Organisational Change Quotes

Perhaps one day, all these conflicts will end, and it won't be because of great statesmen or churches or organisations like this one. It'll be because people have changed. They'll be like you, Puffin. More a mixture. So why not become a mongrel? It's healthy.

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

Belief that you can act is a powerful motivator. Belief that change can happen in a flash is an even stronger motivator.

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Organisational change adoption must be made easier than keeping the old ways

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

Constructive feedback is leadership gift and driver of organisational behavioural change

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

The slow cancellation of the future has been accompanied by a deflation of expectations. There can be few who believe that in the coming year a record as great as, say, the Stooges’ Funhouse or Sly Stone’s There’s A Riot Goin’ On will be released. Still less do we expect the kind of ruptures brought about by The Beatles or disco. The feeling of belatedness, of living after the gold rush, is as omnipresent as it is disavowed. Compare the fallow terrain of the current moment with the fecundity of previous periods and you will quickly be accused of ‘nostalgia’. But the reliance of current artists on styles that were established long ago suggests that the current moment is in the grip of a formal nostalgia, of which more shortly. It is not that nothing happened in the period when the slow cancellation of the future set in. On the contrary, those thirty years has been a time of massive, traumatic change. In the UK, the election of Margaret Thatcher had brought to an end the uneasy compromises of the so-called postwar social consensus. Thatcher’s neoliberal programme in politics was reinforced by a transnational restructuring of the capitalist economy. The shift into so-called Post-Fordism – with globalization, ubiquitous computerization and the casualisation of labour – resulted in a complete transformation in the way that work and leisure were organised. In the last ten to fifteen years, meanwhile, the internet and mobile telecommunications technology have altered the texture of everyday experience beyond all recognition. Yet, perhaps because of all this, there’s an increasing sense that culture has lost the ability to grasp and articulate the present. Or it could be that, in one very important sense, there is no present to grasp and articulate anymore.

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

The enemy is not individuals, churches, 'ex-gay' organisations or political parties; the enemy is ignorance. Change is created by focusing our energies on overcoming the latter instead of attacking the former.

Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

There is no degree of human suffering which in and of itself is going to bring about change. Only organisation can change things.

You have to look at Jews like Bina Gelbfish, to explain the wide range and persistence of the race. Jews who carry their homes in an old cowhide bag, on the back of a camel, in the bubble of air at the center of their brains. Jews who land on their feet, hit the ground running, ride out the vicissitudes, and make the best of what falls to hand, from Egypt to Babylon, from Minsk Gubernya to the district of Sitka. Methodological, organised, persistent, resourceful, prepared... A mere re-drawing of borders, a change in governments, those things can never faze a Jewess with a good supply of hand wipes in her bag.

We amass material things for the same reason that we eat - to satisfy a craving. Buying on impulse and eating and drinking to excess are attempts to alleviate stress. From observing my clients, I have noticed that when they discard excess clothing, their tummies tend to slim down, when they discard books and documents, their minds become clearer, when they reduce the number of cosmetics and tidy up the area around the sink and bath, their complexion tends to become clear and their skin smooth. -p226

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

That is why no amount of cajolery, and no attempts at ethical or social seduction, can eradicate from my heart a deep burning hatred for the Tory Party that inflicted those bitter experiences on me. So far as I am concerned they are lower than vermin. They condemned millions of first-class people to semi-starvation. Now the Tories are pouring out money in propaganda of all sorts and are hoping by this organised sustained mass suggestion to eradicate from our minds all memory of what we went through. But, I warn you young men and women, do not listen to what they are saying now. Do not listen to the seductions of Lord Woolton. He is a very good salesman. If you are selling shoddy stuff you have to be a good salesman. But I warn you they have not changed, or if they have they are slightly worse than they were.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

The flowers are so beautiful, but God's love is infinitely stronger for us than the beauty of ALL flowers and all beautiful things combined!

Every organisation, not just business, needs 1 core competence: Tactical execution

Thus, as I believe, natural selection will tend in the long run to reduce any part of the organisation, as soon as it becomes, through changed habits, superfluous, without by any means causing some other part to be largely developed in a corresponding degree. And conversely, that natural selection may perfectly well succeed in largely developing an organ without requiring as a necessary compensation the reduction of some adjoining part.

In the travellers’ world, social media have enlarged the generation gap. The internet has brought a change in the very concept of travel as a process taking one away from the familiar into the unknown. Now the familiar is not left behind and the unknown has become familiar even before one leaves home. Unpredictability – to my generation the salt that gave travelling its savour – seems unnecessary if not downright irritating to many of the young. The sunset challenge – where to sleep? – has been banished by the ease of booking into a hostel or organised campsite with a street plan provided by the internet. Moreover, relatives and friends evidently expect regular reassurance about the traveller’s precise location and welfare – and vice versa, the traveller needing to know that all is well back home. Notoriously, dependence on instant communication with distant family and friends is known to stunt the development of self-reliance. Perhaps that is why, amongst younger travellers, one notices a new timidity.

The all-powerful Zahir seemed to be born with every human being and to gain full strength in childhood, imposing rules that would thereafter always be respected: People who are different are dangerous; they belong to another tribe; they want our lands and our women. We must marry, have children, reproduce the species. Love is only a small thing, enough for one person, and any suggestion that the heart might be larger than this may seem perverse. When we are married we are authorised to take possession of the other person, body and soul. We must do jobs we detest because we are part of an organised society, and if everyone did what they wanted to do, the world would come to a standstill. We must buy jewelry; it identifies us with our tribe. We must be amusing at all times and sneer at those who express their real feelings; it's dangerous for a tribe to allow its members to show their feelings. We must at all costs avoid saying no because people prefer those who always say yes, and this allows us to survive in hostile territory. What other people think is more important than what we feel. Never make a fuss--it might attract the attention of an enemy tribe. If you behave differently you will be expelled from the tribe because you could infect others and destroy something that was extremely difficult to organise in the first place. We must always consider the look of our new cave, and if we don't have a clear idea of our own, then we must call a decorator who will do his best to show others what good taste we have. We must eat three meals a day, even if we're not hungry, and when we fail to fit the current ideal of beauty we must fast, even if we're starving. We must dress according to the dictates of fashion, make love whether we feel like it or not, kill in the name of our country, wish time away so that retirement comes more quickly, elect politicians, complain about the cost of living, change our hair-style, criticise anyone who is different, go to a religious service on Sunday, Saturday or Friday, depending on our religion, and there beg forgiveness for our sins and puff ourselves up with pride because we know the truth and despise he other tribe, who worship false gods. Our children must follow in our footsteps; after all we are older and know more about the world. We must have a university degree even if we never get a job in the area of knowledge we were forced to study. We must never make our parents sad, even if this means giving up everything that makes us happy. We must play music quietly, talk quietly, weep in private, because I am the all-powerful Zahir, who lays down the rules and determines the meaning of success, the best way to love, the importance of rewards.

Up until the nineteenth century, the vast majority of military revolutions were the product of organisational rather than technological changes.

The enemy is not individuals, churches, 'ex-gay' organisations or political parties; the enemy is ignorance. We overcome by focusing on changing the latter not attacking the former.

[W]ithout changing the most molecular relationships in society — notably, those between men and women, adults and children, whites and other ethnic groups, heterosexuals and gays (the list, in fact, is considerable) — society will be riddled by domination even in a socialistic ‘classless’ and ‘non-exploitative’ form. It would be infused by hierarchy even as it celebrated the dubious virtues of ‘people’s democracies,’ ’socialism’ and the ‘public ownership’ of ‘natural resources,’ And as long as hierarchy persists, as long as domination organises humanity around a system of elites, the project of dominating nature will continue to exist and inevitably lead our planet to ecological extinction

Coleridge wrote a poem called ‘The Eolian Harp,’ in which he explored the notion of music slumbering on its instrument. It's a gorgeous poem! It moves through thoughts and moods of the soul as if we're all but harps waiting for a breeze to pass through us to animate us. I feel the same way about art: that it is something that on many levels colonises you, gets inside you and changes you from the inside out. I find that happens with books, too. After I’ve read a book, for a couple of days afterwards I think in the patterns of the book’s writing, because the act of reading is an act of organising your own thought process. If you are reading someone else’s writing, you are having to organise your perception along someone else’s structure. So if I read a book by Terry Pratchett, a few days later there is still a little Terry Pratchettness to my thoughts. When I read something by Catherynne Valente, for quite a few days there is a kind of ‘jewelled’ quality to my thoughts. To read a book is to let someone else reach inside me and reorganise me. As a writer, I find it very difficult to start writing immediately after having read another writer's book. I have to digest it first, and let the influence pass…

Today everybody admits that something is wrong with the world, and the critics of Christianity are the very people who feel this most. The most violent attacks on religion come from those who are most anxious to change the world, and they attack Christianity because they think that it is an obstructive force that stands in the way of a real reform of human life. There has seldom been a time in which men were more dissatisfied with life and the more conscious of the need for deliverance, and if they turn away from Christianity it is because they feel that Christianity is a servant of the established order and that it has no real power or will to change the world and to rescue man from his present difficulties. They have lost their faith in the old spiritual traditions that inspired civilization in the past, and they tend to look for a solution in some external practical remedy such as communism, or the scientific organisation of life; something definite and objective that can be applied to society as a whole.

The concurrence of two elements is necessary for bringing about a revolution; and by revolution I do not mean the street warfare, nor the bloody conflicts of two parties—both being mere incidents dependent upon many circumstances—but the sudden overthrow of institutions which are the outgrowths of centuries past, the sudden uprising of new ideas and new conceptions, and the attempt to reform all political and economical institutions in a radical way—all at the same time. Two separate currents must converge to come to that result: a widely spread economic revolt, tending to change the economical conditions of the masses, and a political revolt, tending to modify the very essence of the political organisation—an economical change, supported by an equally important change of political institutions.

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

Another thing to watch. The Brotherhood name organisations in a way that leads people to believe their aim is the opposite of what they are really there to do. For instance, if you want to run drugs without being suspected, do it through an anti-drug agency. If you want to destroy land and kill wildlife, do it through a wildlife protection agency. If you want to run a Satanic ring, do it through the Christian Church.

The real determinant of society is hidden behind the state and the economy: it is the way in which our everyday activity is organised, the subordination of our doing to the dictates of abstract labour, that is, of value, money, profit. It is this abstraction which is, after all, the very existence of the state. If we want to change society, we must stop the subordination of our activity to abstract labour, do something else.

Very few towns or cities are founded at a stroke, by a single individual. They are usually the product of gradual changes in population, in patterns of settlement, social organisation and sense of identity. Most ‘foundations’ are retrospective constructions, projecting back into the distant past a microcosm, or imagined primitive version, of the later city.

Even the best Mindset will become contaminated and eventually blunted in a toxic organisational culture.

Strategy has no value if your culture and leadership mindset are wrong

ReThink culture, because it is the foundation of all strategic success.

If you need one person to change your destiny, then you have not built a very solid organisation.

Far more than we like to admit, the world is to a remarkable extent a self-organising, self-changing place.

Let's stop with the 'Taylor made' organisation and let's start 'Tailor made' organizing

I have said that in one respect my mind has changed during the last twenty or thirty years. Up to the age of thirty, or beyond it, poetry of many kinds, such as the works of Milton, Gray, Byron, Wordsworth, Coleridge, and Shelley, gave me great pleasure, and even as a schoolboy I took intense delight in Shakespeare, especially in the historical plays. I have also said that formerly pictures gave me considerable, and music very great delight. But now for many years I cannot endure to read a line of poetry: I have tried lately to read Shakespeare, and found it so intolerably dull that it nauseated me. I have also almost lost my taste for pictures or music. Music generally sets me thinking too energetically on what I have been at work on, instead of giving me pleasure. I retain some taste for fine scenery, but it does not cause me the exquisite delight which it formerly did. On the other hand, novels which are works of the imagination, though not of a very high order, have been for years a wonderful relief and pleasure to me, and I often bless all novelists. A surprising number have been read aloud to me, and I like all if moderately good, and if they do not end unhappily–against which a law ought to be passed. A novel, according to my taste, does not come into the first class unless it contains some person whom one can thoroughly love, and if a pretty woman all the better. This curious and lamentable loss of the higher aesthetic tastes is all the odder, as books on history, biographies, and travels (independently of any scientific facts which they may contain), and essays on all sorts of subjects interest me as much as ever they did. My mind seems to have become a kind of machine for grinding general laws out of large collections of facts, but why this should have caused the atrophy of that part of the brain alone, on which the higher tastes depend, I cannot conceive. A man with a mind more highly organised or better constituted than mine, would not, I suppose, have thus suffered; and if I had to live my life again, I would have made a rule to read some poetry and listen to some music at least once every week; for perhaps the parts of my brain now atrophied would thus have been kept active through use. The loss of these tastes is a loss of happiness, and may possibly be injurious to the intellect, and more probably to the moral character, by enfeebling the emotional part of our nature.

Developing ALL staff to their fullest potential, on a daily basis, is the most powerful and humane approach, to building a high-performance organisation, that positively changes the world.

In a 2004 study, Angelo Maravita and Atsushi Iriki discovered that when monkeys and humans consistently use a tool to extend their reach, such as using a rake to reach an object, certain neural networks in the brain change their “map” of the body to include the new tool. This fascinating finding reinforces the idea that external tools can and often do become a natural extension of our minds.

you’ll need to be more precise and identify in clear, concrete terms your ideal approach to work and the effects you hope tidying will have on your life. So before you start, visualize your ideal work life.

If anything, the genesis of colleges in the Islamic world seems to have been a way to organise those scholars who were opposed to philosophy and rationalism. Knowledge and science in ancient times were supported by individual patrons and when these patrons changed their priorities, or when they died, any institutions that they might have built often died with them. This is a major reason why no observatory lasted more than 30 years in any of the Islamic empires.

Cependant, la nouvelle organisation aura beau être structurellement bien pensée, elle pourra être remise en question par les humains dont elle est censée améliorer la condition et le destin. Car si l’être humain ne change pas quotidiennement pour atteindre générosité, compassion, éthique et équité, la société ne pourra changer durablement. On peut manger bio, recycler ses déchets et ses eaux usées, se chauffer à l’énergie solaire et exploiter son prochain. Cela n’est pas incompatible.

Similarly, the dollar, human rights and the United States of America exist in the shared imagination of billions, and no single individual can threaten their existence. If I alone were to stop believing in the dollar, in human rights, or in the United States, it wouldn’t much matter. These imagined orders are inter-subjective, so in order to change them we must simultaneously change the consciousness of billions of people, which is not easy. A change of such magnitude can be accomplished only with the help of a complex organisation, such as a political party, an ideological movement, or a religious cult. However, in order to establish such complex organisations, it’s necessary to convince many strangers to cooperate with one another. And this will happen only if these strangers believe in some shared myths. It follows that in order to change an existing imagined order, we must first believe in an alternative imagined order. In order to dismantle Peugeot, for example, we need to imagine something more powerful, such as the French legal system. In order to dismantle the French legal system we need to imagine something even more powerful, such as the French state. And if we would like to dismantle that too, we will have to imagine something yet more powerful. There is no way out of the imagined order. When we break down our prison walls and run towards freedom, we are in fact running into the more spacious exercise yard of a bigger prison.

As ecological breakdown triggers tipping points, as agricultural output declines, as mass displacement undermines political stability, and as cities are ruined by rising seas, the environmental, social and material infrastructure that underpins the possibility of growth – and indeed the possibility of organised civilisation – will fall apart.

This is how nature has worked for millions of years. Innovation doesn't happen centrally, according to plan, but at the edges, all the time, when some organism senses a change in the environment and experiments to find a response. Some attempts to fail catch on; others rapidly spread to all corners of the ecosystem. Reality is the ultimate reference.

In order to function, the people who operate such a system of drawers must be reprogrammed to stop thinking as humans and to start thinking as clerks and accountants. As everyone from ancient times till today knows, clerks and accountants think in a non-human fashion. They think like filing cabinets. This is not their fault. If they don’t think that way their drawers will all get mixed up and they won’t be able to provide the services their government, company or organisation requires. The most important impact of script on human history is precisely this: it has gradually changed the way humans think and view the world. Free association and holistic thought have given way to compartmentalisation and bureaucracy.

The Internal Revenue Service which collects taxation in America is also a private company, though the public believe it is part of their government. In 1863 the Bureau of Internal Revenue was formed to collect taxation, but in 1933, that year again, came the start of another coup on the American people. Three members of the Prescott Bush circle, Helen and Clifton Barton and Hector Echeverria, formed the Internal Revenue Tax and Audit Service, registered in Delaware, America’s flag of convenience state, where few questions are asked. Prescott Bush was the father of George Bush. In 1936, this organisation changed its name to the Internal Revenue Service and ran as a private company. In 1953, the original Bureau of Internal Revenue was disbanded, leaving the private Internal Revenue Service to collect all the taxes, illegal taxes most of them, too. This is controlled by the same people who own the Federal Reserve and the Virginia Company and it is bleeding America dry. The Internal Revenue Service was, appropriately, created by American Nazis who were funding Adolf Hitler under the coordination of Prescott Bush, George’s father.

The central lesson to be learned from this episode in scientific history is that to create an organisation financially and ideologically dependent upon coming to a single, aprioristic viewpoint, regardless of the objective truth, is to create a monster that ignores the truth. Regrettably, the cumulative effect of the IPCC’s conduct over the last 25 years has inflicted severe and long-term damage on the reputation of science and of scientists everywhere.

... there is no quicker way of growing old than undue indulgence in regular habits. Indeed it seems probable that the reason why so many people die sooner than they should is because they have organised their lives in such a way that there is nothing left for them to do. Change, as is well-known, is not only a law of Nature, but the very breath of existence. And if you rule change out of your life there no longer seems any reason why you should continue altogether.

... on these expanded membranes [butterfly wings] Nature writes, as on a tablet, the story of the modifications of species, so truly do all changes of the organisation register themselves thereon. Moreover, the same colour-patterns of the wings generally show, with great regularity, the degrees of blood-relationship of the species. As the laws of nature must be the same for all beings, the conclusions furnished by this group of insects must be applicable to the whole world.

The world, I tell you, is bored -- bored now to the explosive pitch. It's bored by all this incessant war preparation. It is bored by aimless violence, now here, now there. It is tired of hatred politics. It's tired of fresh murders every day. It is not indignant, not excited; it is bored. Bored and baffled... "I don't believe a man begins to know anything of politics until he realises the immense menace of mental fatigue, of world-wide mass boredom. It accumulates. It makes the most frightful convulsions and demoralisation possible. It makes them at last inevitable. Nobody wants fundamental changes in a world where hope and interest prevail. Then people accept their careers, settle down to them, rear children. But throw them out of work, in and out and no sense of security, deprive them of bright expectations, regiment them in masses, underfeed them, bore them with organised mass patriotism, and they begin to seep together into a common morass of discontent and impatience. Almost unconsciously... "They're like that now.

It was his first definite encounter with the wary-eyed, platitudinous, evasive Labour leaders, and he realised at once the formidable barrier of inert leadership they constituted, between the discontented masses and constructive change. They seemed to be almost entirely preoccupied by internecine intrigues and the "discipline of the Party". They were steeped in Party professionalism. They were not in any way traitors to their cause, or wilfully reactionary, but they had no minds for a renascent world. They meant nothing, but they did not know they meant nothing. They regarded Rud just as in their time they had regarded Liberalism, Fabianism, Communism, Science, suspecting them all, learning nothing from them, blankly resistant. They did not want ideas in politics. They just wanted to be the official representatives of organised labour and make what they could by it. Their manner betrayed their invincible resolution, as strong as an animal instinct, to play politics according to the rules, to manoeuvre for positions, to dig themselves into positions -- and squat...

adult men enjoy having sex with one another, and they don’t harm anyone while doing so, why should it be wrong, and why should we outlaw it? It is a private matter between these two men, and they are free to decide about it according to their own personal feelings. If in the Middle Ages two men confessed to a priest that they were in love with one another, and that they had never felt so happy, their good feelings would not have changed the priest’s damning judgement – indeed, their lack of guilt would only have worsened the situation. Today, in contrast, if two men are in love, they are told: ‘If it feels good – do it! Don’t let any priest mess with your mind. Just follow your heart. You know best what’s good for you.’ Interestingly enough, today even religious zealots adopt this humanistic discourse when they want to influence public opinion. For example, every year for the past decade the Israeli LGBT community has held a gay pride parade in the streets of Jerusalem. It’s a unique day of harmony in this conflict-riven city, because it is the one occasion when religious Jews, Muslims and Christians suddenly find a common cause – they all fume in accord against the gay parade. What’s really interesting, though, is the argument they use. They don’t say, ‘These sinners shouldn’t hold a gay parade because God forbids homosexuality.’ Rather, they explain to every available microphone and TV camera that ‘seeing a gay parade passing through the holy city of Jerusalem hurts our feelings. Just as gay people want us to respect their feelings, they should respect ours.’ On 7 January 2015 Muslim fanatics massacred several staff members of the French magazine Charlie Hebdo, because the magazine published caricatures of the prophet Muhammad. In the following days, many Muslim organisations condemned the attack, yet some could not resist adding a ‘but’ clause. For example, the Egyptian Journalists Syndicate denounced the terrorists for their use of violence, but in the same breath denounced the magazine for ‘hurting the feelings of millions of Muslims across the world’.2 Note that the Syndicate did not blame the magazine for disobeying God’s will. That’s what we call progress.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

The oversupply of huge amounts of information free of charge and on demand is changing the world beyond recognition. This is especially true in areas of education where education systems are evolving to reflect the reality that education is about constructing knowledge rather than just remembering facts. The knowledge revolution is correlated with the rise of knowledge economy where information is constructed and organised into knowledge that can be utilised to create economic value. Knowledge management is also allowing us to gradually use machines to perform tasks that need complex decision making.

Similarly, the dollar, human rights and the United States of America exist in the shared imagination of billions, and no single individual can threaten their existence. If I alone were to stop believing in the dollar, in human rights, or in the United States, it wouldn’t much matter. These imagined orders are inter-subjective, so in order to change them we must simultaneously change the consciousness of billions of people, which is not easy. A change of such magnitude can be accomplished only with the help of a complex organisation, such as a political party, an ideological movement, or a religious cult. However,

the planned destruction of Iraq’s agriculture is not widely known. Modern Iraq is part of the ‘fertile crescent’ of Mesopotamia where man first domesticated wheat between 8,000 and 13,000 years ago, and home to several thousand varieties of local wheat. As soon as the US took over Iraq, it became clear its interests were not limited to oil. In 2004, Paul Bremer, the then military head of the Provisional Authority imposed as many as a hundred laws which made short work of Iraq’s sovereignty. The most crippling for the people and the economy of Iraq was Order 81 which deals, among other things, with plant varieties and patents. The goal was brutally clear-cut and sweeping — to wipe out Iraq’s traditional, sustainable agriculture and replace it with oil-chemical-genetically-modified-seed-based industrial agriculture. There was no public or parliamentary debate for the conquered people who never sought war. The conquerors made unilateral changes in Iraq’s 1970 patent law: henceforth, plant forms could be patented — which was never allowed before — while genetically-modified organisms were to be introduced. Farmers were strictly banned from saving their own seeds: this, in a country where, according to the Food and Agriculture Organisation, 97 per cent of Iraqi farmers planted only their own saved seeds. With a single stroke of the pen, Iraq’s agriculture was axed, while Order 81 facilitated the introduction and domination of imported, high-priced corporate seeds, mainly from the US — which neither reproduce, nor give yields without their prescribed chemical fertiliser and pesticide inputs. It meant that the majority of farmers who had never spent money on seed and inputs that came free from nature, would henceforth have to heavily invest in corporate inputs and equipment — or go into debt to obtain them, or accept lowered profits, or give up farming altogether.

First, as a branch of the United Nations, the IPCC is itself an intensely political and not a scientific body. As its chairman, Dr Rajendra Pachauri observed in an interview with the Guardian newspaper: We are an intergovernmental body and we do what the governments of the world want us to do. If the governments decide we should do things differently and come up with a vastly different set of products we would be at their beck and call.10 To boot, the IPCC charter requires that the organisation investigates not climate change in the round, but solely global warming caused by human greenhouse emissions, a blinkered approach that consistently damages all IPCC pronouncements.

It is difficult, then, to pin gender inequality firmly to the emergence of agriculture or property ownership. If there were changes in the balance of power between people in prehistory because of these factors, they must have been subtle because they left no appreciable trace in the archaeological record. Where we really can start to spot a shift in gender relations, the first shoots of overarching male authority, is with the rise of the first states. The moment gender becomes salient is when it becomes an organising principle, when enormous populations are categorised in ways that deliberately ignore their everyday realities and force them to live in ways they may not otherwise choose.

This is an existential threat to the social and economic order, which is why countries wage a stubborn, bloody and hopeless war on biochemical crime. The state hopes to regulate the biochemical pursuit of happiness, separating ‘bad’ manipulations from ‘good’ ones. The principle is clear: biochemical manipulations that strengthen political stability, social order and economic growth are allowed and even encouraged (e.g., those that calm hyperactive kids in school, or drive anxious soldiers forward into battle). Manipulations that threaten stability and growth are banned. But each year new drugs are born in the research labs of universities, pharmaceutical companies and criminal organisations, and the needs of the state and the market also keep changing.

The state hopes to regulate the biochemical pursuit of happiness, separating ‘bad’ manipulations from ‘good’ ones. The principle is clear: biochemical manipulations that strengthen political stability, social order and economic growth are allowed and even encouraged (e.g. those that calm hyperactive kids in school, or drive anxious soldiers forward into battle). Manipulations that threaten stability and growth are banned. But each year new drugs are born in the research labs of universities, pharmaceutical companies and criminal organisations, and the needs of the state and the market also keep changing. As the biochemical pursuit of happiness accelerates, so it will reshape politics, society and economics, and it will become ever harder to bring it under control.

Theory is, of course, critical to the development of specific analyses of women’s situation. Explicitly or implicitly, empirical phenomena must be organised in terms of a theoretical construct in order to be grasped conceptually. At the same time, theory is, by its very nature, severely limited. As a structure of concepts, a theoretical framework simply provides guidance for the understanding of actual societies, past and present. However indispensable this theoretical guidance may be, specific strategies, programmes, or tactics for change cannot be deduced directly from theory. Nor can the phenomenon of variation in women’s situation over time, and in different societies, be addressed solely by means of theory. These are matters for concrete analysis and historical investigation.

Despite all technical change in the advanced countries, to this day India, with a much smaller cultivated area than the US, produces annually a larger total tonnage of cereals, root crops, oil crops, sugar crops, fruits and vegetables. The precise figures are 858 million tonnes in India and 676 million tonnes in the US in 2007, the latest year for which the data from the United Nations Food and Agriculture Organisation is available. As for China, its even more intensive cultivation, developed over centuries, and consequent high land productivity were legendary; Britain’s agricultural yields at that time, properly measured over the same production period, were pathetic in comparison. By 2007 China produced 1,308 million tonnes from an area substantially less than that of India and of the US.

Experience has shown that people have a low tolerance for mandatory health measures, and that such measures are most effective when they are voluntary, when they respect and depend on individual choice, and when they avoid the use of police powers. In 2007, the CDC issued guidelines for how to ensure maximum compliance with public health measures in a pandemic. Based partly on lessons learned in 1918, these recommended that measures only be made mandatory when the proportion of the sick who die rises above 1 per cent (remember that this proportion was at least 2.5 per cent for the Spanish flu). Using 2016 numbers, that means that more than 3 million Americans would have to die before the CDC would advise such a step – a measure of how counterproductive that organisation believes compulsion to be.

If you gather a team of experienced leaders and ask them why past projects failed, the explanations flow readily: The project was bigger than we realised . . . we were too slow . . . our design was flawed . . . we were operating from faulty assumptions . . . the market changed . . . we had the wrong people . . . our technology didn’t work . . . our strategy was unclear . . . our costs were too high . . . our organisation sabotaged us . . . the competition was tougher than we thought . . . we reorganised ourselves to death . . . we fought among ourselves . . . our strategy was flawed . . . our strategy was good but our execution was lousy . . . we ran into unexpected bottlenecks . . . we misunderstood our customers . . . we were short on resources . . . the economics didn’t work . . . we got killed by internal politics . . .

More proof that Lynn is still meant to continue with the government programme occurred during the winter of 2000, when she was sitting at a cafeteria table at the area college. It was later in the afternoon when a few people congregated there with books spread out so they could study while drinking coffee or snacking. Many tables were empty, yet after Lynn had been sitting for a few moments, an elderly man sat down across from her. The old man seemed familiar to Lynn, though, at first, she pretended to ignore him. He said nothing, just sat there as someone might when all the tables are filled and it is necessary to share space with a stranger. His presence made her uncomfortable, yet there was nothing specific that alerted her. A short while later, Mac, the man who had been Lynn's handler in Mexico, came out of the shadows and stopped at the table. He was younger than the old man. His clothes were military casual, the type of garments that veteran students who have military experience might recognise, but not think unusual. He leaned over Lynn and kissed her gently on the forehead, spoke quietly to her, and then said 'Wake up, Sleeping Beauty.' Those were the code words that would start the cover programme of which she was still part. The words led to her being switched from the control of the old man, a researcher she now believes may have been part of Dr Ewen Cameron's staff before coming to the United States for the latter part of his career, to the younger man. The change is like a re-enlistment in an army she never willingly joined. In a very real way, she is a career soldier who has never been paid, never allowed to retire and never given a chance to lead a life free from the fear of what she might do without conscious awareness.

This obsession with military technology – from tanks to atom bombs to spy-flies – is a surprisingly recent phenomenon. Up until the nineteenth century, the vast majority of military revolutions were the product of organisational rather than technological changes. When alien civilisations met for the first time, technological gaps sometimes played an important role. But even in such cases, few thought of deliberately creating or enlarging such gaps. Most empires did not rise thanks to technological wizardry, and their rulers did not give much thought to technological improvement. The Arabs did not defeat the Sassanid Empire thanks to superior bows or swords, the Seljuks had no technological advantage over the Byzantines, and the Mongols did not conquer China with the help of some ingenious new weapon. In fact, in all these cases the vanquished enjoyed superior military and civilian technology.

I think it would be no bad thing if boys like you all grew up with a bit of everything. We might all treat each other a good deal better then. Be less of these wars for one thing. Oh yes. Perhaps one day, all these conflicts will end, and it won’t be because of great statesmen or churches or organisations like this one. It’ll be because people have changed. They’ll be like you, Puffin. More a mixture. So why not become a mongrel? It’s healthy.” “But if I did, everything might . . .” I stopped. “Everything might what, Puffin?” “Like that blind there”—I pointed—“if the twine broke. Everything might scatter.” Uncle Philip stared at the blind I had indicated. Then he rose, went to the window and touched it gently. “Everything might scatter. You might be right. I suppose it’s something we can’t easily get away from. People need to feel they belong. To a nation, to a race. Otherwise, who knows what might happen? This civilisation of ours, perhaps it’ll just collapse. And everything scatter, as you put it.” He sighed, as though I had just defeated him in an argument.

Two organisations spawned by Alice Bailey’s work, the Lucis Trust (formerly the Lucifer Trust) and the World Goodwill Organisation, are both staunch promoters of the United Nations. They are almost UN ‘groupies’, such is their devotion. It is interesting to see how the New Age has inherited ‘truths’ over the decades in the same way that conventional religion has done over the centuries. As the followers of Christianity have inherited the manipulated version of Jesus, so New Agers have inherited the Masters. There is too little checking of origins, too much acceptance of inherited belief, I think. Certainly there is with the Masters and Blavatsky’s Great White Brotherhood because she admitted in correspondence with her sister, that she had made up their names by using the nicknames of the Rosicrucians and Freemasons who were funding her. Yet today all over the world there are hundreds of thousands (at least) of New Age ‘channellers’ who claim to be communicating with these Masters and with the Archangel Michael who is an ancient deity of the Phoenicians. If the New Age isn’t careful, it will be Christianity revisited. It is already becoming so. I believe that the concept of Masters can be a means through which those who have rejected the status quo of religion and science can still have their minds controlled.

She Is Remarkable Salute to the woman who knows who she is And why she is who she is A powerful being Once thrown into the deep end of the ocean But swam her way back to shore She never stops moving forward Nothing can ever pull her backwards Such a brave warrior Shout out to the superwoman Determined to change the status quo Because she feels the need to do so Just like an eagle She soars higher and higher As the wind blows stronger She does not let anything deter her From reaching another level in life Thumbs up to an amazing woman A great force to be reckoned with That committed Mother on the street Who trades from sunrise to sunset Trying to make ends meet Oh, she has a heart so big Being mindful that come snow or sunshine She has mouths to feed I revere this gifted woman Who uses her creativity To make an impact in society Despite the uniqueness of her talent She remains a trendsetter It could be the potter in whose hands clay becomes magic The miner who touches gold, before it even gets sold to the markets Or the strategist who sits in high-level meetings, making sure organisations do not collapse A special mention to the special woman Who chooses not to give up She understands that others look up to her The smart lady out there, with a clear vision She makes things happen for her family, community, and the world at large She deserves a badge of honour Because she is remarkable!

If I wished to satirise the present political order I should borrow for it the name which Punch invented during the first German War: Govertisement. This is a portmanteau word and means “government by advertisement.” But my intention is not satiric; I am trying to be objective. The change is this. In all previous ages that I can think of the principal aim of rulers, except at rare and short intervals, was to keep their subjects quiet, to forestall or extinguish widespread excitement and persuade people to attend quietly to their several occupations. And on the whole their subjects agreed with them. They even prayed (in words that sound curiously old-fashioned) to be able to live “a peaceable life in all godliness and honesty” and “pass their time in rest and quietness.” But now the organisation of mass excitement seems to be almost the normal organ of political power. We live in an age of “appeal,” “drives,” and “campaigns.” Our rulers have become like schoolmasters and are always demanding “keenness.” And you notice that I am guilty of a slight archaism in calling them “rulers.” “Leaders” is the modern word. I have suggested elsewhere that this is a deeply significant change of vocabulary. Our demand upon them has changed no less than theirs on us. For of a ruler one asks justice, incorruption, diligence, perhaps clemency; of a leader, dash, initiative, and (I suppose) what people call “magnetism” or “personality.

Laurence Arne-Sayles began with the idea that the Ancients had a different way of relating to the world, that they experienced it as something that interacted with them. When they observed the world, the world observed them back. If, for example, they travelled in a boat on a river, then the river was in some way aware of carrying them on its back and had in fact agreed to it. When they looked up to the stars, the constellations were not simply patterns enabling them to organise what they saw, they were vehicles of meaning, a never-ending flow of information. The world was constantly speaking to Ancient Man. All of this was more or less within the bounds of conventional philosophical history, but where Arne-Sayles diverged from his peers was in his insistence that this dialogue between the Ancients and the world was not simply something that happened in their heads; it was something that happened in the actual world. The way the Ancients perceived the world was the way the world truly was. This gave them extraordinary influence and power. Reality was not only capable of taking part in a dialogue – intelligible and articulate – it was also persuadable. Nature was willing to bend to men’s desires, to lend them its attributes. Seas could be parted, men could turn into birds and fly away, or into foxes and hide in dark woods, castles could be made out of clouds. Eventually the Ancients ceased to speak and listen to the World. When this happened the World did not simply fall silent, it changed. Those aspects of the world that had been in constant communication with Men – whether you call them energies, powers, spirits, angels or demons – no longer had a place or a reason to stay and so they departed. There was, in Arne-Sayles’s view, an actual, real disenchantment.

Where else in dramatic literature is there such a treatment of the life-and-death cycle of people and political change? One needs to reach back to the chronicles of Shakespeare, back to the Greeks. Larry Kramer isn't Sophocles and he isn't Shakespeare; we don't have Sophocleses or Shakespeares, not these days, but we do have, on rare occasion, remarkable accomplishment, and Kramer's is remarkable, invaluable, and rare. How else to dramatise revolution accurately, truthfully, politically, than by showing it to be tragic as well as triumphant? And on the other hand, if the medical, biological, political, and familial failures of "Destiny" produce, by the play's end, despair again; if we are plunged back into night, it cannot be different from the night with which "Normal Heart" began, rife with despair and terror, and pregnant with an offstage potential for transformation, for hope. Failure awaits any political movement, even a spectacularly successful movement such as the one Larry Kramer helped to spark and organise. Political movements, liberation movements, revolutions, are as subject to time, decline, mortality, tragedy, as any human enterprise, or any human being. Death waits for every living thing, no matter how vital or brilliant its accomplishment; death waits for people and for their best and worst efforts as well.politics is a living thing, and living things die. The mistake is to imagine otherwise, to believe that progress doesn't generate as many new problems as it generates blessings, to imagine, foolishly, that the struggle can be won decisively, finally, definitively. No matter what any struggle accomplishes, time, life, death bring in their changes, and new oppressions are always forming from the ashes of the old. The fight for justice, for a better world, for civil rights or access to medicine, is a never-ending fight, at least as far as we have to see. the full blooded description of this truth, the recognition and dramatisation of a political cycle of birth, death, rebirth, defeat, renewal - this is true tragedy, in which absolute loss and devastation, Nothing is arrived at, and from this Nothing, something new is born.

DevOps Evangelist An expert Consultant who can now evangelise a DevOps solution for an Enterprise. Typical tasks: Scaling DevOps capabilities across Enterprise Change Management Organisation Alignment This is a high-end Consulting role, with a heavy technology bend. At a DevOps Engineer level, it’s mostly about deep technical skills. As you evolve into a solution architect kind of role, along with the technical acumen, it’s also about leadership skills to build consensus/agreements and making a team work together.

The first point to make is that there can only be one Church. Christ did not establish different bodies, but One Body, One Faith, One Baptism. The Church is the Body of Christ which, though often wounded, cannot be broken into separate parts. The Church is not a human institution like other worldly organisations, it does not belong to man, and man cannot do with it as he wills or change it to suit his own desires, or satisfy the fashions of his age.

In 2007, the CDC issued guidelines for how to ensure maximum compliance with public health measures in a pandemic. Based partly on lessons learned in 1918, these recommended that measures only be made mandatory when the proportion of the sick who die rises above 1 per cent (remember that this proportion was at least 2.5 per cent for the Spanish flu). Using 2016 numbers, that means that more than 3 million Americans would have to die before the CDC would advise such a step–a measure of how counterproductive that organisation believes compulsion to be.

We have been controlling the price of agricultural commodities, so that a larger number of people get cheaper grains. This has affected the farmers badly. The erstwhile finance minister Arun Jaitley said that the number of people involved in farming has to reduce like in other countries. They cite the USA as an example—only 2 per cent of the people are involved in farming, why should 50 per cent of the people do it here? But our country is different. Farming alone is going to get you food. Tomorrow, if there is an even bigger crisis and we become dependent—that is what WTO [World Trade Organisation] wants—the solution is to import, as it’s cheaper. But the moment you become an importer, the prices will keep changing and there will be another crisis.

There were no more nations, but there were neighbourhoods, regions, zones, and a hierarchy of councils, parliaments and congresses: talking shops, all the way up to some kind of world-government council. This system was what they called the Common Heritage. He wondered vaguely if this had evolved from a form of emergency organisation in the refugee days – the ‘Chaos’ – maybe built on some elements of the old UN.

One promising way of redefining the meaning of ‘economist’ is to look to those who have gone beyond new economic thinking to new economic doing: the innovators who are evolving the economy one experiment at a time. Their impact is already reflected in the take-off of new business models, in the proven dynamism of the collaborative commons, in the vast potential of digital currencies and in the inspiring possibilities of regenerative design. As Donella Meadows made clear, the power of self-organisation—the ability of a system to add, change and evolve its own structure—is a high leverage point for whole system change. And that unleashes a revolutionary thought: it makes economists of us all. If economies change by evolving, then every experiment—be it a new enterprise model, complementary currency or open-source collaboration —helps to diversify, select and amplify a new economic future.

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

Hans Rosling, a Swedish statistician and renowned public speaker, founded an organisation called Gapminder with his son Ola Rosling and Ola’s wife Anna, which addresses the negative news bias. In Hans’ inspiring and insightful TED Talk ‘The best stats you’ve ever seen’, he shares the results of an original study he conducted among Swedish university students called ‘the chimpanzee test’.10

We named the activist organisation 38 Degrees, the angle at which snowflakes come together to trigger an avalanche. I believe it did cause an avalanche of activism and protest, an unstoppable momentum.

In 381 Theodosius I organised the Council of Constantine, which proclaimed the doctrine of the Trinity: Father, Son, and Holy Spirit are of the same substance, consubstantial, one person comprising god. The doctrine went even further than Greek myth in eliminating the female from the godhead. The Christian father-god utters the Word, his son, and procreates through language, entirely without a woman. The holy spirit is born from the mutual love of son and father. This creation is not incest because bodies are not involved. The Trinity, understandably called a mystery, lies at the heart of Christianity. It achieves two major goals: it posits a realm that transcends the physical world, in which reality is made by the word. History is filled with rules who claim divinity to justify their superiority, but not until Christianity and the sacralising of the notion that language creates reality does the debate between appearance and reality begin to pervade Western literature and thought. [...] the Trinity procreates without the female - without body, blood, ooze, without nature, and superior to it. Generations of clerical writers, wishing that women did not exist, lament that this sort of procreation was possible only to god. The church defined the divine realm in opposition to the earthly one, celebrating birth through utterance, death as life, the overcoming of sex and body, a realm where nothing changes and power and justice are one.

It’s not enough to have inner discipline. We also need to follow an outer discipline—a system of principles and behaviors—to channel our energies, thoughts, and emotions productively. A system that adds some structure to the constantly changing flux of information that we interact with every day.

These imagined orders are inter-subjective, so in order to change them we must simultaneously change the consciousness of billions of people, which is not easy. A change of such magnitude can be accomplished only with the help of a complex organisation, such as a political party, an ideological movement, or a religious cult.

It is difficult and stressful due to the goals we have in our organisations; to experience higher yields and eventual capital growth in years to come, which were almost completely wiped out due to more than 10 years setbacks

Those who dedicate themselves to planting and nurturing culture, people and organisation will reap significant growth and change.

Experiments in the complex problem domain are the changes you make. They are not to learn about the system from a third-party perspective or from some sense of meta about the organisation. The experiment is the actual change you make towards the system being in balance with its changing environment.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

Be innovative in leading people. Within our organisations we are continously innovating procedures, systems and technology but we fail to consider how we can innovate in our leadership.

Climate Change - "We cannot stop it but we can slow it down

Excerpt: ‘Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ’…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a be

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

The importance of taking this realist approach to power and politics is not only theoretical or academic, but also has practical implications. Those who wish to bring about political change cannot hope to do so if they adopt populist methods or have faith that at some point a critical mass of the public will suddenly reach a ‘tipping point’ after which elites will be inevitably toppled. Change always takes concerted organisation and cannot hope to be achieved simply by convincing the greatest number of people of your point of view. Power does not care, in the final analysis, how many likes you got on your Twitter account. In practice, the great bulk of people will adjust to new realities after the fact of change and reorient themselves to the new power structure one way or the other. In any case, ‘manufacturing consent’ can only be carried out once a group is de facto in power. A group may achieve de jure power only to find that they cannot execute or manufacture consent because they have not achieved de facto power—and, realistically, de facto power is the only power that counts.

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

We need to understand that many of the profound challenges ahead will only be faced up to if we are willing to change our way of life, the way we organise ourselves and, yes, our values.

make a fundamental change in the relationship between nations, organisations, religions and politics start to listen, learn and offer badly needed resources stop trying to impose our will on the rest of the world train our armies to offer constructive resolution to conflict not destructive work on our inner life and develop our humanity.

I myself also apply the wisdom of our ancestors in my practice of tidying. For example, when I fold and stand clothes on edge in the drawer, I arrange them by colour to form a gradation from dark to light. The proper order is to place clothes that are lighter in colour at the front of the drawer and gradually progress to darker colours at the back. I don’t know whether or not this increases good fortune but when clothes are arranged in a gradation of colour, it feels great to look at them whenever you open the drawer. For some reason, having lighter clothes at the front seems to have a calming effect. If you organise your living environment so that it feels comfortable and so that every day you feel energised and happy, wouldn’t you say that your good fortune has increased?

The speed of your organisation is determined by the slowest ones.

When the change in your market outsprints the change in your organisation, you will have a problem sooner or later.

Human nature is a constant – except when it isn’t. In the future society, consciousness, the way in which people understand themselves to be people, might be very different. On the one hand, we might say that people have always fallen in love, made art, worshipped gods, fought wars and engaged in complex forms of political organisation and conflict. But our understanding of ourselves as human subjects today is profoundly different from medieval times, which, again, is profoundly different from Ancient Rome or Greece or Egypt; which, again, is profoundly different from Neolithic times… anyway, the point is, in the future, people might not share our values. Your vision of the future should reflect this and not simply reflect modern attitudes in different clothes. 6: Language shapes reality. Language changes over time. New words are coined, others fall out of use. Social and technological changes produce changes in the lexicon; styles of speaking and writing evolve, what was ‘normal’ in the eighteenth century seems obscure today – your future should reflect this, with new words, new slang, new expressions and colloquialisms, new ways of speaking and articulating. China Miéville’s Embassytown (2011) is a good example of how to do this. Building a new, tangible reality out of language will give your vision of the future a density, credibility and coherence that goes beyond the practical mechanics of story, plot and structure. Finally, be bold – the future is yours to imagine.

Inspiration leads to a changed mindset. A changed mindset triggers a change in behaviour.

Effective learning changes the brain structure which in turn induces the desired behaviour.

Companies must adapt to the demands of today’s workforce and radically change their management style.

It will be a matter of great regret if the friendly spirit which characterised the relations between the Jewish employer in the P.I.C.A. villages and his Arab employees, to which reference has already been made, were to disappear. Unless there is some change of spirit in the policy of the Zionist Organisation it seems inevitable that the General Federation of Jewish Labour, which dominates that policy, will succeed in extending its principles to all the Jewish colonies in Palestine. The present position, precluding any employment of Arabs in the Zionist colonies, is undesirable, from the point of view both of justice and of the good government of the country. As long as these provisions exist in the Constitution of the Zionist Organisation, in the lease of the Keren-Kayemeth and in the agreement of the Keren-Hayesod it cannot be regarded as desirable that large areas of land should be transferred to the Jewish National Fund. It is impossible to view with equanimity the extension of an enclave in Palestine from which all Arabs are excluded. The Arab population already regards the transfer of lands to Zionist hands with dismay and alarm. These cannot be dismissed as baseless in the light of the Zionist policy which is described above.

In the past you may have been able to depend upon an organisation to plan and support your development, but in today’s fast-moving, ever-changing and far less secure world it would be irresponsible not to recognise that your development, career and life plans are your responsibility, and yours alone.

Her mother bought her a burgundy pair of VANS summer shoes in Italy, and they took a picture of her laughing happily while holding them in her hand in an exaggerated scene, as if they had been teasing him to take a picture of her for her boyfriend in a park somewhere in Italy. Shortly after, she started wearing them in Barcelona and cut off the tiny VANS logo with a scissor. When I asked her why, she tried to avoid answering at first until she said something like she didn't like it, or that they looked better without the tiny black VANS logos. It was suspicious that someone must have told her the urban legend in Barcelona soon after her Italian vacation, that VANS stands for „Vans Are Nazi Shoes.” It became more and more obvious in Barcelona that my life was in danger, as an awful vibe surrounded us due to the construction. It was mostly caused by rich tourists who I had never seen do much work in life, too high to take on a task as simple as changing a password on a bank account on an iPhone app – a crime organisation, quite international already and increasingly so, with a growing number of participants and secrets becoming more and more dangerous, I thought, and I wasn’t wrong, I just couldn’t see the whole picture yet as I was blindfolded. As if her nickname, Stupid Bunny which she had printed out at Ample Store with Adam, was a cute, nice thing, a reassurance after the day before she had been crying for some unknown reason and printing out the phrase, “You never loved me, you just broke my heart.” That couldn't have been further from the truth. She would fidget around and draw at home, and I didn't realise she was bored of being with me when she had so many other options in her mind because of what others had fed her, as if I was a monogamist who wouldn’t forgive her for cheating or making a mistake. Even if I had seen her, when she showed up at home she seemed in love with herself, watching herself in the mirror in her new tight, short shorts. It was weird. I had noticed something strange in Martina for a while now and I couldn’t put my finger on it. I thought it was only the drugs she was secretly doing behind my back, but I was far away from having all the answers.

If people want change even at a time of popular and widespread resentment of the ruling class, they can only hope to achieve that change by becoming a tightly knit and organised minority themselves and, in effect, displacing the old ruling class.

Three factors must be present for meaningful organisational change to take place. These factors are: D= Dissatisfaction with how things are now. V= Vision of what is possible. F= First, concrete steps that can be taken towards the vision. If the product of these three factors is greater than R = Resistance then change is possible.

As a minimum, the following areas should be considered: The stakeholders. The budget. The future direction and current culture of the organisation. The baseline Architecture Landscape. The current processes used for change and operation of IT. The skills and capabilities of the people within the enterprise.

Architecture Building Blocks. Explain the purpose of Architecture Contracts. Explain the purpose of an architecture definition document. Explain the purpose of the Architecture Repository. Explain the purpose of an architecture requirements specification. Explain the purpose of an Architecture Roadmap. Explain the purpose of the Architecture Vision. Explain the purpose of business drivers, business goals and business principles. Explain the purpose of a capability assessment. Explain the purpose of a change request. Explain the purpose of a communications plan. Explain the purpose of a compliance assessment. Explain the purpose of an implementation and migration plan. Explain the purpose of an Implementation Governance Model. Explain the purpose of an organisational model for Enterprise Architecture.

Here is the way in which I can, in practice, make progress in the annihilation of my absurd and deplorable ‘hopes’. I am not going to set myself to organise the failure of my enterprises; to hope to succeed in ruining myself instead of hoping to succeed in enriching myself would not change anything in any way. No, I let my instinctive and emotive life go on as usual. But my understanding, initiated into the reality of things, works in parallel. At the moment when I suffer because my hopes come up against the resistance of the world I remind myself that my old successes have never brought me that absolute accomplishment in which I had placed my hopes; all my surface satisfactions, sometimes so intense, were in the last instance deceptions in depth, that is to say in truth. Profiting by this experience, correctly interpreted, of my fallacious successes I think now of the new successes which I am in process of coveting; I imagine their concrete realisation, and feel afresh their vanity. The bad moments, the moments of anguish, are the best for this work; the suffering felt by the organism-as-a-totality curbs the illusions which show us satori in the opposite direction from that in which it awaits us. On

In a nutshell, the way we adapt to change is related to our perception of it. The better we understand this, the better our ability to adapt and succeed in a world that is essentially made of change.

Never forgetting the involvement of military officers in the 1953 attempt to force him from his throne, the Shah took great pains to keep the three services well apart so that they were incapable of mounting a coup or undermining his regime. There was no joint chiefs-of-staff organisation, nor were the three services linked in any way except through the Shah, who was the Commander-in-Chief. Every officer above the rank of colonel (or equivalent) was personally appointed by the Shah, and all flying cadets were vetted by him. Finally, he used four different intelligence services to maintain surveillance of the officer corps. These precautionary measures were mirrored on the Iraqi side. Keenly aware that in non-democratic societies force constituted the main agent of political change, Saddam spared no effort to ensure the loyalty of the military to his personal rule. Scores of party commissars had been deployed within the armed forces down to the battalion level. Organised political activity had been banned; ‘unreliable’ elements had been forced to retire, or else purged and often executed; senior officers had constantly been reshuffled to prevent the creation of power bases. The social composition of the Republican Guard, the regime’s praetorian guard, had been fundamentally transformed to draw heavily on conscripts from Saddam’s home town of Tikrit and the surrounding region.

In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists.

Since we live in a dynamic environment, changes will keep displacing us from our comfort zone. Every person, organisation and society faces challenges, how we deal with those challenges define our long-term success. Develop a breakthrough mindset that seeks solutions even in the time of adversity.

But so, too, can unproductive paths persist. The increasing returns characteristic of an initial set of institutions that provide disincentives to productive activity will create organizations and interest groups with a stake in the existing constraints. They will shape the polity in their interests…Such institutions provide incentives that may encourage military domination of the polity and economy, religious fanaticism, or plain, simple redistributive organizations, but they provide few rewards from increases in the stock and dissemination of economically useful knowledge… The subjective mental constructs of the participants will evolve an ideology that not only rationalizes the society's structure but accounts for its poor performance. As a result the economy will evolve policies that reinforce the existing incentives and organisations.

If we wish to embed design approaches more firmly into the fabric of public organisations as an approach to dealing with change, then do we not need to examine our current governance mechanisms as well?

The modern-day mantra we hear so often, 'I will follow Christ but don't bother me with organised religion', is symptomatic of the disembodied assumptions of the digital age. In reality the Christian life could not be more embodied.

So, if people don't want a war - are opposed to a war - how do you get away with it? You change public opinion and manufacture consent, that's how. You construct a carefully organised deception. A well-crafted and perfectly executed lie. Stage a false flag attacks, created by our own security services, blame it on terrorists, blow up British or US soldiers, bomb our buildings, fly planes into them, lie about weapons of mass destruction that can annihilate us in forty-five minutes flat. And bombard people with it in the media. Terrorists! Terrorism! Cells! Al-Qaeda! Isis! So every single time you turn on the new or read a paper, it's there. Despite the fact that statistically, you're more likely to be killed in a car accident or by your own bathtub than killed by a terrorist! And all the while, they're hiding the real reasons. Oil and gas. Gold. Regime change. Land. Power. Money. So they carry on until the public gets scared and angry, and yes, let's bomb these bastards! And how dare these people threaten and attack us! Then they want the war. The public are practically begging for it by then! Like George Orwell said, "The people believe what the media tells them". And if you control the media, the money, the politics, and the military, you control the whole systems.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

In a 2009 paper, the Organisation for Economic Co-operation and Development (OECD) described skills and competencies that young people require in order to benefit from and contribute to a rapidly changing world. The OECD distinguishes these by defining skills as the ability to perform tasks and solve problems. Skills include critical thinking, responsibility, decision making, and flexibility. They define competencies as the ability to apply skills and knowledge in a specific context such as school or work. The OECD framework for 21st century skills and competencies has three dimensions: Figure 1.2 Center for Public Education Source: Jerald (2009). Used with permission. Information: This dimension includes accessing, selecting, evaluating, organizing, and using information in digital environments. Use of the information involves understanding the relationships between the elements and generation of new ideas. The competencies necessary to effectively use information include research and problem-solving skills. Communication: This dimension includes the ability to exchange, critique, and present information, and also the ability to use tools and technologies in a reflective and interactive way. The requisite skills are based on sharing and transmitting information to others. Ethics and Social Impact: This dimension involves a consideration of the social, economic, and cultural implications of technologies, and an awareness of the impact of one’s actions on others and the larger society. Skills and competencies required for this are global understanding and personal responsibility.

The truth is that digital transformation is actually not about adapting to new technology at all — it's about directing an organisation to be more adaptive to change itself.

Performance depends upon our actions an behaviors, which are activated by emotions, which are created when our MINDSET meets reality... Mindsets Matter Most

With the right Mindset...effective thinking is automatic.

With the right MINDSET, you can Survive, Thrive & Grow... Even in the Midst of turbulence and change

he would like to see some changes made to the way these events are organised. “The audience can be tense and I’d like them to be a bit more relaxed. Perhaps the organisers could do something to seat the audience at tables and chairs and have a bar open to let them relax and have a nice time. It’s not meant to be a competition.”   It’s an interesting view, and one not shared by a lot of his colleagues who enjoy the formality of recital,

Like time-management, change-management, doesn't really exist antmore... . Today's most valuable mindset must include the SWIFTA framework the be a change-driver.

Only a Systemic approach of organisations can produce sustainable changes because companies are ecosystems and as such are alive

When I used to work for the local government organisation we HAD TO change our Passwords every three months. To ensure I could remember it, I used to write it on a Post-It note and stick it above my desk.

Anquetil won the Grand Prix de Lugano seven times, I think,’ says Brunel. ‘After he’d won it six times, the organiser said to him it would be better if he didn’t come back next year, as he was finding it difficult to get sponsors because Anquetil kept winning. Then, in the winter, he changed his mind and said he could come after all, as he was a star, an important rider, but if he were to let Baldini win, it wouldn’t be a bad thing. “I’ve not got anything against you. It’s for the good of cycling,” the organiser explained. Anquetil said, “OK, but you have to pay me at the start. I don’t want to wait around after to be paid and have to face the journalists. And it’s double the normal rate. If not, I won’t come.” It was all agreed, but when he arrived he went to see Baldini and said, “Listen, don’t say anything to the organisers, but if you want, I’ll let you win today, but you must give me your appearance money.” Baldini agreed and gave him the money up front, so he took all three fees, and he went and won the race. Just for a laugh. It was just a game for him. He got on really well with Baldini. They were very good friends. In fact, Baldini is still a good friend of Jeanine. It wasn’t about the money for Anquetil. It was about having fun. He just wanted to have fun.

Little changes do not transform frameworks that are fundamentally unfair. The last few decades have enabled a record shift of money and power to a very few, but the remedy for inequality is what it has always been: collective action through the organised movement of working people. The trade union movement is the equalising, opposite force against the greed of the wealthy and privileged. This is the reason why the wealthy and privileged are so relentless in their campaign to crush unionism.

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

ADAPTAGILITY is the #1 competitive advantage that really matters in the 21st Century

ADAPTAGILITY is the new Resilience

Adaptagility is the new #1 requisite for Limitless Leadership to ensure organisational success, in ever-changing times.

Adaptagility is the amplified synergy of Adaptability and Agility - Both are vital, for thriving in these uncertain ever-changing times.

ADAPTAGILITY" adaptable-agility - The Growth-Optimised Mindset foundation that makes the difference between surviving failure, or ensuring enduring success.

And here’s the rub. Humanity’s journey through the twenty-first century will be led by the policymakers, entrepreneurs, teachers, journalists, community organisers, activists and voters who are being educated today. But these citizens of 2050 are being taught an economic mindset that is rooted in the textbooks of 1950, which in turn are rooted in the theories of 1850. Given the fast-changing nature of the twenty-first century, this is shaping up to be a disaster.

ADAPTAGILITY is the primary differentiating factor between surviving and thriving, in uncertain and ever-changing times.

In the face of impending MEGATRENDS,., Adaptagility is a critical leadership skill.

The oppressed receive the euphemistic title of 'welfare recipients'. They are treated as individual cases, as marginal men who deviate from the general configuration of a 'good, organised, and just' society. The oppressed are regarded as the pathology of the healthy society, which must therefore adjust these 'incompetent and lazy' folk to its own patterns by changing their mentality. These marginals need to be 'integrated', 'incorporated' into the healthy society that they have 'forsaken'.

time. Up in the air, above the situation, he asks if it is really the end of the world if he doesn’t get the job. The answer is ‘No, it isn’t’ and although it is very disappointing, he can deal with the disappointment and consequences because he is an adult Human and not a Chimp or child. He also knows logically that he may still be able to do something about the situation and must not allow the Chimp to think catastrophically. Step 5: He now goes into Human mode and asks himself, ‘What can I do about the situation?’ He answers: ‘I can choose the emotions I want and I can choose to act like an adult. Being emotional isn’t going to help anything, least of all me. I can’t think of anything practical to do at this point in time – this I must accept. I can choose to accept the situation rather than keep on saying “what if” or “this shouldn’t have happened” or even worse, “life should be fair”.’ Step 6: Eddie decides to put his Human in charge and decides to actively change his emotional approach to the situation. On a practical point he considers his options to either wait in the hope that another bus appears or to go home and phone the interview organiser. Step 7: Despite his disappointment he might manage a smile and be thankful that the sun will still rise tomorrow. He remains focused on the solution and not the problem. Of course, you may want to react differently or deal with the situation differently if you were in his position. It is just an example of how it might go. Clearly there are endless possibilities. The main point is that he has decided to act as a Human and not as a Chimp and to choose positive emotions despite the setback. Choice despite seriousness The scenario above was not so serious but what happens if a real crisis occurs? Imagine a young man who has had an accident on a motorbike and has been left paralysed from the waist down. Sadly this is not an uncommon event. How does he deal with this type of crisis? This time when he gets up into the helicopter and tries to gain perspective the answer is not so good. His whole life has just changed and not for the better. It would be totally unreasonable for anyone to say to him get a perspective and smile. He will need to go through a grieving process. All of us respond differently to the same situation, so there are no rights or wrongs when responding to a severe crisis. It is about understanding your response and making choices about how you want to manage it. The simple steps described are helpful for minor crises and immediate and transient stress but they need modifying

Two of the greatest gifts you can give your organisation are clarity of strategy and an environment conducive to operational excellence. Cleaning up the change portfolio, sequencing things instead of doing them all at once, and closing down legacy projects will free up your talented people to deliver. It will release and supercharge your organisation. Staff will appreciate regaining the ability to do a good job nobody likes being forced to do a hundred things at once and doing them badly. Most people want to deliver something of quality. They derive satisfaction from that – give them back that gift.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

Often as people start the journey towards developing greater self-compassion roadblocks appear. One of these might be the environment in which they work or love. Unfortunately, many people work in organisational settings that are toxic. Maybe the work is demanding, colleagues are critical towards each other or superiors are unsupportive. In some examples, workers in conditions like these are given mindfulness and self-compassion programs to make things better, but this totally neglects the systemic changes needed to make the workplace healthier. It also implies the problem is not the workplace structure of culture, but the individual. It suggests that if you just had greater resilience, mindfulness or self-compassion you would be able to cope with the demands.

MICHAEL CRONIN: My three main concerns can, I suppose, be summed up as follows: (1) How can we find a space in the current public conversation for a perspective that is critical of the marriage campaign but from a queer, gay-affirmative and anti-homophobic perspective? As Pantigate demonstrates, once the referendum campaign gets going, that will become even more difficult, probably impossible. (2) How can we manage to engage in a political discussion while acknowledging that this is an issue in which people are so deeply invested emotionally and affectively? For instance, I find it very uncomfortable and challenging to express my opposition publicly as someone who, firstly, is a potential beneficiary of the change, and, secondly, am opposing something that is deeply important to individuals who I respect and love, and opposing subcultural organisations that were very important to my own formation. (3) How can we develop a perspective on this that acknowledges that this is simultaneously a victory and a defeat? It is a progressive development that will make our society more inclusive, tolerant and affirmative of loving relationships and different families. But it will also entrench inequality – between the married and the unmarried, the secure and the precarious – and is another indication of how the utopian hopes of 1970s gay liberation and lesbian feminism have been thoroughly defeated.

[...] The revolution was left unfinished. The feminists of the sixties and seventies challenged the rigid division of labour between men and women; they wanted women to have access to the workplace, and men to rediscover their role at home. The psychotherapist Susie Orbach reflects on the thinking of the seventies: 'We wanted to challenge the whole distribution of work we wanted to put at the centre of everything the reproduction of daily life, but feminism got seduced by the work ethic. My generation wanted to change the values of the workplace so that it accepted family life.' This radical agenda for the reorganisation of work and home was abandoned in Britain. Instead we took on the American model of feminism, influenced by the rise of neo-liberalism and individualism. Feminism acquired shoulderpads and an appetite for power; it celebrated individual achievement rather than working out how to transform the separation between work and family, and the social processes of how we care for dependants and raise children. Trade Secretary Patricia Hewitt remembers a turning point in the debate in the UK when she was at the National Council for Civil Liberties: 'The key moment was when we organised a major conference in the seventies with a lot of American speakers who were terrific feminists. When they arrived we were astonished that they were totally uninterested in an agenda around better maternity leave, etc. They argued that we couldn't claim special treatment in the workplace; women would simply prove they were equals. You couldn't make claims on the workplace. We thought it was appalling.

Heroic narratives of humanitarian risk taking, that anthropologist Adia Benton argues (re)produce racial hierarchies and white supremacy,109 animate grassroots initiatives as much as organised institutionalised interventions. Violent borders and unequal mobility are transversal, meaning territorial and state- and citizen-based responses that see humanitarian work happen ‘over there’ and politics happen ‘here’ can only ever relieve symptoms rather than effect substantive change. So, what next for mobility justice?

Under the Misuse of Drugs Act 1971, the law was changed in the United Kingdom to ensure that the production and supply of dangerous drugs should henceforth be in the hands of criminal organisations. Some people have argued that this is not an ideal arrangement.

When one person does something wrong, it's his mistake. If more than one person makes the same mistake, there is something wrong with the organizational culture.

In an unprofessional organization, only a few employees are trust-worthy. In a professional organization, every employee is trustworthy.

Future proof your organisation by prioritizing service excellence and leadership innovation.

You can't change mental models until you change mental models.

When we realise obstacles are a rite of passage on the journey towards success, we see the them as mile stones rather than mill stones.

Strengthening an organisation’s empathy muscle will require change management.

The author's thesis is that the right to free speech is being attacked. He goes over several cases in which he feels this is evident: state censorship, freedom of the press, cancel culture, non-hate hate speech regulations, social media companies, "thoughtcrimes," and a lack of trust among the citizenship, to name the major ones. But despite what he claims and how he frames each of these subjects, it's clear that he's either missing the point or, ironically, criticizing the people who have exercised their right to free speech when it wasn't in line with his own personal ideals. [...] In his acknowledgements, Doyle writes: "I am grateful to all those organisations upholding freedom of speech at a time when there are so many who would see our liberties curbed." This is his fear incarnate. Who are these "so many"? By the end of the text, we still have no clear idea. I'd argue that it's a phantasm of the privileged few, one that signals a loss of social power. This text would then be a dirge for changing times ... the author and those of his station mourning the shift, in denial and desperate to pin the blame somewhere, even while time drags them through the stages of grief. I hope that they turn to each other for this emotional labour.

Richard Dyer (1985) tells us that entertainment embodies “what utopia would feel like rather than how it would be organised.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

COLM O’GORMAN: I feel very, very strongly from my own professional perspective that if any organisation is seeking to advance the human rights of any group of individuals or population, it’s incredibly important that their positions are fully informed by an engagement with that population and with those people. So rights holders’ participation, and active rights holders’ participation, is incredibly important. And ensuring that your campaign and your calls are representative, and reflect what that rights-holder group actually want, as opposed to your assessment of it, even if you’re a member of that group, is absolutely vital. I think it’s fair to say that there was a disconnect between the case that was presented for civil partnership and the lived reality for LGBT people. Now, I don’t know if that was GLEN’s fault or even their responsibility – GLEN are GLEN, you know, they were an organisation doing a piece of work, and their structure is their structure, and their constitution is the way that they’re constituted, but I do think that there needed to be more of a considered engagement with the LGBT community in all of its diversity, you know? And it’s not white, middle-class, male, single, with concerns about pensions and inheritance and income tax and property. Those are very real concerns for people, but they’re very limited. They deny the reality of huge numbers of people. Absolutely women, and men who aren’t concerned with that. Again, it’s been really interesting in the context of the whole debate that we’ve had on prejudice [in early 2014] that you know one of the things that I think was most valuable about what Rory was certainly saying, and it’s something I feel very strongly too – prejudice is nobody’s dominion. Look at this community. Look at how this community treated lesbians. Look at the view of lesbians in this community. Or transgender people particularly. There’s no point in imagining or pretending that the LGBT community would be very different from wider society, and that power and influence wouldn’t be almost automatically in the hands of educated, middle-class, middle-aged men. That’s the way the world has been. And it’s changing thankfully, but it’s the way the world has been.

drugs, hard. Under the Misuse of Drugs Act 1971, the law was changed in the United Kingdom to ensure that the production and supply of dangerous drugs should henceforth be in the hands of criminal organisations. Some people have argued that this is not an ideal arrangement.

Canopy, an environmental organisation, believes that 120 million trees are felled each year to produce rayon and other cellulose-based materials.

Someday, someone will create a better version of your work. Progress does not wait for you to catch up.

The evolution path is an extrapolation of available scenarios. Once the scenarios change, the evolution path also needs to change.

plastic, metal and glass. Develop and support local community initiatives and social networks that work together for the welfare of people, animals and the environment in the area where you live. Support complementary medicine, mindfulness practices, exercise and a sustainable lifestyle. Check ingredients in food, shampoos, and so on. Avoid junk food, cigarettes and all recreational drugs. Right Travel: Only use air travel, if at all, to serve others or to go to new destinations to change one’s life such as the monastery, the ashram, retreat centre, the rainforest, a pilgrimage, a visit to sacred places and through direct contact with nature. Use flights to reconnect with loved ones. If wealthy or the most senior of monks, still turn right when you step on board the plane and use economy class! Go camping or walking and take vacations in your own area. Minimise holiday hotels, beach resorts and flights for the pursuit of pleasure. Right Co-operation: Organisations and institutes need to co-operate together in the task of inquiry into all the key areas that make up our daily

The problem for non-governmental organisations is that they are already drawn too close to government through funding and their tax-exempt charitable status and they serve increasingly to neutralise and de-radicalise movements for real change, often remaining silent on the true complicity of their Western donors in the denial of human rights.

Finding ways to make positive change in the opinions or actions of people and organisations closest to you can be a good way of maximising success, from changing policies in schools to having an impact on local government. It also gives us a chance to see in real time the impact of your work, which can be rewarding and motivating. See

As everyone from ancient times till today knows, clerks and accountants think in a non-human fashion. They think like filing cabinets. This is not their fault. If they don’t think that way their drawers will all get mixed up and they won’t be able to provide the services their government, company or organisation requires. The most important impact of script on human history is precisely this: it has gradually changed the way humans think and view the world. Free association and holistic thought have given way to compartmentalisation and bureaucracy.

So here is a principal difference that I am offering between my understanding of what happens in organisations and many of the conventional books on management. I am suggesting that what happens between people every day at work, whether it is perceived to have gone well or badly, is more important for thinking about how to work better together than trying to develop a new tool or framework. I am encouraging managers and consultants to pay attention to the kinds of interaction in which they find themselves caught, including noticing the strong feelings that often get evoked at work including in themselves as managers, as a helpful way of thinking about how they might continue to participate. In doing so, they will be uncovering of some taken for granted ideas about the management of organisation as a means of opening them up to further questioning. As I mentioned in Chapter 1, this is a method to encourage managers and consultants to think about what they are doing, to become reflexive about how they interact with others. I am doing so in the belief that it offers an understanding and methods more appropriate for coming to terms with the complexity of situations that face managers and staff in the day-to-day practice of their work. In other words, instead of encouraging managers and consultants to think of an organisation as a thing that they can act upon and change from one state to another, rather they think of themselves as co-participants, perhaps powerful ones, in the ongoing web of relationships to which they are contributing. To reflect upon how they are contributing, and how their contribution is reflected back to them by the reactions of others, and what happens as a result is important data to take into account when deciding what to do next.

By drawing on Taylor and Arendt, I have made alternative claims for the visioning process: that it is a necessary and powerful way for groups of staff to exercise freedom together, of imagining a new future, but that it is a temporary and partial process which cannot map out all aspects of knowing how to take the next steps. As generalisations, such statements only take us so far in knowing how to act. Rather, it is incumbent upon staff in organisations continuously to look for ways to discuss, argue over, rework and functionalise these idealisations. I am arguing that change is not something which can be just designed and prescribed by senior managers in an idealised strategy process, but is happening every day in every department and unit in the organisation. Being open to what the organisation is already becoming allows for the possibility of the practical implications of a visioning process to emerge. The dangers of not being open implies that we already know what’s best for the organisation irrespective of the variety of work environments where staff are already largely doing their best to make things work. It then has the potential for bullying and even violence, where by violence I take Arendt’s definition of the prevention of the necessary daily struggles over power.

JANUARY IN PY7 This can be a difficult month of adjustment for those who have become addicted to continual progress. But we all must learn to accept the things we cannot change, and this is an irrevocable year of consolidation. If it be in disagreement with your wants, then examine them and act wisely, or this could become a year of significant loss for you. FEBRUARY IN PY7 If you have not yet succeeded in accepting the need to focus on stabilising this year, then quiet your mind and body, turn inward and rely on your intuition for guidance. Take time to embrace periods of silence and meditate whenever possible. Be especially attentive to stabilising your love life. MARCH IN PY7 Your level of personal understanding is strengthened during this month when the mind number 3 prevails. Things become clearer and your life becomes more readily understood, unless you refuse to accept the inevitable and choose instead to play the role of the victim. APRIL IN PY7 Those who have refused to slow down and consolidate can expect this to be a month of material sacrifice – financially and, perhaps, in health. How else will the universe teach you? Ideally, it is a month for practical organising and for discarding unwanted aspects of life. MAY IN PY7 Focus on stabilising your love life this month, not only with your partner but also with your children and or close family. Be more free with them in your personal expression – let them see how loving you really are. JUNE IN PY7 When one door closes, look for the one (or maybe two) that opens. But don’t rush in (leave that to the fools). Develop creative patience, take your time and consider all aspects before making your move, for the best might be somewhat camouflaged yet worthy of investigation.

At an individual level, when life calls for change, we always feel a tensions, sometimes pleasant, sometimes unsettling. There are habits we have grown fond of; our identity is invested in certain situations. But when change isn't imposed from the outside, from above; when we personally feel powerful and responsible; when there is a safe space where we can have meaningful conversations about all of this...chances are that embracing change is somewhat easier.

In linear times, an organization’s culture is its greatest asset. However, in exponential and disruptive times, some parts of that same culture can become large liabilities, creating persistent resistance to pressing change and renewal.

One of the most important – and sudden – changes in politics for several decades has been the move from a world of information scarcity to one of overload. Available information is now far beyond the ability of even the most ordered brain to categorise into any organising principle, sense or hierarchy. We live in an era of fragmentation, with overwhelming information options. The basics of what this is doing to politics is now fairly well-trodden stuff: the splintering of established mainstream news and a surge of misinformation allows people to personalise their sources in ways that play to their pre-existing biases.5 Faced with infinite connection, we find the like-minded people and ideas, and huddle together. Brand new phrases have entered the lexicon to describe all this: filter bubbles, echo chambers and fake news. It’s no coincidence that ‘post-truth’ was the word of the year in 2016. At times ‘post-truth’ has become a convenient way to explain complicated events with a simple single phrase. In some circles it has become a slightly patronising new orthodoxy to say that stupid proles have been duped by misinformation on the internet into voting for things like Brexit or Trump. In fact, well-educated people are in my experience even more subject to these irrationalities because they usually have an unduly high regard for their own powers of reason and decision-making.* What’s happening to political identity as a result of the internet is far more profound than this vote or that one. It transcends political parties and is more significant than echo chambers or fake news. Digital communication is changing the very nature of how we engage with political ideas and how we understand ourselves as political actors. Just as Netflix and YouTube replaced traditional mass-audience television with an increasingly personalised choice, so total connection and information overload offers up an infinite array of possible political options. The result is a fragmentation of singular, stable identities – like membership of a political party – and its replacement by ever-smaller units of like-minded people. Online, anyone can find any type of community they wish (or invent their own), and with it, thousands of like-minded people with whom they can mobilise. Anyone who is upset can now automatically, sometimes algorithmically, find other people that are similarly upset. Sociologists call this ‘homophily’, political theorists call it ‘identity politics’ and common wisdom says ‘birds of a feather flock together’. I’m calling it re-tribalisation. There is a very natural and well-documented tendency for humans to flock together – but the key thing is that the more possible connections, the greater the opportunities to cluster with ever more refined and precise groups. Recent political tribes include Corbyn-linked Momentum, Black Lives Matter, the alt-right, the EDL, Antifa, radical veganism and #feelthebern. I am not suggesting these groups are morally equivalent, that they don’t have a point or that they are incapable of thoughtful debate – simply that they are tribal.

She Is Remarkable Salute to the woman who knows who she is And why she is who she is A powerful being Once thrown into a deep end of the ocean But swam her way back to shore She never stops moving forward Nothing can ever pull her backwards Such a hard nut to crack Shout out to the superwoman Determined to change the status quo Because she feels the need to do so Just like an eagle She soars higher and higher As the wind blows stronger She does not let anything deter her From reaching another level in life Thumbs up to an amazing woman A great force to be reckoned with That committed Mother on the street Who trades from sunrise to sunset Trying to make ends meet Oh, she has a heart so big! Being mindful that come snow or sunshine She has mouths to feed I revere this gifted woman Who uses her creativity To make an impact in society Despite the uniqueness of her talent She remains a trendsetter It could be the potter in whose hands clay becomes magic The miner who touches gold, before it even gets sold to the markets Or the strategist who sits in high level meetings, making sure organisations do not collapse A special mention to the special woman Who chooses not to give up She understands that others look up to her The smart lady out there, with a clear vision She makes things happen for her family, community and the world at large She deserves a badge of honour Because she is remarkable!

The opposite of inconvenience is innovation. Where you dont innovate there'll be inconvenience, where the is inconvenience shall be innovation

What should happen and what actually happens... Seems so true for small organisations business.. Initially the promoters make their associates dream of the trickle down once business grows and assign a glass of hope but later the size of upper cup grows to kill the trickle down effects.. #ProfitMaximization and #Greed of business growth is killing small businesses..

Power of productivity is not in working but relaxing.

The potency of design is related directly to these structural/organisational matters, after all, particularly in respect of strategic design. The consultancy model simply does not have the necessary freedom to radically change the brief, to work the context, to search for strategic solutions outside of its engagement.

In an ever faster-changing world, your Strategy can the be the cause of your organisations' demise, if your leaders are unconscious, and thus not able to be suitably awake, agile, and Response-ABLE.

The information we work with is frequently updated as we receive new materials and as the content of various projects evolves. Documents and papers quickly pile up. Even if we tidy our desk once, to keep it that way we need to stay on top of it, and that requires a mindset that keeps us motivated, an understanding of why we want to tidy up.

For nearly three years, Flora had cared for the person who was dearest to her. Those years had passed in a daze, with no time ever to think, some days not even time to change her clothes or brush her hair, helping Violet stay on at the All’s Well while running between cottage and bookshop: shopping, cleaning, serving customers, organising medicine, doing the hundred small things that had to be done for an invalid. It had been a sad time, but Flora had never regretted it. She had been with Violet throughout the unequal battle and, when it was over, had felt so exhausted, so wrung out by sorrow and fatigue,

I will gut you. I will skin you. I will behead you.’ ‘Ah, Roboute,’ Lorgar murmurs. ‘Here, at the very end, I finally hear you talk in a way that actually makes me like you.” 'Precondition of malice,’ says Guilliman, barely a whisper. ‘You organised this atrocity, Lorgar, and you made it seem like a terrible accident so you could capitalise on our mercy. You made us stay our hand while you committed murder.’ ‘It’s called treachery, Roboute. It works very well. How did you find out?’ 'We’re not going to debate it, you maggot, you treacherous bastard,’ says Guilliman. ‘I just wanted you to know that I will rip your living heart out. And I want to know why. Why? Why? If this is our puerile old feud, boiled to the surface, then you are the most pathetic soul in the cosmos. Pathetic. Our father should have left you out in the snow at birth. He should have fed you to Russ. You worm. You maggot.’ ‘This has nothing to do with our enmity, Roboute… Except that it affords me the opportunity to avenge my honour on you and your ridiculous toy soldiers. That is just a delicious bonus. No, this is the sunrise of the new galaxy. A new order. 'You’re rambling, you bastard.’ 'Oh, Roboute, I can always rely on you to sound like a giant pompous arsehole! The galaxy is changing. It is turning upside down. Up will be down, and down will be up. Our father will be tossed out of his throne. He will fall down, and no one will put him back together again.’ ‘Lorgar, you–’ 'Listen to me, Roboute,’ the light ghost hisses. ‘Listen to me. The Imperium is finished. It is falling. It is going to burn. Our father is done. His malicious dreams are over. Horus is rising.’ ‘Horus?’ ‘Horus Lupercal is rising, Roboute. You have no idea of his ability. He is above us all. We stand with him, or we perish entirely.’ ‘You shit, Lorgar. Are you drugged? Are you mad? What kind of insanity is–’ 'Horus!’ ‘Horus what?’ ‘He’s rising! He’s coming! He will kill anyone who stands in his way! He will rule! He will be what the Emperor could never be!

For nearly three years, Flora had cared for the person who was dearest to her. Those years had passed in a daze, with no time ever to think, some days not even time to change her clothes or brush her hair, helping Violet stay on at the All’s Well while running between cottage and bookshop: shopping, cleaning, serving customers, organising medicine, doing the hundred small things that had to be done for an invalid.

Those years had passed in a daze, with no time ever to think, some days not even time to change her clothes or brush her hair, helping Violet stay on at the All’s Well while running between cottage and bookshop: shopping, cleaning, serving customers, organising medicine, doing the hundred small things that had to be done for an invalid. It had been a sad time, but Flora had never regretted it.

Two key initiatives (i.e. situational changes) are known to drive an organisation’s safety culture to achieve safety excellence: safety leadership and employee engagement, within a formal ethos of developing a ‘safety partnership’. Both are contained within the ‘Management/Supervision’ characteristic in the model shown in Fig. 1, and lend themselves to monitoring the safety culture product, “that observable degree

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