purely artificial cognition might adopt whatever balance is appropriate to the world into which humans have embedded it. Most importantly, a human society with sufficient self-understanding might adopt a balance that is optimal for its environment and them might implement that balance in its public polocy that determines relative investment in the two - relative investment in research versus development.

While we are in this embarrassingly negative corner of chemistry, I cannot avoid that other great pointed finger, the one directed at the environmental damage laid at the subject’s door, or at least at its drains. It is impossible to deny that the unwanted effluent of the chemical plant has wrought ecological havoc. Ever since Perkin’s factories turned the nearby canals red, green, and yellow according to the manufacturing priorities of the day, mankind’s aspiration for its own betterment has been at an environmental cost. In fact, the green shoots of environmental pollution, if that is not too ironical a term, can be traced back to the Greeks and Romans, for analysis of ice cores laid down in those eras show traces of the consequences of metal working. The way forward is either legal or chemical. The legal constrains by the prospect of punishment; the chemical avoids by elimination at source. The latter, always the better mode of action, depends on developments of chemistry itself and has inspired the politico-environmento-chemical movement of green chemistry. In broad terms, green chemistry aims to minimize the impact of chemical manufacturing processes on the environment by strict guidelines about the use of materials and the elimination of waste.

In facing a serious problem—controlling superior numbers—Sparta reacted like an animal that develops a shell to protect itself from the environment. But like a turtle, the Spartans sacrificed mobility for safety. They managed to preserve stability for three hundred years, but at what cost? They had no culture beyond warfare, no arts to relieve the tension, a constant anxiety about the status quo. While their neighbors took to the sea, learning to adapt to a world of constant motion, the Spartans entombed themselves in their own system. Victory would mean new lands to govern, which they did not want; defeat would mean the end of their military machine, which they did not want, either. Only stasis allowed them to survive. But nothing in the world can remain stable forever, and the shell or system you evolve for your protection will someday prove your undoing. In the case of Sparta, it was not the armies of Athens that defeated it, but the Athenian money. Money flows everywhere it has the opportunity to go; it cannot be controlled, or made to fit a prescribed pattern. It is inherently chaotic. And in the long run, money made Athens the conqueror, by infiltrating the Spartan system and corroding its protective armor. In the battle between the two systems, Athens was fluid and creative enough to take new forms, while Sparta could grow only more rigid until it cracked.

To counter the effects of too-early learning, here are some things you can do: Where possible, choose schools that are developmentally sensitive in their curriculum and appropriate for your child. Some kids will do really well as big fish in small ponds. It gives them the confidence to tackle the currents without being afraid of being swept away. They get to grow strong and feel strong. So what if there are bigger fish in bigger ponds? Help your children find the right curricular environments for them. Relax and take a long view, even if no one else around you is. Most kids who learn to read at five aren’t better readers at nine than those who learn to read at six or seven. Bill remembers vividly the mild panicky feeling he and Starr had when their daughter was five years old and some of her friends were starting to read. Even though they knew that kids learn to read much easier at age seven than at age five, and that pushing academics too early was harmful and produced no lasting benefit, Bill and Starr wondered if they were jeopardizing their child’s future by letting her fall behind her peers. They briefly considered pulling her out of her nonacademic kindergarten. But they stuck to their guns and left her in a school that did not push and did not give her any homework until the fourth grade. Despite an unrushed start, she received her PhD in economics from the University of Chicago at the age of twenty-six and is a successful economist. Bill loves telling that story, not to brag (okay, just a little), but to emphasize that it is difficult to buck the tide even when you know the current is carrying you the wrong way. Remember that any gains from rushing development will wash out. Parents often tell Bill that their third grader is doing fourth- or fifth-grade math—but he never hears twenty-six-year-olds brag that they’re more successful than most twenty-eight-year-olds. Don’t go overboard on AP classes. You are doing your child no favors if you let her take more APs at the cost of her mental health and sleep. There’s a reason why kids get more out of Moby-Dick in college than in high school. When we consider the enormous differences in the maturation of their prefrontal cortex—and the associated development in their capacity for abstraction and emotional maturity—it should come as no surprise that the majority of students will understand and appreciate novels written for adults better when they’re older. The same is true for complex scientific theories and data, quantitative concepts, and historical themes, which are easier for most kids to grasp when they are college aged. This isn’t to say that some students aren’t ready for college-level courses when they’re fifteen. The problem is that when this becomes the default for most students (I’ll never get into college if I don’t have five AP classes) it’s destructive.

Humans have evolved to crave high-calorie sweet food because when it was only available in small quantities in uncertain intervals, this craving was extremely useful in getting our bodies to obtain as much energy as possible from the environment. However, thanks to our rapid cultural development in the West that has led to people having access to unlimited calories at all times, our craving is now extremely dangerous because of the ubiquity and low cost of this type of food. In other words, our brains and bodies have not really learned that excessive calories are dangerous. Your brain, automatically and unconsciously, is still convinced that your next meal may not be coming for another week, so it will try to get you to gorge on whatever calories are available at the moment. We may know now intellectually and scientifically that eating to excess is not necessary and even unhealthy, but how often has your intellectual and scientific knowledge of calories stopped you from eating that piece of cake after dinner? We are blind to the dangers of eating sweet food because over millions of years of evolution, the vast majority of which was spent in calorie-sparse environments, knowledge of the true dangers of sugar for our bodies would have been useless and in fact dangerous because we would have starved. That is why it is so difficult to override our genetically inherited, or a priori, biological impulses to overeat. The broader point is that our knowledge about the world cannot be judged on whether it is true or not, but only on how useful it is to us.

Policymakers are becoming aware that eliminating poverty and protecting our common environment are inextricably interlinked, because the world’s poorest people are both victims and agents of environmental degradation. The poorest people are often forced to meet short-term survival needs at the cost of long-term sustainability. Desperate for croplands to feed their families, and for fuel, many clear forests or cultivate steep hillsides, where soil is rapidly eroded. Others migrate to the crowded shantytowns that surround most major cities in the developing world.

Policymakers are becoming aware that eliminating poverty and protecting our common environment are inextricably interlinked, because the world’s poorest people are both victims and agents of environmental degradation. The poorest people are often forced to meet short-term survival needs at the cost of long-term sustainability. Desperate for croplands to feed their families, and for fuel, many clear forests or cultivate steep hillsides, where soil is rapidly eroded. Others migrate to the crowded shantytowns that surround most major cities in the developing world.

Policymakers are becoming aware that eliminating poverty and protecting our common environment are inextricably interlinked, because the world’s poorest people are both victims and agents of environmental degradation. The poorest people are often forced to meet short-term survival needs at the cost of long-term sustainability. Desperate for croplands to feed their families, and for fuel, many clear forests or cultivate steep hillsides, where soil is rapidly eroded. Others migrate to the crowded shantytowns that surround most major cities in the developing world.

The problem with these closed environments is that they inhibit serendipity and reduce the overall network of minds that can potentially engage with a problem. This is why a growing number of large organizations—businesses, nonprofits, schools, government agencies—have begun experimenting with work environments that encourage the architecture of serendipity. Traditionally, organizations that have a strong demand for innovation have created a kind of closed playpen for hunches: the research-and-development lab. Ironically, R&D labs have historically functioned as a kind of idea lockbox; the hunches evolving in those labs tended to be the most heavily guarded secrets in the entire organization. Allowing these early product ideas to circulate more widely would allow rival firms to copy or exploit them. Some organizations—including Apple—have gone to great length to keep R&D experiments sequestered from other employees inside the organization. But that secrecy, as we have seen, comes with great cost. Protecting ideas from copycats and competitors also protects them from other ideas that might improve them, might transform them from hints and hunches to true innovations.

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The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

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Seychelles said at U.N. climate talks. The report was bound to sharpen disputes in Lima over who pays the bills for the impacts of global warming, whose primary cause is the burning of coal, oil and gas but which also includes deforestation. It has long been the thorniest issue at the U.N. negotiations, now in their 20th round. Rich countries have pledged to help the developing world convert to clean energy and adapt to shifts in global weather that are already adversely affecting crops, human health and economies. But poor countries say they’re not seeing enough cash. Projecting the annual costs that poor countries will face by 2050 just to adapt, the United Nations Environment Program report deemed the previous estimate of $70 billion to $100 billion “a significant underestimate.” It had been based on 2010 World Bank numbers.

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