Horizontal Integration Quotes

We want to help our children become better integrated so they can use their whole brain in a coordinated way. For example, we want them to be horizontally integrated, so that their left-brain logic can work well with their right-brain emotion. We also want them to be vertically integrated, so that the physically higher parts of their brain, which let them thoughtfully consider their actions, work well with the lower parts, which are more concerned with instinct, gut reactions, and survival. The

He even made an interesting concession. Throughout their careers they had adhered to competing philosophies on one of the most fundamental of all digital issues: whether hardware and software should be tightly integrated or more open. “I used to believe that the open, horizontal model would prevail,” Gates told him. “But you proved that the integrated, vertical model could also be great.” Jobs responded with his own admission. “Your model worked too,” he said.

Women remained in an underprivileged position under social modernity. The ‘male breadwinner model’67 brought with it new inequalities. Since housewives were not employed, they were excluded from many insurance benefits, or minimally covered by these. The care and reproductive work that women performed in the household was neither paid nor integrated into the official order of social modernity. In other words, while social modernity attenuated the conflicts and risks induced by vertical inequalities (between classes), it reproduced new inequalities on the horizontal level—weighing especially on women and migrants.

Horizontal propaganda thus is very hard to make (particularly because it needs so many instructors), but it is exceptionally efficient through its meticulous encirclement of everybody, through the effective participation of all present, and through their public declarations of adherence. It is peculiarly a system that seems to coincide perfectly with egalitarian societies claim­ing to be based on the will of the people and calling themselves democratic: each group is composed of persons who are alike, and one actually can formulate the will of such a group. But all this is ultimately much more stringent and totalitarian than explosive propaganda. Thanks to this system Mao has succeeded in passing from subversive propaganda to integration propaganda.

An integrated educational system benefits many people with horizontal identities; it likewise helps those who share a classroom with them. Similarly, building a compassionate society benefits not only those who are newly tolerated, but also those who are newly tolerating. Incorporating exceptional people into the social fabric is expensive and time-consuming. The emotional and logistical calisthenics can be draining. Yet if parents often end up grateful for their problematical children, then so, in the end, can we all be grateful for the courage such people may embody, the generosity they may teach us, even the ways they complicate the world. In

Conceptual integrity does require that a system reflect a single philosophy and that the specification as seen by the user flow from a few minds. Because of the real division of labor into architecture, implementation, and realization, however, this does not imply that a system so designed will take longer to build. Experience shows the opposite, that the integral system goes together faster and takes less time to test. In effect, a widespread horizontal division of labor has been sharply reduced by a vertical division of labor, and the result is radically simplified communications and improved conceptual integrity.

management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization. Network effects are creating the giants of the twenty-first century. Google and Facebook each touch more than one-seventh of the world’s population. In the world of network effects, ecosystems of users are the new source of competitive advantage and market dominance.

The world interior of capital is not an agora or a trade fair beneath the open sky, but rather a hothouse that has drawn inwards everything that was once on the outside. The bracing climate of an integral inner world of commodity can be formulated in the notion of a planetary palace of consumption. In this horizontal Babylon, being human becomes a question of spending power, and the meaning of freedom is exposed in the ability to choose between products for the market - or to create such products oneself.

No one can push you, pull you, or go with you. All thoughts, ideas, feelings, concepts, and systems of knowledge and belief boil down to this one unequivocal distinction; sewer or sunshine, dungeon or daylight, ego or surrender, obstruction or flow, segregation or integration, vertical entrenchment or horizontal progress.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

Since the 2001 Amerithrax Anthrax spore “attacks,” HHS has increasingly been horizontally integrated with the intelligence community (see Chapter 21) as well as with the Department of Homeland Security to form a health security state with enormous ability to shape and enforce “consensus” through widespread propaganda, censorship, “nudge” technology, and intentional manipulation of the “Mass Formation” hypnosis process using modern adaptations of methods originally developed by Dr. Joseph Goebbels [417

The time had come to deploy for the attack, and Commander Fuchida had a difficult decision to make. The plan provided for either “Surprise” or “Surprise Lost” conditions. If “Surprise,” the torpedo planes were to go in first, then the horizontal bombers, finally the dive-bombers, while the fighters remained above for protection. (The idea was to drop as many torpedoes as possible before the smoke from the dive-bombing ruined the targets.) On the other hand, if the raiders had been detected and it was “Surprise Lost,” the dive-bombers and fighters would hit the airfields and antiaircraft defenses first; then the torpedo planes would come in when resistance was crushed. To tell the planes which deployment to take, Commander Fuchida was to fire his signal gun once for “Surprise,” twice for “Surprise Lost.” Trouble was, Commander Fuchida didn’t know whether the Americans had caught on or not. The reconnaissance planes were meant to tell him, but they hadn’t reported yet. It was now 7:40 A.M., and he couldn’t wait any longer. They were already well down the west coast and about opposite Haleiwa. Playing a hunch, he decided he could carry off the surprise. He held out his signal pistol and fired one “black dragon.” The dive-bombers began circling upward to 12,000 feet; the horizontal bombers spiraled down to 3500; the torpedo planes dropped until they barely skimmed the sea, ready for the honor of leading the assault. As the planes orbited into position, Fuchida noticed that the fighters weren’t responding at all. He decided that they must have missed his signal, so he reached out and fired another “black dragon.” The fighters saw it this time, but so did the dive-bombers. They decided it was the second “black dragon” of the “Surprise Lost” signal. Hence, they would be the ones to go in first. In a welter of confusion, the High Command’s plan for carefully integrated phases vanished; dive-bombers and torpedo planes eagerly prepared to slam into Pearl Harbor at the same time.

The primary venue for activities in which value is created for participants shifts from an internal production department to a collection of external producers and consumers—which means that management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization.

The cerebral cortex is the newest portion of the nervous system, and in man it has developed into the largest portion. In its anatomical connections, it is clearly an outgrowth of the areas of the brain directly beneath it—the hypothalamus—and in its functional aspects it represents a great leap forward for the lower brain’s abilities to integrate sensory information and to select and order new motor responses. It is an immense addition to the internuncial net; fully three-quarters of the cell bodies in the human central nervous system are contained in the cortex. And the horizontal interconnections between these cells are far more dense than those in the cord or the lower brain. Schematically, it resembles a ball of cotton fuzz much more than it resembles even the most complex man-made electrical circuitry. The cortex appears to be primarily a vast storage center of information and associations, preserved bits of experience which can be suppressed or recalled to modify behavior in truly innumerable ways.

healthy transcendence is more horizontal than it is vertical. It’s about confronting the realities of the human condition head-on with equanimity, wisdom, and loving-kindness and harnessing all that we are in the service of realizing the best version of ourself so we can help raise the bar for the whole of humanity.[6] With healthy transcendence, we have done the inner work to integrate our whole self, including our deprivation motivations, so that they no longer rule our actions in the world. We see the world on its own terms, and what we see may be intensely beautiful.