Innovation Related Quotes

You need a product that can make their lives easier; a product that they need and can relate to as well.

One of the enemies of creativity and innovation, especially in relation to our own development, is common sense.

innovation resides where art and science connect is not new. Leonardo da Vinci was the exemplar of the creativity that flourishes when the humanities and sciences interact. When Einstein was stymied while working out General Relativity, he would pull out his violin and play Mozart until he could reconnect to what he called the harmony of the spheres.

The five attributes of innovations are (1) relative advantage, (2) compatibility, (3) complexity, (4) trialability, and (5) observability.

The establishment’s reply is that dissenting students are bent, not on positive innovation, but on negative disruption. Against this, however, it can be argued that these two processes are very closely related and that the former only degenerates into the latter when it finds itself blocked.

The Analytical Engine has no pretensions whatever to originate anything,” she wrote in her “Notes.” “It can do whatever we know how to order it to perform. It can follow analysis; but it has no power of anticipating any analytical relations or truths.” A century later this assertion would be dubbed “Lady Lovelace’s Objection

Women are the most spectacular instance of this. After a period of independence that came with the spread of Christianity, they were relegated to a lower order. This is all the more interesting because the gospel and the first church were never hostile to women nor treated them as minors, and the situation of women in the Roman empire (particularly in the East) was relatively favourable. In spite of this, when Christianity became a power or authority, this worked against women. A strange perversion, yet fully understandable when we allow that women represent precisely the most innovative elements in Christianity: grace, love, charity, a concern for living creatures, nonviolence, an interest in little things, the hope of new beginnings - the very elements that Christianity was setting aside in favor of glory and success.

Scientists and inventors alike, they first guess a new explanation—a hypothesis—as wild and innovative as they can conjure. And then they test it rigorously, their hearts filled with the hope they’ll find a door or a window that reframes their understanding of the universe, of life, of a flower, or a cure for cancer. And it all starts with a guess, a good explanation as unlikely as it is plausible. A story at the knife’s edge of innovation, bleeding truth and pushing the limits of knowledge further afield. That impossibly sharp place where dreams and reality converge. A hard-to-vary idea as powerful as the one that broke Einstein’s General Relativity and his assumption that the laws of nature don’t depend on the motion of an observer.

four suggested explanations are ideological, rather than economic or organizational: (1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

The collision between privacy and public safety in the encryption context touches on not just privacy and public safety but also issues of technology, law, economics, philosophy, innovation, and international relations, and probably other interests and values.

I write. I give intimate private names to an external and foreign world. In a sense, I make it mine. In a sense, I return from feeling exiled and foreign to feeling at home. By doing so, I am already making a small change in what appeared to me earlier as unchangeable. Also, when I describe the impermeable arbitrariness that signs my destiny — arbitrariness at the hands of a human being, or arbitrariness at the hands of fate — I suddenly discover new nuances, subtleties. I discover that the mere act of writing about arbitrariness allows me to feel a freedom of movement in relation to it. That by merely facing up to arbitrariness I am granted freedom — maybe the only freedom a man may have against any arbitrariness: the freedom to put your tragedy into your own words. The freedom to express yourself differently, innovatively, before that which threatens to chain and bind one to arbitrariness and its limited, fossilizing definitions.

(1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

There are three related ideas, which I will elaborate as we go on. They are imagination, which is the process of bringing to mind things that are not present to our senses; creativity, which is the process of developing original ideas that have value, and innovation, which is the process of putting new ideas into practice.

Only through annihilation of distance in every respect, as the conveyance of intelligence, transport of passengers and supplies and transmission of energy will conditions be brought about someday, insuring permanency of friendly relations. What we now want most is closer contact and better understanding between individuals and communities all over the earth, and the elimination of that fanatic devotion to exalted ideals of national egoism and pride which is always prone to plunge the world into primeval barbarism and strife.

The value we create is directly related to how much valuable information we can produce, how much trust we can earn, and how often we innovate.

When Einstein was stymied while working out General Relativity, he would pull out his violin and play Mozart until he could reconnect to what he called the harmony of the spheres.

Relative advantage is the degree to which an innovation is perceived as better than the idea it supersedes.

The typical Anarchist, then, may be defined as follows: A man perceptible by the spirit of revolt under one or more of its forms,—opposition, investigation, criticism, innovation,—endowed with a strong love of liberty, egoistic or individualistic, and possessed of great curiosity, a keen desire to know. These traits are supplemented by an ardent love of others, a highly developed moral sensitiveness, a profound sentiment of justice, and imbued with missionary zeal.” To the above characteristics, says Alvin F. Sanborn, must be added these sterling qualities: a rare love of animals, surpassing sweetness in all the ordinary relations of life, exceptional sobriety of demeanor, frugality and regularity, austerity, even, of living, and courage beyond compare.[2]

Innovations that are perceived by individuals as having greater relative advantage, compatibility, trialability, observability, and less complexity will be adopted more rapidly than other innovations.

Web directories, which featured human-assembled lists and categories of cool sites, and Web rings, which created through a common navigation bar a circle of related sites that were linked to one another.

human creativity in the arts, and human innovation in technology—are intimately related. Every advancement in technology, including military technology, remains, foremost, a feat of imagination. This is where humans excel.

Culturally, however, Sicily had great advantages. Muslim, Byzantine, Italian, and German civilization met and mingled there as nowhere else. Greek and Arabic were still living languages in Sicily. Frederick learnt to speak six languages fluently, and in all six he was witty. He was at home in Arabian philosophy, and had friendly relations with Mohammedans, which scandalized pious Christians. He was a Hohenstaufen, and in Germany could count as a German. But in culture and sentiment he was Italian, with a tincture of Byzantine and Arab. His contemporaries gazed upon him with astonishment gradually turning into horror; they called him ‘wonder of the world and marvellous innovator’.

The story about your business is more important than the facts about your business. Sound outrageous? Maybe, but the brain research proves it’s true. People relate to and remember stories—even people who make a living analyzing facts.

Music can trigger feelings, which in turn produce thoughts and images in our minds — it is these thoughts and images that can become novel solutions and innovative new ideas. Music is therefore directly related to the production of new ideas.

Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

Might one not say that in the chance combination of nature's production, since only those endowed with certain relations of suitability could survive, it is no cause for wonder that this suitability is found in all species that exist today? Chance, one might say, produced an innumerable multitude of individuals; a small number turned out to be constructed in such fashion that the parts of the animal could satisfy its needs; in another, infinitely greater number, there was neither suitability nor order: all of the later have perished; animals without a mouth could not live, others lacking organs for reproduction could not perpetuate themselves: the only ones to have remained are those in which were found order and suitability; and these species, which we see today, are only the smallest part of what blind fate produced.

Pierce added that “when something as closely related to signaling and communication as this comes along, and something is new and little understood, and you have the people who can do something about it, you’d just better do it, and worry later just about the details of why you went into it.

The term “innovation” dated back to sixteenth-century England. Originally it described the introduction into society of a novelty or new idea, usually relating to philosophy or religion. By the middle of the twentieth century, the words “innovate” and “innovation” were just beginning to be applied to technology and industry.

His special gift was the ability to see the essence of a worthwhile suggestion and to relate it to what was already in existence or planned. Then he would encourage and shape the new project, repeatedly redesigning the curriculum so that a new department or course could have a comfortable place in which to grow and offer it benefits.

[Studies have found] that the typical entrepreneur earns less monetary compensation than her employee counterpart. Why then do so many entrepreneurs willingly engage in what is inherently risky activity? Because the additional psychic rewards—being one’s own boss, pride in self-accomplishment, and so forth—make the entrepreneurial endeavor worthwhile even if the entrepreneur does not gain the mega-prize. This, in turn, helps explain why entrepreneurs have a comparative advantage relative to large companies in attempting to discover and commercialize breakthrough innovations. Because a not insignificant portion of the entrepreneur’s “income” from her activity is psychic, the entrepreneur is the low-cost provider of radical innovation.

I didn’t value experience as much as character, creativity, and common sense, which I suppose was related to my having started Bridgewater two years out of school myself, and my belief that having an ability to figure things out is more important than having specific knowledge of how to do something. It seemed to me, young people were creating sensible innovation that was exciting.

We also have to reevaluate the historic benefits of intoxication, at both the individual and group level, in light of the unprecedented threats that intoxicants pose in the modern world. The relatively recent innovations of distillation and social isolation entirely change intoxicants’ balance on the razor’s edge between order and chaos, creating novel dangers that we only dimly appreciate.

In his 1923 review of James Joyce Ulysses, T. S. Eliot focused on one of his generation's recurrent anxieties--the idea that art might be impossible in the twentieth century. The reasons that art seemed impossible are many and complex, but they were all related to the collapse of ways of knowing that had served the Western mind at least since the Renaissance and that had received canonical formulation in the seventeenth century in the science of Newton and the philosophy of Descartes. In both science and philosophy, the crisis was essentially epistemological; that is, it was related to radical uncertainty about how we know what we know about the real world. This crisis, disorienting even to specialists, was at once a cause of despair and an incentive for innovation in the arts.

[A]lthough I well know how hard it is for a man of genius with a seriously underrated subject to maintain serene and kindly relations with the men who underrate it, and who keep all the best places for less important subjects which they profess without originality and sometimes without much capacity for them, still, if he overwhelms them with wrath and disdain, he cannot expect them to heap honors on him.

Technology, I said before, is most powerful when it enables transitions—between linear and circular motion (the wheel), or between real and virtual space (the Internet). Science, in contrast, is most powerful when it elucidates rules of organization—laws—that act as lenses through which to view and organize the world. Technologists seek to liberate us from the constraints of our current realities through those transitions. Science defines those constraints, drawing the outer limits of the boundaries of possibility. Our greatest technological innovations thus carry names that claim our prowess over the world: the engine (from ingenium, or “ingenuity”) or the computer (from computare, or “reckoning together”). Our deepest scientific laws, in contrast, are often named after the limits of human knowledge: uncertainty, relativity, incompleteness, impossibility. Of all the sciences, biology is the most lawless; there are few rules to begin with, and even fewer rules that are universal. Living beings must, of course, obey the fundamental rules of physics and chemistry, but life often exists on the margins and interstices of these laws, bending them to their near-breaking limit. The universe seeks equilibriums; it prefers to disperse energy, disrupt organization, and maximize chaos. Life is designed to combat these forces. We slow down reactions, concentrate matter, and organize chemicals into compartments; we sort laundry on Wednesdays. “It sometimes seems as if curbing entropy is our quixotic purpose in the universe,” James Gleick wrote. We live in the loopholes of natural laws, seeking extensions, exceptions, and excuses.

The degree of inventiveness and innovation in a society is the main driver of its productivity. An innovative and commercial spirit is the lifeblood of a thriving economy. Without innovation, productivity growth would grind to a halt. Innovations that allow a country’s workers to produce more relative to the rest of the world feed into their cost competitiveness, making them more attractive places to do business.

Mistakes of perception are not the same as mistakes of judgment, though. In the latter, an idea that developers think will satisfy a need or want does not. It may prove useless because of its functional shortcomings, or because it’s too expensive in relation to its modest appeal, or because it arrives in the marketplace too early or too late. Or because of all those reasons combined. The Picturephone was a mistake in judgment.

Another side effect of fertilization that is receiving more attention is the generation of nitrous oxide by bacterial decomposition of nitrates. Not only is N2O a greenhouse gas but, on a hundred-year time scale, it has a nearly three hundred times higher global warming potential than carbon dioxide, the dominant greenhouse gas. But because of its relatively small emissions, N2O is responsible for only about 6 percent of recent anthropogenic greenhouse gas emissions.

certainly influence the future course of cryptocurrencies, which we take up in chapter 14; governments everywhere are facing the question of how to balance regulation with fostering innovation in this space. Nevertheless, one should have little doubt that governments have all the tools necessary to prevent any alternative transaction media from deeply infiltrating the legal economy on a sustained basis, thereby greatly undermining their value relative to the present-day status of cash.

One example is the familiar parable of the prodigal son (Luke 15:11-32), which in some ways might be better called the parable of the elder brother. For the point of the parable as a whole - a point frequently overlooked by Christian interpreters, in their eagerness to stress the uniqueness and particularity of the church as the prodigal younger son who has been restored to the father's favor - is in the closing words of the father to the elder brother, who stands for the people of Israel: 'Son, you are always with me, and all that is mine is yours. It was fitting to make merry and be glad, for this your brother was dead, and is alive; he was lost, and is found.' The historic covenant between God and Israel was permanent, and it was into this covenant that other peoples too, were now being introduced. This parable of Jesus affirmed both the tradition of God's continuing relation with Israel and the innovation of God's new relation with the church - a twofold covenant.

We live in an age in which the volume of available information stupefies us. On any relatively interesting subject we can find thousands of Web pages, tens—if not hundreds—of books, and article after article. How do we filter all this information? How do we process all this information? Core values and principles provide one mechanism for processing and filtering information. They steer us in the direction of what is more, or less, important. They help us make product decisions and evaluate development practices.

A good question is like the one Albert Einstein asked himself as a small boy—“What would you see if you were traveling on a beam of light?” That question launched the theory of relativity, E=MC2, and the atomic age. A good question is not concerned with a correct answer. A good question cannot be answered immediately. A good question challenges existing answers. A good question is one you badly want answered once you hear it, but had no inkling you cared before it was asked. A good question creates new territory of thinking. A good question reframes its own answers. A good question is the seed of innovation in science, technology, art, politics, and business. A good question is a probe, a what-if scenario. A good question skirts on the edge of what is known and not known, neither silly nor obvious. A good question cannot be predicted. A good question will be the sign of an educated mind. A good question is one that generates many other good questions. A good question may be the last job a machine will learn to do. A good question is what humans are for.

If you tour any workplace, you will see countless logos and banners paying lip service to freedom of speech, democracy, logos like ‘speak up, speak out’, creativity, innovation, and on and on goes the list of flashy words and adjectives that companies and corporations want their employees (and outsiders) to believe are part of their work ethics and culture. Yet, most employees learn at the earliest stages of their careers that these bogus adjectives will get them fired, if they are naïve enough to believe in – let alone act on – them.

John Passmore writes in his book Science and Its Critics, The Spanish Inquisition sought to avoid direct responsibility for the burning of heretics by handing them over to the secular arm; to burn them itself, it piously explained, would be wholly inconsistent with its Christian principles. Few of us would allow the Inquisition thus easily to wipe its hands clean of bloodshed; it knew quite well what would happen. Equally, where the technological application of scientific discoveries is clear and obvious—as when a scientist works on nerve gases—he cannot properly claim that such applications are “none of his business,” merely on the ground that it is the military forces, not scientists, who use the gases to disable or kill. This is even more obvious when the scientist deliberately offers help to governments, in exchange for funds. If a scientist, or a philosopher, accepts funds from some such body as an office of naval research, then he is cheating if he knows his work will be useless to them and must take some responsibility for the outcome if he knows that it will be useful. He is subject, properly subject, to praise or blame in relation to any innovations which flow from his work.

It was Oppenheimer’s good fortune to arrive shortly before an extraordinary revolution in theoretical physics drew to its close: Max Planck’s discovery of quanta (photons); Einstein’s magnificent achievement—the special theory of relativity; Niels Bohr’s description of the hydrogen atom; Werner Heisenberg’s formulation of matrix mechanics; and Erwin Schrödinger’s theory of wave mechanics. This truly innovative period began to wind down with Born’s 1926 paper on probability and causality. It was completed in 1927 with Heisenberg’s uncertainty principle and Bohr’s formulation of the theory of complementarity.

All of this is a relatively recent innovation. The habit of always saying “please” and “thank you” first began to take hold during the commercial revolution of the sixteenth and seventeenth centuries—among those very middle classes who were largely responsible for it. It is the language of bureaus, shops, and offices, and over the course of the last five hundred years it has spread across the world along with them. It is also merely one token of a much larger philosophy, a set of assumptions of what humans are and what they owe one another, that have by now become so deeply ingrained that we cannot see them.

Marx saw how the successful struggle for a shorter working day caused a crisis for capital. These political economists do not: they see absolute surplus value as a reified abstract concept. Marx saw how that struggle forced the development of productivity-raising innovations which raised the organic composition of capital. He thus saw relative surplus value as a strategic capitalist response. These political economists do not: they see only competition between capitalists. Marx saw how workers' wage struggles could help precipitate capitalist crises. These political economists see only abstract "laws of motion.

The physicist's relativity, which in recent years has changed our whole approach to scientific knowledge, is harder, and therefore easier to understand, than the social scientist's relativity. It is not a slogan, but a fundamental statement about truth to say that no social scientist can completely free himself from the prison of his own culture; he can only interpret what he observes in the scientific framework of his own time. This is true even of the great innovators. They cannot help but translate their revolutionary observations into language and rubrics that have been determined by the progress of science up until their time. Even those discoveries that create new rubrics are relative to the vantage point of their creator.

Suppose, by way of illustration, we isolate a relation between technological change and patterns of managerial organization in business firms. The expanding use of microchip technology, let us say, might be shown to be associated with a partial dissolution of more rigid forms of hierarchical authority. The ‘social force’ involved here is not like a force of nature. Causal generalizations in the social sciences always presume a typical ‘mix’ of intended and unintended consequence of action, on the basis of the rationalization of conduct, whether ‘carried’ on the level of discursive or of practical consciousness. Technological change is not something that occurs independently of the uses to which agents put technology, the characteristic modes of innovation, etc. It

More than fifteen years later, Uganda's Self-Reliance Strategy has endured as a relatively unique experiment. It was further formalized within Uganda's 2006 Refugee Act, now regarded as one of the most progressive pieces of refugee legislation in Africa. At times, self-reliance has been criticized for legitimizing the premature withdrawal of food rations. The quality of plots of land distributed to refugees has also become uneven as numbers have increased. And refugees still clearly face challenges, including discrimination and informal barriers to market participation. But compared to the alternatives in neighbouring countries, the model is both a shining beacon of policy innovation and a rare opportunity to understand what happens when refugees are given autonomy.

As John Pierce later explained, “The laser is to ordinary light as a broadcast signal is to static.” Ordinary light radiates in a chaotic and scattershot manner. The laser does not. From the perspective of a communications engineer, it is coherent—meaning it is intense and ordered and nearly all one frequency, which are important qualities for carrying information. “In principle it makes it possible to do everything with light that one does with radio waves,” Pierce added. What’s more, the great advantage is that the “bandwidth” of such light—which is related to its capacity—“is hundreds or thousands of times greater than we now have.” The very title of the Townes and Schawlow patent suggested a clear direction.9 Bell Labs’ claim for the laser was that it was a new method for communication.

Islamic societies in the Middle East are relatively conservative and not at the forefront of technology. But medieval Islam in the same region was technologically advanced and open to innovation. It achieved far higher literacy rates than contemporary Europe; it assimilated the legacy of classical Greek civilization to such a degree that many classical Greek books are now known to us only through Arabic copies; it invented or elaborated windmills, tidal mills, trigonometry, and lateen sails; it made major advances in metallurgy, mechanical and chemical engineering, and irrigation methods; and it adopted paper and gunpowder from China and transmitted them to Europe. In the Middle Ages the flow of technology was overwhelmingly from Islam to Europe, rather than from Europe to Islam as it is today. Only after around A.D. 1500 did the net direction of flow begin to reverse.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.

Intellectual property rights are sometimes hailed as the mother of creativity and invention. However, Marshall Brain points out that many of the finest examples of human creativity—from scientific discoveries to creation of literature, art, music and design—were motivated not by a desire for profit but by other human emotions, such as curiosity, an urge to create, or the reward of peer appreciation. Money didn’t motivate Einstein to invent special relativity theory any more than it motivated Linus Torvalds to create the free Linux operating system. In contrast, many people today fail to realize their full creative potential because they need to devote time and energy to less creative activities just to earn a living. By freeing scientists, artists, inventors and designers from their chores and enabling them to create from genuine desire, Marshall Brain’s utopian society enjoys higher levels of innovation than today and correspondingly superior technology and standard of living.

These samurai swords were made from a special type of steel called tamahagane, which translates as “jewel steel,” made from the volcanic black sand of the Pacific (this consists mostly of an iron ore called magnetite, the original material for the needle of compasses). This steel is made in a huge clay vessel four feet tall, four feet wide, and twelve feet long called a tatara. The vessel is “fired”—hardened from molded clay into a ceramic—by lighting a fire inside it. Once fired, it is packed meticulously with layers of black sand and black charcoal, which are consumed in the ceramic furnace. The process takes about a week and requires constant attention from a team of four or five people, who make sure that the temperature of the fire is kept high enough by pumping air into the tatara using a manual bellows. At the end the tatara is broken open and the tamahagane steel is dug out of the ash and remnants of sand and charcoal. These lumps of discolored steel are very unprepossessing, but they have a whole range of carbon content, some of it very low and some of it high. The samurai innovation was to be able to distinguish high-carbon steel, which is hard but brittle, from low-carbon steel, which is tough but relatively soft. They did this purely by how it looked, how it felt in their hands, and how it sounded when struck. By separating the different types of steel, they could make sure that the low-carbon steel was used to make the center of the sword. This gave the sword an enormous toughness, almost a chewiness, meaning that the blades were unlikely to snap in combat. On the edge of the blades they welded the high-carbon steel, which was brittle but extremely hard and could therefore be made very sharp. By using the sharp high-carbon steel as a wrapper on top of the tough low-carbon steel they achieved what many thought impossible: a sword that could survive impact with other swords and armor while remaining sharp enough to slice a man’s head off. The best of both worlds.

Yoga introverts the relations to the object. Deprived of energic value, they sink into the unconscious, where, as we have shown, they enter into new relations with other unconscious contents, and then reassociate themselves with the object in new form after the completion of the tapas exercise. The transformation of the relation to the object has given the object a new face. It is as though newly created; hence the cosmogonic myth is an apt symbol for the outcome of the tapas exercise. The trend of Indian religious practice being almost exclusively introverted, the new adaptation to the object has of course little significance; but it still persists in the form of an unconsciously projected, doctrinal cosmogonic myth, though without leading to any practical innovations. In this respect the Indian religious attitude is the diametrical opposite of the Christian, since the Christian principle of love is extraverted and positively demands an object. The Indian principle makes for riches of knowledge, the Christian for fulness of works.

A good question is worth a million good answers. A good question is like the one Albert Einstein asked himself as a small boy—“What would you see if you were traveling on a beam of light?” That question launched the theory of relativity, E=MC2, and the atomic age. A good question is not concerned with a correct answer. A good question cannot be answered immediately. A good question challenges existing answers. A good question is one you badly want answered once you hear it, but had no inkling you cared before it was asked. A good question creates new territory of thinking. A good question reframes its own answers. A good question is the seed of innovation in science, technology, art, politics, and business. A good question is a probe, a what-if scenario. A good question skirts on the edge of what is known and not known, neither silly nor obvious. A good question cannot be predicted. A good question will be the sign of an educated mind. A good question is one that generates many other good questions. A good question may be the last job a machine will learn to do. A good question is what humans are for.

Christianity and other traditional religions are still important players in the world. Yet their role is now largely reactive. In the past, they were a creative force. Christianity, for example, spread the hitherto heretical notion that all humans are equal before God, thereby changing human political structures, social hierarchies and even gender relations. In his Sermon on the Mount Jesus went further, insisting that the meek and oppressed are God’s favourite people, thus turning the pyramid of power on its head, and providing ammunition for generations of revolutionaries. In addition to social and ethical reforms, Christianity was responsible for important economic and technological innovations. The Catholic Church established medieval Europe’s most sophisticated administrative system, and pioneered the use of archives, catalogues, timetables and other techniques of data processing. The Vatican was the closest thing twelfth-century Europe had to Silicon Valley. The Church established Europe’s first economic corporations – the monasteries – which for 1,000 years spearheaded the European economy and introduced advanced agricultural and administrative methods.

There is no guarantee that a socialized economy will always succeed. The state-owned economies of Eastern Europe and the former Soviet Union suffered ultimately fatal distortions in their development because of the backlog of poverty and want in the societies they inherited; years of capitalist encirclement, embargo, invasion, devastating wars, and costly arms buildup; poor incentive systems, and a lack of administrative initiative and technological innovation; and a repressive political rule that allowed little critical feedback while fostering stagnation and elitism. Despite all that, the former communist states did transform impoverished countries into relatively advanced societies. Whatever their mistakes and political crimes, they achieved—in countries that were never as rich as ours—what U.S. free-market capitalism cannot and has no intention of accomplishing: adequate food, housing, and clothing for all; economic security in old age; free medical care; free education at all levels; and a guaranteed income. Today by overwhelming majorities, people in Russia and other parts of Eastern Europe say that life was better under communism than under the present freemarket system.

In the past two decades, especially, scholars and biographers have given emphasis to a pattern of hypocrisy and duplicity in the president’s life and career. Affecting the modesty and frugality of a simple country farmer, Jefferson’s private tastes ran to fine food, fine wines, fine homes, and fine horses. He criticized government waste, overspending, and public debt, but his profligate spending habits kept him buried under a mountain of personal debt all his adult life. He was enthralled by mechanical contrivances and innovations, but an enemy of industrialization. He denounced financial speculators while speculating aggressively in real estate. Deploring the smear tactics that were so pervasive in the 1790s, he arranged to have his political adversaries smeared. He declared that “If I could not go to heaven but with a party, I would not go there at all,” but he was the first acknowledged leader of a major American political party. Jefferson was his country’s greatest spokesman for liberty—swearing “eternal hostility to every form of tyranny over the minds of men”—and also the deeded owner of more than two hundred men, women and children, some of whom were his blood relations. As Dr. Samuel Johnson had asked: “How is it that we hear the loudest yelps for liberty among the drivers of negroes?

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out of informal learning communities if they fail to meet our needs; we enjoy no such mobility in our relations to formal education. Affinity spaces are also highly generative environments from which new aesthetic experiments and innovations emerge. A 2005 report on The Future of Independent Media argued that this kind of grassroots creativity was an important engine of cultural transformation: The media landscape will be reshaped by the bottom-up energy of media created by amateurs and hobbyists as a matter of course. This bottom-up energy will generate enormous creativity, but it will also tear apart some of the categories that organize the lives and work of media makers.... A new generation of media-makers and viewers are emerging which could lead to a sea change in how media is made and consumed.12 This report celebrates a world in which everyone has access to the means of creative expression and the networks supporting artistic distribution. The Pew study suggests something more: young people who create and circulate their own media are more likely to respect the intellectual property rights of others because they feel a greater stake in the cultural economy.13 Both reports suggest we are moving away from a world in which some produce and many consume media toward one in which everyone has a

The evidence for the cognitive interpretation of the above-average effect is that when people are asked about a task they find difficult (for many of us this could be “Are you better than average in starting conversations with strangers?”), they readily rate themselves as below average. The upshot is that people tend to be overly optimistic about their relative standing on any activity in which they do moderately well. I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and in my small sample it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, WYSIATI plays its part, and entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

If “bullshit,” as opposed to “bull,” is a distinctively modern linguistic innovation, that could have something to do with other distinctively modern things, like advertising, public relations, political propaganda, and schools of education. “One of the most salient features of our culture is that there is so much bullshit,” Harry Frankfurt, a distinguished moral philosopher who is professor emeritus at Princeton, says. The ubiquity of bullshit, he notes, is something that we have come to take for granted. Most of us are pretty confident of our ability to detect it, so we may not regard it as being all that harmful. We tend to take a more benign view of someone caught bullshitting than of someone caught lying. (“Never tell a lie when you can bullshit your way through,” a father counsels his son in an Eric Ambler novel.) All of this worries Frankfurt. We cannot really know the effect that bullshit has on us, he thinks, until we have a clearer understanding of what it is. That is why we need a theory of bullshit. Frankfurt’s own effort along these lines was contained in a paper that he presented more than three decades ago at a faculty seminar at Yale. Later, that paper appeared in a journal and then in a collection of Frankfurt’s writings; all the while, photocopies of it passed from fan to fan. In 2005, it was published as On Bullshit, a tiny book of sixty-seven spaciously printed pages that went on to become an improbable breakout success, spending half a year on the New York Times bestseller list.

Harvard’s Theodore Levitt states the case as well as anyone else: The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things…. A powerful new idea can kick around unused in a company for years, not because its merits are not recognized, but because nobody has assumed the responsibility for converting it from words into action. Ideas are useless unless used. The proof of their value is only in their implementation. Until then, they are in limbo. If you talk to the people who work for you, you’ll discover that there is no shortage of creativity or creative people in American business. The shortage is of innovators. All too often, people believe that creativity automatically leads to innovation. It doesn’t. Creative people tend to pass the responsibility for getting down to brass tacks to others. They are the bottleneck. They make none of the right kind of effort to help their ideas get a hearing and a try…. The fact that you can put a dozen inexperienced people in a room and conduct a brainstorming session that produces exciting new ideas shows how little relative importance ideas themselves have…. Idea men constantly pepper everybody with proposals and memorandums that are just brief enough to get attention, to intrigue and sustain interest — but too short to include any responsible suggestions for implementation. The scarce people are the ones who have the know-how, energy, daring, and staying power to implement ideas…. Since business is a “get-things-done” institution, creativity without action-oriented follow-through is a barren form of behavior. In a sense, it is irresponsible.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Linguistic and musical sound systems illustrate a common theme in the study of music-language relations. On the surface, the two domains are dramatically different. Music uses pitch in ways that speech does not, and speech organizes timbre to a degree seldom seen in music. Yet beneath these differences lie deep connections in terms of cognitive and neural processing. Most notably, in both domains the mind interacts with one particular aspect of sound (pitch in music, and timbre in speech) to create a perceptually discretized system. Importantly, this perceptual discretization is not an automatic byproduct of human auditory perception. For example, linguistic and musical sequences present the ear with continuous variations in amplitude, yet loudness is not perceived in terms of discrete categories. Instead, the perceptual discretization of musical pitch and linguistic timbre reflects the activity of a powerful cognitive system, built to separate within-category sonic variation from differences that indicate a change in sound category. Although music and speech differ in the primary acoustic feature used for sound category formation, it appears that the mechanisms that create and maintain learned sound categories in the two domains may have a substantial degree of overlap. Such overlap has implications for both practical and theoretical issues surrounding human communicative development. In the 20th century, relations between spoken and musical sound systems were largely explored by artists. For example, the boundary between the domains played an important role in innovative works such as Schoenberg's Pierrot Lunaire and Reich's Different Trains (cf. Risset, 1991). In the 21st century, science is finally beginning to catch up, as relations between spoken and musical sound systems prove themselves to be a fruitful domain for research in cognitive neuroscience. Such work has already begun to yield new insights into our species' uniquely powerful communicative abilities.

Modeling the evolution of modularity became significantly easier after a kind of genetic variation was discovered by quantitative trait locus (QTL) mapping in the lab of James Cheverud at Washington University called 'relationship QTL' or r-QTL for short. An r-QTL is a genetic locus that affects the correlations between two quantitative traits (i.e. their variational relationship, and therefore, 'relationship' loci). Surprisingly, a large fraction of these so-mapped loci are also neutral with respect to the character mean. This means one can select on these 'neutral' r-QTLs without simultaneously changing the character mean in a certain way. It was easy to show that differential directional selection on a character could easily lead a decrease in genetic correlation between characters. Of course, it is not guaranteed that each and every population has the right kind of r-QTL polymorphisms, nor is it yet clear what kind of genetic architecture allows for the existence of an r-QTL. Nevertheless, these findings make it plausible that differential directional selection can enhance the genetic/variational individuality of traits and, thus, may play a role in the origin of evolutionary novelties by selecting for variational individuality. It must be added, though, that there has been relatively little research in this area and that we will need to see more to determine whether we understand what is going on here, if anything. In particular, one difficulty is the mathematical modeling of gene interaction (epistasis), because the details of an epistasis model determine the outcome of the evolution by natural selection. One result shows that natural selection increases or decreases mutational variance, depending on whether the average epistatic effects are positive or negative. This means that the genetic architecture is more determined by the genetic architecture that we start with than by the nature of the selection forces that act upon it. In other words, the evolution of a genetic architecture could be arbitrary with respect to selection.

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Finally, financial markets move for infinite reasons: economic developments, political decisions, unexpected shocks, technological innovations, etc. All of them have different impacts and we cannot and should not seek to analyse them in depth, due to the difficulty of establishing appropriate relations between cause and effect. We

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

Trademark Trademark is fundamentally exceptional of a licensed innovation comprising plans, logos, and imprints. Organizations utilize different plans, logos, or words to recognize their items and administrations from others. Those imprints which help in distinctive the item or administrations from others and help the clients in distinguishing their image, quality, and even source of the item is known as Trademark. In contrast to licenses, a brand name is enlisted for a very long time, and from that point, it tends to be recharged for an additional 10 years after an additional installment of reestablishment expenses. Trademark Objection After the enrollment of the brand name, an Examiner/Registrar or outsider can set a trademark objection. As per Section(s) 9 (Absolute Grounds of Refusal) and 11 (Relative Grounds of Refusal) of the Act, these two can be the ground of a complaint:- The application contains wrong data, or Comparable or indistinguishable brand names exist. At whatever point a Trademark enlistment center mentions a criticism, a candidate has an occasion to send a composed answer alongside the strong proof, realities, and reasons why the imprint ought to be assigned to him within 30 days of the protest. On the off chance that the analyst/enlistment center discovers the answer to be adequate and addresses the entirety of his interests in the assessment report and there is no contention, at that point he may give authorization to the candidate to distribute the application in the Trademark diary before enrollment. How to respond to an objection A Trademark assessment report is set up on the Trademark office site alongside the subtleties of the brand name application and a candidate or a specialist has the occasion to send a composed answer which ought to be known as a trademark objection reply. The answer can be submitted as "Answer to the assessment report" either on the web or it tends to be submitted through a post or individual alongside supporting archives or a sworn statement. When the application gets recorded a candidate ought to be given a notification about the protest and ground of the complaint. Different grounds are:- There ought to be a counter assertion of the application, It ought to be recorded within 2 months of the application, On the off chance that the analyst neglects to record a complaint inside the time, at that point the status of the application will be deserted. After recording the counter of a complaint, the enlistment center will call a candidate for the meeting. On the off chance that it rules in the courtesy, at that point, the candidate will get it enrolled, and on the off chance that the answer isn't agreeable, at that point, the application for the enlistment will get dismissed. Trademark Objection Reply Fees Although I have gone through various sites, finding a perfect formal reply is quite difficult. But Professional Utilities provides a perfect reply through experts, also the trademark objection reply fees are really affordable. They provide services for just 1,499/- only.

The mainstream of Chinese Ch'an provided the background tradition for Buddhism in Vietnam, particularly Vietnamese Zen Buddhism. An Indian monk and student of the third patriarch of Chinese Ch'an, Sêng-ts'an, a Chinese monk and disciple of the prominent master Pai-chang, and a second Chinese monk and follower of the famous Hsüeh-t'ou founded the first three schools of Zen Buddhism in Vietnam. Other schools of Buddhist philosophy and practice were also introduced to the country, and various indigenous sects grew up around celebrated Vietnamese masters. In the later development of Vietnamese Zen, the Lâm-Tế (C. Lin-chi, J. Rinzai) branch of practice came to the country and found firm basis for its growth through the innovations of a talented Vietnamese master, so that today most Buddhist monks, nuns, and laymen in Vietnam belong to the Lâm-Tế Zen tradition.

Middle managers sit at a curious intersection of power; they are a significant factor in employee morale (Glusker et al., 2022; Kennedy & Garewal, 2020), yet relatively powerless to effect meaningful organ- izational change beyond their unit. Middle managers are subject to undermining from every level in academic libraries, whether from peer managers establishing their turf, from unhappy or ambitious direct reports, or from senior leaders that use shakeups or austerity measures as a way to establish power and demonstrate innov- ation and impact to campus leaders. Chapter 7

The Pentagram, a symbol of five points, stands as an eternal testament to the profound interconnection of all things. Each point signifies the fundamental elements of existence - earth, air, fire, water, and spirit. It is a cosmic diagram reminding us that as humans, we are not separate entities in an indifferent universe, but rather integral parts of a grand, interconnected cosmic dance. The element of earth represents the physical realm, our bodies, and the tangible world around us. It reminds us of our mortal nature, our connection to the mother Earth, and the grounding force that allows us to grow and prosper. Air, the breath of life, signifies the realm of intellect, communication, and thought. It is the invisible force that fuels our creative and innovative abilities, allowing us to soar towards our highest aspirations. Fire symbolizes passion, energy, and transformation. It is the spark of life within us, the burning desire to grow, evolve, and reach beyond the realms of the possible. Yet, it also serves as a reminder of the transformative power of trials and tribulations, refining us like gold in a crucible. Water relates to emotions, intuition, and the depths of the subconscious. It is the wellspring of our feelings, our dreams, our hopes, and our fears. Water teaches us the power of adaptability, the beauty of depth, and the strength in gentleness. Finally, the fifth point, spirit, represents the divine essence that permeates all things. It is the invisible thread that weaves together the fabric of the universe, the divine spark within each of us, connecting us to each other and to the cosmos. The Pentagram, therefore, is not merely a symbol. It is a philosophical compass, a map of our spiritual journey. It reminds us to remain grounded, yet to let our thoughts soar; to burn with passion, yet to cool with compassion; to dive deep within ourselves, yet to connect to the divine within all. It is a reminder that we are born of the cosmos, and to the cosmos, we shall return - a testament to the spiritual cycle of birth, death, and rebirth. In this dance of existence, we are not solitary dancers, but part of a divine choreography, intricately woven into the fabric of the universe.

Of course, their religion had had long experience in doing this: Heaven and Hell are overwhelmingly impressive predecessors and models, next to which the middle space of souls is a relatively minor, belated innovation. But the very belatedness enables us to view close-up what the antiquity of Heaven and Hell largely obscures: the process by which philosophical abstractions, institutional ambitions, and inchoate fears acquire a local habitation and a name. This process turns out to rely heavily on literature

Our brain uses dreams in innovative ways to share relative messages touching our reality.

The end product of all that evolution is that we are big-brained, moderately fat bipeds who reproduce relatively rapidly but take a long time to mature. We are also adapted to be physically active endurance athletes who regularly walk and run long distances and who frequently climb, dig, and carry things. We evolved to eat a diverse diet that includes fruits, tubers, wild game, seeds, nuts, and other foods that tend to be low in sugar, simple carbohydrates, and salt but high in protein, complex carbohydrates, fiber, and vitamins. Humans are also marvelously adapted to make and use tools, to communicate effectively, to cooperate intensively, to innovate, and to use culture to cope with a wide range of challenges. These extraordinary cultural capacities enabled Homo sapiens to spread rapidly across the planet and then, paradoxically, cease being hunter-gatherers.

Now if one notices carefully one will see that between these two worlds, despite much physical contact and daily intermingling, there is almost no community of intellectual life or point of transference where the thoughts and feelings of one race can come into direct contact and sympathy with the thoughts and feelings of the other. Before and directly after the war, when all the best of the Negroes were domestic servants in the best of the white families, there were bonds of intimacy, affection, and sometimes blood relationship, between the races. They lived in the same home, shared in the family life, often attended the same church, and talked and conversed with each other. But the increasing civilization of the Negro since then has naturally meant the development of higher classes: there are increasing numbers of ministers, teachers, physicians, merchants, mechanics, and independent farmers, who by nature and training are the aristocracy and leaders of the blacks. Between them, however, and the best element of the whites, there is little or no intellectual commerce. They go to separate churches, they live in separate sections, they are strictly separated in all public gatherings, they travel separately, and they are beginning to read different papers and books. To most libraries, lectures, concerts, and museums, Negroes are either not admitted at all, or on terms peculiarly galling to the pride of the very classes who might otherwise be attracted. The daily paper chronicles the doings of the black world from afar with no great regard for accuracy; and so on, throughout the category of means for intellectual communication,—schools, conferences, efforts for social betterment, and the like,—it is usually true that the very representatives of the two races, who for mutual benefit and the welfare of the land ought to be in complete understanding and sympathy, are so far strangers that one side thinks all whites are narrow and prejudiced, and the other thinks educated Negroes dangerous and insolent. Moreover, in a land where the tyranny of public opinion and the intolerance of criticism is for obvious historical reasons so strong as in the South, such a situation is extremely difficult to correct. The white man, as well as the Negro, is bound and barred by the color-line, and many a scheme of friendliness and philanthropy, of broad-minded sympathy and generous fellowship between the two has dropped still-born because some busybody has forced the color-question to the front and brought the tremendous force of unwritten law against the innovators. It is hardly necessary for me to add very much in regard to the social contact between the races. Nothing has come to replace that finer sympathy and love between some masters and house servants which the radical and more uncompromising drawing of the color-line in recent years has caused almost completely to disappear. In a world where it means so much to take a man by the hand and sit beside him, to look frankly into his eyes and feel his heart beating with red blood; in a world where a social cigar or a cup of tea together means more than legislative halls and magazine articles and speeches,—one can imagine the consequences of the almost utter absence of such social amenities between estranged races, whose separation extends even to parks and streetcars.

Extreme poverty isn’t just an African issue or an Asian issue or a South American issue. It is a global issue. Before flying overseas to help relieve poverty abroad, consider the poverty in your own backyard. Every country on every continent has people impacted by poverty—whether it is relative or absolute. Bringing extreme poverty down to zero will take more trial and error, more methods, more innovation, and more communication. Most importantly, it will take more trust—the trust that people are aware of their problems and are creative enough to solve them when given the right resources. People need opportunities, connections, and education to learn more about life’s possibilities, not handouts, performative sympathy, and empty promises.

Extreme poverty isn’t just an African issue or an Asian issue or a South American issue. It is a global issue. Before flying overseas to help relieve poverty abroad, consider the poverty in your own backyard. Every country on every continent has people impacted by poverty—whether it is relative or absolute. Bringing extreme poverty down to zero will take more trial and error, more methods, more innovation, and more communication. Most importantly, it will take more trust—the trust that people are aware of their problems and are creative enough to solve them when given the right resources.

European empires of the nineteenth century were economy empires, cheaply obtained by taking advantage of new technologies, and, when the cost of keeping thein rose a century later, quickly discarded. In the process, they unbalanced world relations, overturned ancient ways of life, and opened the way for a new global civilization… The technological means the imperialists used to create their empires, however, have left a far deeper imprint than the ideas that motivated them. In their brief domination, the Europeans passed on to the peoples of Asia and Africa their own fascination with machinery and innovation. This has been the true legacy of imperialism.

Innovations are happening in conventional schooling. Some people will read the chapters to come and respond that their own children’s schools are incorporating evidence-based changes, making them more like Montessori schools—eliminating grades, combining ages, using a lot of group work, and so on. One could take the view that over the years, conventional schooling has gradually been discovering and incorporating many of the principles that Dr. Montessori discovered in the first half of the 20th century. However, although schooling is changing, those changes are often relatively superficial. A professor of education might develop a new reading or math program that is then adopted with great fanfare by a few school systems, but the curricular change is minute relative to the entire curriculum, and the Lockean model of the child and the factory structure of the school environment still underlie most of the child’s school day and year. “Adding new ‘techniques’ to the classroom does not lead to the developmental of a coherent philosophy. For example, adding the technique of having children work in ‘co-operative learning’ teams is quite different than a system in which collaboration is inherent in the structure” (Rogoff, Turkanis, & Bartlett, 2001, p. 13). Although small changes are made reflecting newer research on how children learn, particularly in good neighborhood elementary schools, most of the time, in most U.S. schools, conventional structures predominate (Hiebert, 1999; McCaslin et al., 2006; NICHD, 2005; Stigler, Gallimore, & Hiebert, 2000), and observers rate most classes to be low in quality (Weiss, Pasley, Smith, Banilower, & Heck, 2003). Superficial insertions of research-supported methods do not penetrate the underlying models on which are schools are based. Deeper change, implementing more realistic models of the child and the school, is necessary to improve schooling. How can we know what those new models should be? As in medicine, where there have been increasing calls for using research results to inform patient treatments, education reform must more thoroughly and deeply implement what the evidence indicates will work best. This has been advocated repeatedly over the years, even by Thorndike. Certainly more and more researchers, educators, and policy makers are heeding the call to take an evidence-based stance on education. Yet the changes made thus far in response to these calls have not managed to address to the fundamental problems of the poor models. The time has come for rethinking education, making it evidence based from the ground up, beginning with the child and the conditions under which children thrive. Considered en masse, the evidence from psychological research suggests truly radical change is needed to provide children with a form of schooling that will optimize their social and cognitive development. A better form of schooling will change the Lockean model of the child and the factory structure on which our schools are built into something radically different and much better suited to how children actually learn.

Here are the great qualities we find in sports education: The student is the main player on the field (not a passive observer). The teacher is the mastermind guiding students from behind the lines. Theory is translated into action; action instantly supports theory (IQ). It is fun (EQ). It is interactive (CQ). It provides knowledge construction (IQ), skills and confidence (EQ). It serves students’ interests (EQ). It is constantly challenging and increases motivation (EQ). It is personal and relates to individual abilities (IQ, EQ). It involves teamwork (CQ) as a crucial, built-in requirement. It generates mind-body interaction, which is vital for effective mind functioning (IQ).

If error is a key part of innovation, then one of America’s greatest advantages has come from its relatively benign attitude to business failure. Bankruptcy laws in most American states have allowed innovators to ‘fail fast and fail often’ as the Silicon Valley slogan has it. In some states, the ‘homestead exemption’ essentially allows an entrepreneur to keep his or her home if their business fails under Chapter 7 bankruptcy rules. Those

Money is a tool, but it’s also a symbol. It’s sort of like the luxury wine sector, which is a trillion-dollar-a-year industry even though many people can’t taste the difference between low- and high-quality, cheap and expensive, red and white wines. As Samuel Hammond, a senior economist at the Foundation for American Innovation, tweeted, “Wine seems to just be a well-studied microcosm of how human beliefs and desires work more generally. Namely, that they’re socially mediated, easily falsified, unconsciously influenced by cues of status and distinction, and relatively impervious to rational self-reflection.

Every big company has a history that defines what it makes, the industry in which it competes, its relationship with customers, and its historic growth rates. In big companies, planning is strategy. It is the formalized process, well understood by all involved, of how companies determine which paths to choose to achieve corporate goals. Thus, if the question is whether to build a more efficient factory, to invest in more innovation relating to a specific product, to jettison a line of business, or to acquire a competitor, such alternatives can be quantified and evaluated, one against the other, using financial and risk measures.

The national security state as technology enterprise. First, America’s capacity for transformative innovation derives not merely from the entrepreneurship of its private sector, or simply from the state as such, but from the national security state—a particular cluster of federal agencies that collaborate closely with private actors in pursuit of security-related objectives.

although the security imperative and the NSS to which it gives rise provide the driving force behind transformative technology development, governed interdependence is the obverse of statism (or top-down direction of the economy); it conceptualizes the collaborative and negotiated character of public-private sector relations as NSS components seek to achieve their goals (an example being the increasing emphasis that defense programs place on developing products and services that serve both military and commercial markets). I emphasize that the governed interdependence concept applies to situations in which a government body works with or through private actors and entities to achieve its own objectives, but at the same time maintains control over the goals to be pursued and the rules of participation. This does not mean that outcomes will always yield the results desired or that there will not be spectacular failures.

The critique of the male medical establishment and in particular the medicalization of childbirth were already becoming prominent concerns within the emerging women’s health movement, and engendering its related critiques of biological determinism, sexism in science, and patriarchal epistemology. At the same time, the issue of population control dominated the global planning agenda, as well as the family planning one. The intertwined debates about abortion, contraception, planned parenthood, and population growth all concerned access to technology, improvements in basic research on reproduction, and technological innovation, and espoused a linear technological trajectory of increased biological control in which birth control = population control = evolutionary control.

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

Internationally benchmark - Quality and Regulatory systems Delwis Healthcare strives to meet the GOALS by specifically focusing on the basic fundamentals of Excellence - Innovation, Quality and Service. We believe that customer satisfaction, in terms of quality, delivery and after sales services, is our first and foremost responsibility. This objective is achieved by following Good Manufacturing Practices and Local & International Rules and Regulations applicable to our operations. Delwis Healthcare is awarded the ISO 9001:2015. With an outstanding track record for maintaining quality, we continue to operate as one of the India's top-notch Quality Control and Analytical Research Laboratories. Quality Control Delwis Healthcare focuses on Quality Control (QC) and Quality assurance (QA) as these are our strengths and the key differentiators. Strict adherence to cGMP norms as well as our efforts towards continuous improvement of our Product, Processes and the Skills of our work force enables us to improve our offerings to our customers and consumers on a regular basis. We have a modern and well-equipped Quality Control (QC) Laboratory, which ensures that our products are Pure, Safe and Effective and are released only after thorough analysis as per stringent specifications, methods and procedures developed according to international guidelines. Our QC department has all the necessary instruments for the Analysis of API, Finished Products, Packaging, and Related Materials used.

The 5C structure is generic—useful to product, marketing, and more—whereas the way we presented the sections in this chapter is very focused on product management. It’s good to know what the “C”s stand for because you’ll likely hear 5C mentioned. Plus if you need to do a situational analysis on your feet in a meeting or interview, it’s relatively easy to remember. Company: This refers to the company’s experience, technology, culture, goals, and more. It’s similar to the material we covered in the “Why Does the Company Exist?,” “How Do We Know If Our Product’s Good?,” and “What Else Has Been, Is Being, and Will Be Built?” sections. Customers: Who are the people buying this product? What are the market segments? How big are they? What are people’s goals with buying this product? How do they make buying decisions? Where do they buy this type or product? This is similar to what we covered in the “Customers and Personas” and “Use Cases” sections. Collaborators: Who are the external people who make the product possible, including distributors, suppliers, logistical operators, groundwork support personnel, and so on? Competitors: Who is competing for your customers’ money? This includes actual and potential competitors. You should look at how they position their product, the market size they address, their strengths and weaknesses, and more. Climate: These are the macro-environmental factors, like cultural, regulatory, or technological trends and innovations.

I grew up in a church where we studied one passage or topic in the Sunday sermon, another in Sunday school, still another on Sunday night, and something entirely different on Wednesday night. Frankly, I never had much of a clue as to what we were studying—something related to the Bible, I suppose. The teaching was far too disjointed to create any sense of focus, and for most of us it was more of a data overload than anything else.

That explains why those who join a group in which half or more of the members come from a previously existing group so often complain that the group is a bit cliquish and hard to break into. In most cases the problem isn’t cliquishness. It’s a differing set of relational needs, expectations, and capacities.

Asking for volunteers always surfaces a number of folks who love God but don’t have the relational skills needed to lead a group. That’s because when it comes to self-awareness, socially challenged people don’t have any. Most think they’re pretty good at getting along with others. Couple that with their high need for attention and affirmation, and you have a bunch of people who are quick to volunteer and hard to turn away.

In times of stability, when inherited wisdom allows individuals to prosper and spread across relatively homogeneous landscapes: Culture reigns. But in times of expansion into new frontiers, when innovation and interpretation, and communication of new ideas, are critical: Consciousness reigns.

Another characteristic of truly innovative and creative people is that they have a reality-distortion field, a phrase that was used about Steve Jobs and comes from a Star Trek episode in which aliens create an entire new world through sheer mental force. When his colleagues protested that one of Jobs’s ideas or proposals would be impossible to implement, he would use a trick he learned from a guru in India: he would stare at them without blinking and say, “Don’t be afraid. You can do it.” It usually worked. He drove people mad, he drove them to distraction, but he also drove them to do things they didn’t believe they could do. Related to that is the ability to “think different,” as Jobs put it in a memorable set of Apple ads.