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 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

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

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.

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.

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.

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.

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’.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Innovation user and innovation manufacturer are the two general "functional" relationships between innovator and innovation. Users are unique in that they alone benefit directly from innovations. All others (here lumped under the term "manufacturers") must sell innovation-related products or services

Introducing the final users of technology into the system The classical actors studied in innovation studies are individual entrepreneurs and the R&D laboratories of big firms. Secondary parts may be played by scientists and policymakers. The user–producer approach points to the fact that ‘final users’ in terms of workers, consumers and the public sector may have a role to play in relation to innovation.

workers and consumers tend to become passive beneficiaries or victims in relation to new technology rather than subjects taking active part in the process of innovation. It is, however, not self-evident that such a division of labour is ‘natural’ and appropriate. Active and competent final users might enhance the innovative capability of a national system of innovation.

One. Treating one’s duty in the space force as an ordinary job: despite working with dedication and responsibility, lacking enthusiasm and sense of mission and doubting the ultimate significance of one’s work. “Two. Passive waiting: believing that the outcome of the war depends on scientists and engineers; believing that prior to breakthroughs in basic research and key technologies, the space force is just a pipe dream, and subsequent confusion about the importance of its present work; being satisfied simply with completing tasks related to establishing this military branch; lacking innovation. “Three. Harboring unrealistic fantasies: requesting to use hibernation technology to leap four centuries into the future and take part in the Doomsday Battle directly. A number of younger comrades have already expressed this wish, and one has even submitted a formal application. On the surface, this is a positive state of mind, a

The firm’s capability to learn reflects the way it is organized. The movement away from tall hierarchies with vertical flows of information towards more flat organizations with horizontal flows of information is one aspect of the learning economy. Other elements relate to the circulation of personnel between departments and functions and the broad definition of jobs.

Changes in human knowledge causes changes in technology and through the effect that technology has on the social and cultural systems of a society, the change in human knowledge will affect all elements in that society. Changes in human knowledge may also directly affect the social and cultural systems in human society. Ideas such as biological evolution and cultural relativity have affected human society, without producing any technological innovations. Human history in all its elements will be effected by the increase in knowledge that gradually accumulates in human culture.

It is this heightened state that may produce several relatively new phenomena in childhood today. As the clinical psychologist Catherine Steiner-Adair,10 the author of The Big Disconnect: Protecting Childhood and Family Relationships in the Digital Age, observes, the most commonly heard complaint when children are asked to go off-line is “I’m bored.” Confronted with the dazzling possibilities for their attention on a nearby screen, young children quickly become awash with, then accustomed to, and ever so gradually semi-addicted to continuous sensory stimulation. When the constant level of stimulation is taken away, the children respond predictably with a seemingly overwhelming state of boredom. “I’m Bored.” There are different kinds of boredom. There is a natural boredom that is part of the woof of childhood that can often provide children with the impetus to create their own forms of entertainment and just plain fun. This is the boredom that Walter Benjamin described years ago as the “dream bird that hatches the egg of experience.”11 But there may also be an unnatural, culturally induced, new form of boredom that follows too much digital stimulation. This form of boredom may de-animate children in such a fashion as to prevent them from wanting to explore and create real-world experiences for themselves, particularly outside their rooms, houses, and schools. As Steiner-Adair wrote, “If they become addicted to playing on screens,12 children will not know how to move through that fugue state they call boredom, which is often a necessary prelude to creativity.” It would be an intellectual shame to think that in the spirit of giving our children as much as we can through the many creative offerings of the latest, enhanced e-books and technological innovations, we may inadvertently deprive them of the motivation and time necessary to build their own images of what is read and to construct their own imaginative off-line worlds that are the invisible habitats of childhood. Such cautions are neither a matter of nostalgic lament nor an exclusion of the powerful, exciting uses of the child’s imagination fostered by technology. We will return to such uses a little later. Nor should worries over a “lost childhood” be dismissed as a cultural (read Western) luxury. What of the real lost childhoods? one might ask, in which the daily struggle to survive trumps everything else? Those children are never far from my thoughts or my work every day of my life.

The collapse of startups should be no surprise. Ever since antitrust enforcement was changed under Ronald Reagan in the early 1980s, small was bad and big was considered beautiful. Murray Weidenbaum, the first chair of Reagan's Council of Economic Advisors, argued that economic growth, not competition, should be policymakers' primary goal. In his words, “It is not the small businesses that created the jobs,' he concluded, ‘but the economic growth.” And small businesses were sacrificed for the sake of bigger businesses.34 Ryan Decker, an economist at the Federal Reserve, found that the decline is even infecting the high technology sector. Americans look at startups over the years like PayPal and Uber and conclude the tech scene is thriving, but Decker points out that in the post-2000 period, we have seen a decline even in areas of great innovation like technology. Over the past 15 years, there are not only fewer technology startups, but these young firms are slower growing than they were before. Given the importance of technology to growth and productivity, his findings should be extremely troubling. The decline in firm entries is a mystery to many economists, but the cause is clear: greater industrial concentration has been choking the economy, leading to fewer startups. Firms are getting bigger and older. In a comprehensive study, Professor Gustavo Grullon showed that the disappearance of small firms is directly related to increasing industrial concentration. In real terms, the average firm in the economy has become three times larger over the past 20 years. The proportion of people employed by firms with 10,000 employees or more has been growing steadily. The share started to increase in the 1990s, and has recently exceeded previous historical peaks. Grullon concluded that when you look at all the evidence, it points “to a structural change in the US labor market, where most jobs are being created by large and established firms, rather than by entrepreneurial activity.”35 The employment data of small firms supports Grullon's conclusions; from 1978 to 2011, the number of jobs created by new firms fell from 3.4% of total business employment to 2% (Figure 3.2).36

Proponents of low regulation are likely to urge restraint in applying government pressure to platform businesses, especially during the startup phase. After all, they might reason, the harm done to the marketplace or to the general public by a startup company is likely to be relatively small, especially when compared with the potential positive effects to be derived from innovation, new business model development, and economic growth. The time to apply the rules more stringently will come later, once the start up has grown to the point where the costs and benefits of regulation are both reasonable.

Whether you’re a tiny start-up seeking angel money, a growing company going for a B round, or an IPO candidate, a POV will be the best investor relations tool you’ll ever have.

I'm still just as slow… At the end of the eleventh grade, I took the measure of the situation, and came to the conclusion that rapidity doesn't have a precise relation to intelligence. What is important is to deeply understand things and their relations to each other. This is where intelligence lies. The fact of being quick or slow isn't really relevant. (Schwartz, 2001)

You need to define an opportunity that is disruptive relative to all the established players in the targeted market, or you should not invest in the idea.

What We Know For NBA 2K18 So Far One of the most valuable series of sport games of nowadays is, without a doubt, NBA 2K. As you can easily see from impressions of last year's edition NBA 2K18, the series has reached a simply brutal level so this 2017/18 edition will have an increased level of demand. NBA 2K18 still finds the first steps but has already received weight news. In recent years, the NBA 2K series has managed to become the most valuable game related to the biggest basketball competition in the world, the NBA. All those who follow the NBA minimally, will be accustomed to watching brutal television productions with high levels of spectacular and show-off. In fact, this can be confirmed today with the final of the current edition of this year. With 2K Games NBA 2K Games transposed in a very well achieved all this spectacular for the digital. However, it is not only this that the game feeds and another strong point of the game is the great diversity of modes that makes available to the player. This is both singleplayer and multiplayer. This year, however, the series will be back and with it comes an increased responsibility: to maintain the high levels of quality, increasing them even more. For now, little is known about NBA 2K18, but here's what we know. Firstly, NBA 2K18 already has a cover, you already have the player that will cover. It is Kyrie Irving, the player of the Cleveland Cavaliers that is to be the cover of the NBA 2K18 Standard Edition of this time. About the choice to fall on the cover of the game, Kyrie revealed that he feel a great honor at being chosen for the cover. Meanwhile, Shaquille O'Neal feels great pleasure as the cover of this year's Legend Edition. The pe-odering reward is huge, too. Then, NBA 2K18 will hit stores on September 19 for Xbox One, Xbox 360, PlayStation 3, PlayStation 4, Nintendo Switch and PC. We hope that during the E3 of this year 2017 we know a little more about the innovations that are incorporated in the delivery of this year and we can enjoy its gameplay.

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I have lived and worked in the Washington, D. C., metropolitan area for almost four decades. During this period I have watched families and institutions recycle their problems for several generations, despite enormous efforts to be innovative. The opportunity to observe this firsthand was provided by my involvement in the major institutions designed by our civilization to foster change: religion, education, psychotherapy, and politics (I have been here since Eisenhower). That experience included twenty years as a pulpit rabbi, an overlapping twenty-five years as an organizational consultant and family therapist with a broadly ecumenical practice, and several years of service as a community relations specialist for the Johnson White House helping metropolitan areas throughout the United States to voluntarily desegregate housing, before Congress passed appropriate civil rights legislation. Eventually, the accumulation of this experience began to show me how similar all of our “systems of salvation” are in their structure, the way they formulate problems, the range of their approaches, and their rationalizations for their failures. It was, indeed, the basic similarity in their thinking processes, despite their different sociological classifications, that first led me to consider the possibility that our constant failure to change families and institutions fundamentally has less to do with finding the right methods than with misleading emotional and conceptual factors that reside within society itself. For

When you conform to the monoculture's version of who you are and what the world is like, you lose your freedom along with your ability to be truly innovative in terms of your own life. Being able to draw on many different stories, not just the economic one, allows you to creatively and authentically meet the challenges that face you in your life. The monoculture, determinedly single-minded, insists that economic values and assumptions can be used to solve your problems, whether those problems are spiritual, political, intellectual, or relational.

Known as “Leni,” Helene Bertha Amalie Riefenstahl was born on August 22, 1902. During the Third Reich she was known throughout Germany as a close friend and confidant of the Adolf Hitler. Recognized as a strong swimmer and talented artist, she studied dancing as a child and performed across Europe until an injury ended her dancing career. During the 1920’s Riefenstahl was inspired to become an actress and starred in five motion pictures produced in Germany. By 1932 she directed her own film “Das Blaue Licht.” With the advent of the Hitler era she directed “Triumph des Willens” anf “Olympia” which became recognized as the most innovative and effective propaganda films ever made. Many people who knew of her relationship with Hitler insisted that they had an affair, although she persistently denied this. However, her relationship with Adolf Hitler tarnished her reputation and haunted her after the war. She was arrested and charged with being a Nazi sympathizer, but it was never proven that she was involved with any war crimes. Convinced that she had been infatuated and involved with the Führer, her reputation and career became totally destroyed. Her former friends shunned her and her brother, who was her last remaining relative, was killed in action on the “Eastern Front.” Seeing a bleak future “Leni” Riefenstahl left Germany, to live amongst the Nuba people in Africa. During this time Riefenstahl met and began a close friendship with Horst Kettner, who assisted her with her acknowledged brilliant photography. They became an item from the time she was 60 years old and he was 20. Together they wrote and produced photo books about the Nuba tribes and later filmed marine life. At that time she was one of the world's oldest scuba divers and underwater photographer. Leni Riefenstahl died of cancer on September 8, 2003 at her home in Pöcking, Germany and was laid to rest at the Munich Waldfriedhof.

Children displaced from their families, unconnected to their teachers, and not yet mature enough to relate to one another as separate beings, automatically regroup to satisfy their instinctive drive for attachment. The culture of the group is either invented or borrowed from the peer culture at large. It does not take children very long to know what tribe they belong to, what the rules are, whom they can talk to, and whom they must keep at a distance. Despite our attempts to teach our children respect for individual differences and to instill in them a sense of belonging to a cohesive civilization, we are fragmenting at an alarming rate into tribal chaos. Our very own children are leading the way. The time we as parents and educators spend trying to teach our children social tolerance, acceptance, and etiquette would be much better invested in cultivating a connection with them. Children nurtured in traditional hierarchies of attachment are not nearly as susceptible to the spontaneous forces of tribalization. The social values we wish to inculcate can be transmitted only across existing lines of attachment. The culture created by peer orientation does not mix well with other cultures. Because peer orientation exists unto itself, so does the culture it creates. It operates much more like a cult than a culture. Immature beings who embrace the culture generated by peer orientation become cut off from people of other cultures. Peer-oriented youth actually glory in excluding traditional values and historical connections. People from differing cultures that have been transmitted vertically retain the capacity to relate to one another respectfully, even if in practice that capacity is often overwhelmed by the historical or political conflicts in which human beings become caught up. Beneath the particular cultural expressions they can mutually recognize the universality of human values and cherish the richness of diversity. Peer-oriented kids are, however, inclined to hang out with one another exclusively. They set themselves apart from those not like them. As our peer-oriented children reach adolescence, many parents find themselves feeling as if their very own children are barely recognizable with their tribal music, clothing, language, rituals, and body decorations. “Tattooing and piercing, once shocking, are now merely generational signposts in a culture that constantly redraws the line between acceptable and disallowed behavior,” a Canadian journalist pointed out in 2003. Many of our children are growing up bereft of the universal culture that produced the timeless creations of humankind: The Bhagavad Gita; the writings of Rumi and Dante, Shakespeare and Cervantes and Faulkner, or of the best and most innovative of living authors; the music of Beethoven and Mahler; or even the great translations of the Bible. They know only what is current and popular, appreciate only what they can share with their peers. True universality in the positive sense of mutual respect, curiosity, and shared human values does not require a globalized culture created by peer-orientation. It requires psychological maturity — a maturity that cannot result from didactic education, only from healthy development. Only adults can help children grow up in this way. And only in healthy relationships with adult mentors — parents, teachers, elders, artistic, musical and intellectual creators — can children receive their birthright, the universal and age-honored cultural legacy of humankind. Only in such relationships can they fully develop their own capacities for free and individual and fresh cultural expression.

So small changes in the ambient temperature over relatively short periods of time that are not sufficiently long for adaptive processes to develop can lead to huge ecological and climatological effects. Some of these may be positive, but many will be catastrophic. Regardless, however, of the sign of the effect, significant changes are upon us, and we desperately need to understand their origins and consequences and forge strategies for adaptation and mitigation. The crucial question is not whether these effects are anthropogenic in origin because they almost certainly are, but rather to what extent they can be minimized without leading to rapid discontinuous changes in our physical and economic environment and ultimately to the potential collapse of the global socioeconomic fabric. Hence my bewilderment at those in the general public including political and corporate leaders who reject the cautionary exhortations of scientists, environmentalists, and others, and why I am continually baffled by their lack of action. Yes, we should all delight in and promote the huge successes and fruits of the free market system and of the role of human ingenuity and innovation, but we should also recognize the critical roles of energy and entropy and together act strategically to find

The brain researchers concluded that automaticity should be reached through understanding of numerical relations, achieved through thinking about number strategies (Delazer et al., 2005).

K group is so strongly attuned to its environment, its members are more environmentally plastic: more has to be learnt and less is simply instinctive. Hence, K-strategists have longer childhoods. They are more environmentally sensitive than r-strategists; ‘culture’ – rather than instinct – is more central to their lives (Sng et al., 2017).   As the group becomes more K, its niche becomes more specific, because the harsher and more predictable the ecology is the more specifically adapted you must be to survive. In an easy ecology you can forage for food all year round, but in a harsh one you must specialize, innovating very specific techniques and systems to catch the (relatively rare) sources of food. This means that the different components of K end up being less strongly inter-correlated, because selection favours the highly environmentally specific.

What is crucial, however, is that growth under extractive institutions will not be sustained, for two key reasons. First, sustained economic growth requires innovation, and innovation cannot be decoupled from creative destruction, which replaces the old with the new in the economic realm and also destabilizes established power relations in politics. Because elites dominating extractive institutions fear creative destruction, they will resist it, and any growth that germinates under extractive institutions will be ultimately short lived. Second, the ability of those who dominate extractive institutions to benefit greatly at the expense of the rest of society implies that political power under extractive institutions is highly coveted, making many groups and individuals fight to obtain it. As a consequence, there will be powerful forces pushing societies under extractive institutions toward political instability.

Yet an engineering review was anything but a simple update. A key purpose, in Coughran's words, was “to force teams to assess their progress relative to their goals.

Online community, between people who have usually never met and share only select aspects of their lives, presumes inclusion and belonging through communicational modes that borrow from successful real-life intimacy. It prioritizes openness and transparency, encourages emotional response (albeit in a limited way through, for example, Facebook’s ever-powerful ‘like’ button), and claims to promote consensus. This rhetoric of openness and sharing—a presumption of egalitarian transparency—is inherent in the corporate mantra of Google (‘Do no evil’), Facebook (‘making the Web more social’), and Flickr-Yahoo (‘Share your pictures, watch the world’). Yet just as inner-city windows might present an illusion of togetherness in which isolation is actually the norm, this presumed openness of virtual communities hides the fact that inclusion in social media can be fickle and conditional; digital citizenship hides multiple power dynamics and relations,not all of which are explicitly stated. Whereas there has been some discussion of the meanings of digital citizenship (to mean the accepted norms of appropriate, responsible technology use), online ‘community’ is invoked as a given. The Professor of Media Studies at Utrecht University, José van Dijck, refers in her discussion of social media’s history to ‘community function’ and ‘community character’; ‘community collectivism’ and ‘community utilization’; and to ‘community’ itself as being innovative, organizational, self-selecting, and open. But community, like citizenship, carries an enormous functional, symbolic, and practical weight. What kinds of ‘community’ are being forged online, and how do they impact on self-esteem, a sense of belonging, and self-identity? How does online community differ from offline community, and how and why does loneliness result?

when not handled well) reduces psychological safety. Research shows that lower-status team members generally feel less safe than higher-status members. Research also shows that we are constantly assessing our relative status, monitoring how we stack up against others, again mostly subconsciously. Further, those lower in the status hierarchy experience stress in the presence of those with higher status.

This agenda-setting series of research monographs, now more than a decade old, provides an interdisciplinary forum aimed at advancing innovative new agendas for approaches to, and understandings of, peace and conflict studies and International Relations.

Innovative Solutions Group has been providing web design services, hosting and other website related services since 1994, and currently host over 300 websites. Nearly all the websites we have built in the past 10 years use online Content Management Systems. In recent years mobile friendly WordPress projects have become the bulk of our work. We also create logos and do a wide range of graphic design projects.

Public Relations agents who are not able or willing to keep up with the fast-changing times, including digital and social media demands and innovative branding trends, will eventually fade away.

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.

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.

Directional: Deep purpose serves as a “North Star” and helps you channel innovation. Relational: Deep purpose helps you sustain credibility and trust with ecosystem partners and establish long-term relationships. Reputational: Deep purpose helps you build affinity, loyalty, and trust with customers. Motivational: Deep purpose elevates work, allowing you to motivate and inspire employees.

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

We should explore and experiment with radical process changes — known as kaikaku in Lean terminology — in the same way we explore potential new business models. That is, we should try them out with a relatively small, cross-functional part of the organization, with people that fall in the “innovator” category. These people must be interested in the proposed process experiments and have the necessary skills to run them.

The relatively recent innovation known as the Division of Labor is not so remote that our genetic composition has had time to adapt again. Since most of us now have been freed from the necessity of personally obtaining our subsistence, physical activity is regarded as optional. Indeed it is, from the standpoint of immediate necessity, but the reality of millions of years of adaptation to a ruggedly physical existence will not just go away because desks were invented.

It is worth noting that Elon Musk enjoys certain privileges that may not be available to everyone. For instance, he is situated in the United States, which is a developed country with a large population of over 300 million people, and where funding opportunities are relatively more abundant. His previous entrepreneurial successes have also placed him in favourable positions to secure funding for his ambitious projects.

We all share the instinct, and we can all relate to it, which gives our curiosity-driven need to explore the added beauty that no one has to be forced to do it. People don’t necessarily have to be incentivized with stock options and mega-salaries for curiosity-driven creativity to occur. The only essential ingredient is a work environment that’s structured to encourage our innate drive to wonder, question, and explore.

Economics and P&L What are the per-unit economics of the device? That is, what is the expected gross profit and contribution profit per unit? What is the rationale for the price point you have chosen for the product? How much will we have to invest up front to build this product in terms of people, technology, inventory, warehouse space, and so on? For this section of the PR/FAQ, ideally one or more members of your finance team will work with you to understand and capture these costs so you can include a simplified table of the per-unit economics and a mini P&L in the document. A resourceful entrepreneur or product manager can do this work themselves if they do not have a finance manager or team. For new products, the up-front investment is a major consideration. In the case of Melinda, there is a requirement for 77 people to work on the hardware and software, for an annualized cost of roughly $15 million. This means that the product idea needs to have the potential to earn well in excess of $15 million per year in gross profit to be worth building. The consumer questions and economic analysis both have an effect on the product price point, and that price point, in turn, has an effect on the size of the total addressable market. Price is a key variable in the authoring of your PR/FAQ. There may be special assumptions or considerations that have informed your calculation of the price point—perhaps making it relatively low or unexpectedly high—that need to be called out and explained. Some of the best new product proposals set a not-to-exceed price point because it forces the team to innovate within that constraint and face the tough trade-offs early on. The problem(s) associated with achieving that price point should be fully explained and explored in the FAQ.