Organisational Learning Quotes

The social system is taking on a form in which finding out what you want to do is less and less of an option because your life is too structured, organised, controlled and disciplined.

Being able to "go beyond the information" given to "figure things out" is one of the few untarnishable joys of life. One of the great triumphs of learning (and of teaching) is to get things organised in your head in a way that permits you to know more than you "ought" to. And this takes reflection, brooding about what it is that you know. The enemy of reflection is the breakneck pace - the thousand pictures.

Virtually all organisations known to you work largely by means of your greed.

This is a crucial job of being an organizer. You leave a dark basement and try to explain to people in the sunshine what it's like to live down there. I've learned this is best done by bringing these different groups of people together. Those with extra money discover how much more satisfying it is to see talent and fairness grow then to see objects accumulate. Those without money learn the valuable lesson that money doesn't cure all woes. Instead, it may actually insulate and isolate.

Virtually all organisations known to you work largely by means of your greed. They attract you because... they appeal to your greed.

The hemulen woke up slowly and recognised himself and wished he had been someone he didn't know. He felt even tireder than when he went to bed, and here it was -- another day which would go on until evening and then there would be another one and another one which would be the same as all days are when they are lived by a hemulen. He crept under the bedcover and buried his nose in the pillow, then he shifted his stomach to the edge of the bed where the sheets were cool. He took possession of the whole bed with outstretched arms and legs he was waiting for a nice dream that wouldn't come. He curled up and made himself small but it didn't help a bit. He tried being the hemulen that everybody like, he tried being the hemulen that no one liked. But however hard he tried he remained a hemulen doing his best without anything really coming off. In the end he got up and pulled on his trousers. The Hemulen didn't like getting dressed and undressed, it gave him a feeling that the days passed without anything of importance happening. Even so, he spent the whole day arranging, organising and directing things from morning till night! All around him there were people living slipshod and aimless lives, wherever he looked there was something to be put to rights and he worked his fingers to the bone trying to get them to see how they ought to live. It's as though they don't want to live well, the Hemulen thought sadly as he brushed his teeth. He looked at the photograph of himself with his boat which was been taken when the boat was launched. It was a beautiful picture but it made him feel even sadder. I ought to learn how to sail, the Hemulen thought. But I've never got enough time... Moominvalley in November Chapter 5, THE HEMULEN

Having a meaningful and well-defined task beats willpower every time. Not having willpower, but not having to use willpower indicates that you set yourself up for success. This is where the organisation of writing and note-taking comes into play.

I've never thought much of strictly organised and methodical study. You can't arrange a library in alphabetical order until you've collected one.

The brain doesn’t learn information by rote and then save it somewhere. Instead, it organises knowledge.

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.

Young people will always manage to achieve the impossible–whether that is on the football field or inside a company or other big organisation. If I were running a company, I would always want to listen to the thoughts of its most talented youngsters, because they are the people most in touch with the realities of today and the prospects for tomorrow.

A person who wishes to influence the decisions of governments, organisations and companies must therefore learn to speak in numbers.

When you run any organisation, you have to look as far down the road as you can.

To sum up, I am suggesting that learning should be organised around messages, and not around grammar patterns or vocabulary. In

Organisations need to look into AI through the lens of business capabilities rather than technology viewpoints

There is a reason why there is no course in any university on common sense. It cannot be taught. 

I must say that the tasks of the youth in general, and of the Young Communist Leagues and all other organisations in particular, might be summed up in a single word: learn.

Through your influence, vision, ethics and authenticity you create a better reality for your family, community and organisation, where those around you and those who follow you are inspired to dream, learn and act

Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet. There has been, and still is a great deal of debate about whether or not such abuse exists anywhere in the world. There are many people who constantly deny that there is even such a thing as ritual abuse. All I can say is that I know there is. Not only have I been a victim of it myself, but I have been dealing with survivors of this type of abuse for almost 30 years. If there are survivors, there must be something that they have survived. The things is, most sexual abuse of children is ritualised in some way. Abusers use repetition, routine and ritual to forced children into the patterns of behaviour they require. Some abusers want their victims to wear certain clothing, to say certain things. They might bathe them or cut them, they might burn them or abuse them only on certain days of the week. They might do a hundred other things which are ritualistic, but aren't always called that - partly, I think because we have a terror of the word and of accepting just how premeditated abuse actually is. Abusers instill fear in their victims and ensure silence; they do all they can to avoid being caught. Sexual abuse of a child is rarely a random act. It involves thorough planning and preparation beforehand. They threaten the children with death, with being taken into care, with no one believing them, which physical violence or their favourite teddy being taken away. They are told that their mum will die, or their dad will hate them, the abusers say everyone will think it's their fault, that everyone already knows they are bad. Nothing is too big or small for an abuser to use as leverage. There is unmistakable proof that abusers do get together in order to share children, abuse more children, and even learn from each other. As more cases have come into the public eye in recent years, this has become increasingly obvious. More and more of this type of abuse is coming to light. I definitely think it is the word ritual which causes people to question, to feel uncomfortable, or even just disbelieve. It seems almost incredible that such things would happen, but too many of us know exactly how bad the lives of many children are. A great deal of child pornography shows children being abused in a ritualised setting, and many have now come forward to share their experiences, but there is a still tendency to say it just couldn't happen. p204-205

I entered Princeton University as a graduate student in 1959, when the Department of Mathematics was housed in the old Fine Hall. This legendary facility was marvellous in stimulating interaction among the graduate students and between the graduate students and the faculty. The faculty offered few formal courses, and essentially none of them were at the beginning graduate level. Instead the students were expected to learn the necessary background material by reading books and papers and by organising seminars among themselves. It was a stimulating environment but not an easy one for a student like me, who had come with only a spotty background. Fortunately I had an excellent group of classmates, and in retrospect I think the "Princeton method" of that period was quite effective.

I'm just asking you to accept that there are some people who will go to extraordinary lengths to cover up the facts that they are abusing children. What words are there to describe what happened to me, what was done to me? Some call it ritual abuse, others call it organised abuse. There are those that call it satanic. I've heard all the phrases, not just in relation to me, but also with regard to those I work with and try to help. Do you know what I think? It doesn't matter how you dress it up, it doesn't matter what label you put on it. It is abuse, pure and simple. It is adults abusing children. It is adults deciding - actually making a conscious decision, a conscious choices that what they want, what they convince themselves they need, is more important than anything else; certainly more important than the safety or feelings or sanity of a child. However, there can be differences which are layered on top of that abuse. I'm not saying that some abuse is worse than others, or that someone 'wins' the competition to have the worst abuse inflicted on them, but ritual and organised abuse is at the extreme end of the spectrum. If we try to think of a continuum where there are lots of different things imposed on children (or, for that matter, anyone who is forced into these things — and that force can take many forms, it can be threats and promises, as well as kicks and punches), then ritual and organised abuse is intense and complicated. It often involves multiple abusers of both sexes. There can be extreme violence, mind control, systematic torture and even, in some cases, a complex belief system which is sometimes described as religion. I say 'described as' religion because, to me, I think that when this aspect is involved, it is window dressing. I'm not religious. I cried many times for God to save me. I was always ignored — how could I believe? However, I think that ritual abusers who do use religious imagery or 'beliefs' are doing so to justify it all to themselves, or to confuse the victim, or to hide their activities. Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet.

however, be good if we are induced to come down from the English pedestal in Europe of incessant self-glorification, and learn that our close, stifling, corrupt system gives no air nor scope for healthy and effective organisation anywhere. We are oligarchic in all things, from our parliament to our army. Individual interests are admitted as obstacles to the general prosperity. This plague runs through all things with us.

Since McDougall contrasts the behaviour of a highly organised group with what has just been described, we shall be particularly interested to learn in what this organisation consists, and by what factors it is produced. The author enumerates five principal conditions ' for raising collective mental life to a higher level. The first and fundamental condition is that there should be some degree of continuity of existence in the group. This may be either material or formal: the former, if the same individuals persist in the group for some time; and the latter, if there is developed within the group a system of fixed positions which are occupied by a succession of individuals. The second condition is that in the individual member of the group some definite idea should be formed of the nature, composition, functions and capacities of the group, so that from this he may develop an emotional relation to the group as a whole. The third is that the group should be brought into interaction (perhaps in the form of rivalry) with other groups similar to it but differing from it in many respects. The fourth is that the group should possess traditions, customs and habits, and especially such as determine the relations of its members to one another. The fifth is that the group should have a definite structure, expressed in the specialisation and differentiation of the functions of its constituents. According to McDougall, if these conditions are fulfilled, the psychological disadvantages of the group formation are removed. The collective lowering of intellectual ability is avoided by withdrawing the performance of intellectual tasks from the group and reserving them for individual members of it.

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.

A system of justice does not need to pursue retribution. If the purpose of drug sentencing is to prevent harm, all we need to do is decide what to do with people who pose a genuine risk to society or cause tangible harm. There are perfectly rational ways of doing this; in fact, most societies already pursue such policies with respect to alcohol: we leave people free to drink and get inebriated, but set limits on where and when. In general, we prosecute drunk drivers, not inebriated pedestrians. In this sense, the justice system is in many respects a battleground between moral ideas and evidence concerning how to most effectively promote both individual and societal interests, liberty, health, happiness and wellbeing. Severely compromising this system, insofar as it serves to further these ideals, is our vacillation or obsession with moral responsibility, which is, in the broadest sense, an attempt to isolate the subjective element of human choice, an exercise that all too readily deteriorates into blaming and scapegoating without providing effective solutions to the actual problem. The problem with the question of moral responsibility is that it is inherently subjective and involves conjecture about an individuals’ state of mind, awareness and ability to act that can rarely if ever be proved. Thus it involves precisely the same type of conjecture that characterizes superstitious notions of possession and the influence of the devil and provides no effective means of managing conduct: the individual convicted for an offence or crime considered morally wrong is convicted based on a series of hypotheses and probabilities and not necessarily because he or she is actually morally wrong. The fairness and effectiveness of a system of justice based on such hypotheses is highly questionable particularly as a basis for preventing or reducing drug use related harm. For example, with respect to drugs, the system quite obviously fails as a deterrent and the system is not organised to ‘reform’ the offender much less to ensure that he or she has ‘learned a lesson’; moreover, the offender does not get an opportunity to make amends or even have a conversation with the alleged victim. In the case of retributive justice, the justice system is effectively mopping up after the fact. In other words, as far as deterrence is concerned, the entire exercise of justice becomes an exercise based on faith, rather than one based on evidence.

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...

And suddenly he became almost lyric. "For three thousand years the Common Man has been fended off from the full and glorious life he might have had, by Make Believe. For three thousand years in one form or another he has been asking for an unrestricted share in the universal welfare. He has been asking for a fair dividend from civilisation. For all that time, and still it goes on, the advantaged people, the satisfied people, the kings and priests, the owners and traders, the gentlefolk and the leaders he trusted, have been cheating him tacitly or deliberately, out of his proper share and contribution in the common life. Sometimes almost consciously, sometimes subconsciously, cheating themselves about it as well. When he called upon God, they said 'We'll take care of your God for you', and they gave him organised religion. When he calls for Justice, they say 'Everything decently and in order', and give him a nice expensive Law Court beyond his means. When he calls for order and safety too loudly they hit him on the head with a policeman's truncheon. When he sought knowledge, they told him what was good for him. And to protect him from the foreigner, so they said, they got him bombed to hell, trained him to disembowel his fellow common men with bayonets and learn what love of King and Country really means. "All with the best intentions in the world, mind you. "Most of these people, I tell you, have acted in perfect good faith. They manage to believe that in sustaining this idiot's muddle they are doing tremendous things -- stupendous things -- for the Common Man. They can live lives of quiet pride and die quite edifyingly in an undernourished, sweated, driven and frustrated world. Useful public servants! Righteous self-applause! Read their bloody biographies!

Our ability to tell, create and believe in stories is Homo sapiens’s most powerful weapon. It’s how we organise ourselves, how we control each other, how we justify our decisions. If we didn’t have them, we’d be like fleas or rabbits or any other member of the animal kingdom, beings just trying to get through the day. Religion is just a story. Waitrose tells a better story than Lidl. Most things you learn at school are irrelevant, but you’ve been assured they’re important. You buy your car from one company over another because a salesman told you a better tale about its gearbox or revolutions per minute.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

The bravest mob of independent fighters has little chance against a handful of disciplined soldiers, and the Church is perfectly logical in seeing her chief danger in the Encyclopaedia's systematised marshalling of scattered truths. As long as the attacks on her authority were isolated, and as it were sporadic, she had little to fear even from the assaults of genius; but the most ordinary intellect may find a use and become a power in the ranks of an organised opposition. Seneca tells us the slaves in ancient Rome were at one time so numerous that the government prohibited their wearing a distinctive dress lest they should learn their strength and discover that the city was in their power; and the Church knows that when the countless spirits she has enslaved without subduing have once learned their number and efficiency they will hold her doctrines at their mercy. —

We’ve got a model for how to do this – though it comes in a slightly unfortunate guise. Religions have often ensured that their followers would meet with the Sublime on a weekly basis, in a cathedral or church somewhere not very far from where they lived. They constructed buildings specifically designed to awe the congregation. But they didn’t just hope that people would drop by. They put a date in the diary, every week. If you lived in the Vienna suburb of Wieden, for instance, you’d go to the Karlskirche at 11.00am every Sunday and be confronted with the Sublime. This beneficial psychological service is in reality distinct from the specifically religious convictions that orchestrated it. But the decline of organised religious faith in many parts of the world has inadvertently also taken away this collective commitment to regularly reactivating our sense of the Sublime.

The bravest mob of independent fighters has little chance against a handful of disciplined soldiers, and the Church is perfectly logical in seeing her chief danger in the Encyclopaedia's systematised marshalling of scattered truths. As long as the attacks on her authority were isolated, and as it were sporadic, she had little to fear even from the assaults of genius; but the most ordinary intellect may find a use and become a power in the ranks of an organised opposition. Seneca tells us the slaves in ancient Rome were at one time so numerous that the government prohibited their wearing a distinctive dress lest they should learn their strength and discover that the city was in their power; and the Church knows that when the countless spirits she has enslaved without subduing have once learned their number and efficiency they will hold her doctrines at their mercy. — The Church again," he continued, "has proved her astuteness in making faith the gift of grace and not the result of reason. By

The socialists who took over India from the British, and have only run it further into ground, and created both the problems listed at the beginning of this article, are advocating more socialist measures to solve these problems, unchallenged. The Delhi ruling elite has become an echo chamber, in which the Left’s narrative passes as high knowledge. Nobody in Delhi’s ruling class ever ventures outside this echo chamber, nobody even peaks outside, and nobody learns economics. They have no idea as to what money is, where it comes from, where it goes; what jobs are, how jobs are created, and where they come from, and where and why they disappear. In fact they have successfully convinced people that we have already created enough and needed prosperity and the only problem that needs to be solved is that of just and fair redistribution, for which they, the Leftists, need some more powers, some more laws, and some more government rules and regulations and departments to enforce them. This in a country in which only 3 crores out of 125 crore pay income tax, and in which per capita income is less than 1/30th of the developed world, and only about 4 percent hold jobs in the organised sector.

Prin let the old one witter on. They could make him stay in here, stop him from leaving and stop him from offering any violence to this dream-image of the old representative, but they couldn’t stop his attention from wandering. The techniques learned in lecture theatres and later honed to perfection in faculty meetings were proving their real worth at last. He could vaguely follow what was being said without needing to bother with the detail. When he’d been a student he had assumed he could do this because he was just so damn smart and basically already knew pretty much all they were trying to teach him. Later, during seemingly endless committee sessions, he’d accepted that a lot of what passed for useful information-sharing within an organisation was really just the bureaucratic phatic of people protecting their position, looking for praise, projecting criticism, setting up positions of non-responsibility for up-coming failures and calamities that were both entirely predictable but seemingly completely unavoidable, and telling each other what they all already knew anyway. The trick was to be able to re-engage quickly and seamlessly without allowing anyone to know you’d stopped listening properly shortly after the speaker had first opened their mouth.

Another rather humble virtue which is not likely to be produced by a wholly free education is punctuality. Punctuality is a quality the need of which is bound up with social co-operation. It has nothing to do with the relation of the soul to God, or with mystic insight, or with any of the matters with which the more elevated and spiritual moralists are concerned. One would be surprised to find a saint getting drunk, but one would not be surprised to find him late for an engagement. And yet in the ordinary business of life punctuality is absolutely necessary. It would not do for the engine-driver or the postman to wait till the spirit moved him to drive his engine or collect the letters. All economic organisations of any complexity would become unworkable if those concerned were often late. But habits of punctuality are hardly likely to be learned in a free atmosphere. They cannot exist in a man who allows his moods to dominate him. For this reason they are perhaps incompatible with the highest forms of achievement. Newton, as we know, was so unpunctual at his meals that his dog ate them without Newton’s ever finding it out. The highest achievement in most directions demands capacity for absorption in a mood, but those whose work is less skilled, from royalty downward, do much harm if they are habitually unpunctual.

People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labour. This may reflect Homo sapiens’ position in the food chain. If all that counted were raw physical abilities, Sapiens would have found themselves on a middle rung of the ladder. But their mental and social skills placed them at the top. It is therefore only natural that the chain of power within the species will also be determined by mental and social abilities more than by brute force. It is therefore hard to believe that the most influential and most stable social hierarchy in history is founded on men’s ability physically to coerce women.

There simply is no direct relation between physical strength and social power among humans. People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence.

On 1 April 1996 there was another wonderful happening. My unit, Investigative Psychology, doubled its manpower, or should I say, woman power. We were now two. Elmarie Myburgh, a psychologist from the SAPS Institute for Behavioural Sciences where I had worked before, joined me. Elmarie had completed honours degrees in psychology and criminology. Her perfectionism compensated for my disorderliness. She started by organising the chaos in my office. Elmarie was 26 years old and had her head screwed firmly on her shoulders. She was strong-willed and eager to learn. I decided to take her with me on Ressler’s course in order to introduce her to the detectives. If they accepted her, she would be in. I could not afford to work with someone who did not get on with the detectives. Elmarie had grown up on a farm and had a no-nonsense attitude, although she could be quite moody if she wanted to be. I thought she would be able to handle the detectives and hoped they would be able to handle her.

Once you learn to bite the bullet by taking tough decisions, you will surprisingly develop a liking for taking such decisions, which may appear quite unpleasant in the beginning but produce wonderful results for the organisation and develop your skills.

Organisations that are consistently successful have strong systems and a framework to enforce those systems. In the course of our corporate sessions we often ask people, and the larger teams they represent, what their one per cent things are and how much time they spend practicing working on them. Doing the one per cent things is a sign of humility, while on the other hand ignoring them would be a mark of arrogance. It is also a great indicator of work ethic, the one factor more than any other that contributes to winning consistently. I fear not the man who practiced 10,000 kicks once. I fear the man who practiced one kick 10,000 times. —Bruce Lee

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.

Those who learn how to leverage technology and master the flow of information through their lives will be empowered to accomplish anything they set their minds to.

The reorganisation of the world has at first to be mainly the work of a "movement" or a Party or a religion or cult, whatever we choose to call it. We may call it New Liberalism or the New Radicalism or what not. It will not be a close-knit organisation, toeing the Party line and so forth. It may be a very loose-knit and many faceted, but if a sufficient number of minds throughout the world, irrespective of race, origin or economic and social habituations, can be brought to the free and candid recognition of the essentials of the human problem, then their effective collaboration in a conscious, explicit and open effort to reconstruct human society will ensue. And to begin with they will do all they can to spread and perfect this conception of a new world order, which they will regard as the only working frame for their activities, while at the same time they will set themselves to discover and associate with themselves, everyone, everywhere, who is intellectually able to grasp the same broad ideas and morally disposed to realise them. The distribution of this essential conception one may call propaganda, but in reality it is education. The opening phase of this new type of Revolution must involve therefore a campaign for re-invigorated and modernised education throughout the world, an education that will have the same ratio to the education of a couple of hundred years ago, as the electric lighting of a contemporary city has to the chandeliers and oil lamps of the same period. On its present mental levels humanity can do no better than what it is doing now. Vitalising education is only possible when it is under the influence of people who are themselves learning. It is inseparable from the modern idea of education that it should be knit up to incessant research. We say research rather than science. It is the better word because it is free from any suggestion of that finality which means dogmatism and death. All education tends to become stylistic and sterile unless it is kept in close touch with experimental verification and practical work, and consequently this new movement of revolutionary initiative, must at the same time be sustaining realistic political and social activities and working steadily for the collectivisation of governments and economic life. The intellectual movement will be only the initiatory and correlating part of the new revolutionary drive. These practical activities must be various. Everyone engaged in them must be thinking for himself and not waiting for orders. The only dictatorship he will recognise is the dictatorship of the plain understanding and the invincible fact. And if this culminating Revolution is to be accomplished, then the participation of every conceivable sort of human+being who has the mental grasp to see these broad realities of the world situation and the moral quality to do something about it, must be welcomed. Previous revolutionary thrusts have been vitiated by bad psychology. They have given great play to the gratification of the inferiority complexes that arise out of class disadvantages. It is no doubt very unjust that anyone should be better educated, healthier and less fearful of the world than anyone else, but that is no reason why the new Revolution should not make the fullest use of the health, education, vigour and courage of the fortunate. The Revolution we are contemplating will aim at abolishing the bitterness of frustration. But certainly it will do nothing to avenge it. Nothing whatever. Let the dead past punish its dead.

When he eventually retires, his organisation will be little different from the one he inherited. It will definitely not have achieved anything remarkable.

Hence, leadership has to swim in the currents that breed issue after issue to transform the organisation into a care cathedral.

but if you don’t have an external system to think in and organise your thoughts, ideas and collected facts, or have no idea how to embed it in your overarching daily routines, the disadvantage is so enormous that it just can’t be compensated by a high IQ.

Boys evaluate themselves and feel ‘less’ that what they want to be; but it is not the comparison to others that is the problem here — it is the belief that they cannot be as developed, skilful, athletic, intelligent, mature and strong as they would like to be: this is what ‘breaks’ the boy as he looks upon those who are ‘more’ than him in some way. The comparison to others only exposes a desire in them, to be more, just as those others have become more in their way; but the trauma of the realisation that they would never be that, is what shatters the inner self. It is the death of hope — the hope all children are born with — that shatters the boy’s inner self into pieces which he then spends a lifetime trying to collect and organise in hope of putting up a facade that would somehow make life easier and worth living. ‘It’s just who I am’, such a heart-broken boy would say to himself as he comes face-to-face with his own limitations. Having been deprived of what was needed to help him become the man he would have liked to be, having then been judged for being something he wouldn’t particularly have chosen to be, he then judges himself and believes that this is the hand he had been dealt by fate... Then, disappointed by his own self and lacking a strong, wise presence to direct him away from making unhealthy agreements that would shape his future personality and life, he has only one choice: to look at himself as he currently is, and make a judgement based on what he sees. What follows is always tragic... Not fully possessing the 'natural' feelings of self worth, confidence and boyish wonder, (which only come as that ‘seed’ is nurtured with much love and physical affection, first by the mother, later by the father) the boy does not feel whole, strong, and 'good enough' to think that he is indeed a man, that he does have the seed of manhood within himself... Therefore, instead of being fully open and eager to receive more and learn more, he shuts down, covering what he sees as emptiness in him, with falsehood, pretending the empty places have been filled, that he is indeed a strong, confident man. He learns to feel scorn for the ‘needy’ little boy within and he ‘moves on’ into adulthood without him. From that moment on, a part of him — that little boy; that particular aspect of himself he has been disappointed in — is pushed out of reach, out of sight, and out of his conscious life.

Ever since the Industrial Revolution, [Thomas Hylland Eriksen] said, our economies have been built around a new and radical idea - economic growth. This is the belief that every year, the economy - and each individual company in it - should get bigger and bigger. That's how we now define success. If a country's economy grows, its politicians are likely to get reelected. ...If a country or a company's share price shrinks, politicians or CEOs face a greater risk of being booted out. Economic growth is the central organising principle of our society. It is at the heart of how we see the world. Thomas explained that growth can happen in one of two ways. The first is that a corporation can find new markets - by inventing something new, or exporting something to a part of the world that doesn't have it yet. The second is that a corporation can persuade existing consumers to consume more. If you can get people to eat more, or to sleep less, then you have found a source of economic growth. Mostly, he believes, we achieve growth today primarily through this second option. Corporations are constantly finding ways to cram more stuff into the same amount of time. To give one example: they want you to watch TV and follow the show on social media. Then you see twice as many ads. This inevitably speeds up life. If the economy has to grow every year, in the absence of new markets it has to get you and me to do more in the same amount of time. As I read Thomas' work more deeply, I realised this is one of the crucial reasons why life has accelerated every decade since the 1880s: we are living in an economic machine that requires greater speed to keep going - and that inevitably degrades our attention over time. If fact, when I reflected on it, this need for economic growth seemed to be the underlying force that was driving so many of the causes of poor attention that I had learned about - our increasing stress, our swelling work hours, our more invasive technologies, our lack of sleep, our bad diets.

While we want to remember some things as long as possible, we don’t want to clog our brains with irrelevant information. And the way we organise everyday information makes a big difference not only for long-term memories, but short-term as well.

Planning their learning involves making decisions based on: •  how much time the learner has to study and when •  the type of practice she needs •  the resources available to her •  what she enjoys doing! The Organise! section of the Student’s Book includes various activities that help learners make those decisions and formulate a plan of action. 

Unlike Vashti McCollum and Madalyn Murray O'Hair, Anne Nicol Gaylor and Annie Laurie Gaylor did not have a specific separationist dispute to compel them into secular humanist and atheist activism. As their activism was born out of women's rights advocacy and they identified religion as a perpetual stumbling block, their work exemplifies the convergence between the feminist movement and the atheist movement. They identified a gap in the market, and, learning from the mistakes from Madalyn Murry O'Hair, built a foundation which has grown into the largest organisation of its kind with over 20,000 members.

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.

The public debate, however, ignores this complexity for a more reassuring simplicity, encapsulated in Ken Robinson’s lament: ‘we keep trying to build a better steam engine’. Whenever education is discussed in the media, politicians and parents alike inevitably retreat into a ‘when I was at school’ certainty, based upon little more than a nostalgic belief that, if it worked for them, it should work for everyone. They are apparently oblivious to the challenge to formal education that the rise of the informal presents. Why, for example, should the end-users of formal education – students – be satisfied with attending a physical centre five days a week, using technology that, in many schools, is slower and more restrictive than the tablet or mobile phone that they carry with them (but are usually prevented from using) when in school? Why should we continue to group young people by the year they were born, to study subjects copied from 19th-century universities, when their passion outside school is to develop skills, learning alongside people of all ages, effectively organising their own ‘curriculum’?

Brisbane said nothing for a long moment. Then he spoke, his voice resolved. “I will tell Morgan the Apiary cannot be. I will keep to private enquiry work. It isn’t much safer but it will keep me closer to home, I suspect. And we will need a bigger house than Mrs. Lawson’s in Half Moon. I will tell her we rescind the offer, and we’ll start looking for lodgings tomorrow.” “No,” I said firmly. “No?” One handsome black brow quirked upward. “No. We must begin as we mean to go on. We are neither of us happy without purposeful work, and we shall have it. There will be those to care for him when we are not there, and he will learn the value of a job well done from both of us. We will move into Half Moon Street as we planned, and you will work with Morgan to form the Vespiary,” I said, stressing the correction. He smiled. “And what will you do? You will never be happy with teething biscuits and silver spoons.” “No more than you,” I agreed. “But I will do as I have done. I will organise our household because, let us be frank, my love, I am better at it than you. I will work with you on cases that interest me. I will advise on the Vespiary when you think I can be useful. I will have my photography. And we will have...” I hesitated then said it for the first time and with ringing conviction, “our son.” He looked down at the sleeping boy. “Our son,” he said, and in his voice was a note of wonder.

From 'Creating True Peace' by Thich Nhat Hanh To better understand the practise of protection, please study the Five Mindfulness Trainings in Chapter 3, particularly the third, sexual responsibility. By practising the Third Mindfulness Training, we protect ourselves, our family, and society. In addition, by observing all the trainings we learn to eat in moderation, to work mindfully, and to organise our daily life so we are there for others. This can bring us great happiness and restore our peace and balance. Expressing Sexual Feelings with Love and Compassion Animals automatically follow their instincts, but humans are different. We do not need to satisfy our cravings the way animals do. We can decide that we will have sex only with love. In this way we can cultivate the deepest love, harmony, and nonviolence. For humans, to engage only in nonviolent sexuality means to have respect for each other. The sexual act can be a sacred expression of love and responsibility. The Third Mindfulness Training teaches us that the physical expression of love can be beautiful and transcendent. If you have a sexual relationship without love and caring, you create suffering for both yourself and your partner, as well as for your family and our entire society. In a culture of peace and nonviolence, civilised sexual behaviour is an important protection. Such love is not sheer craving for sex, it is true love and understanding. Respecting Our Commitments To engage in a sexual act without understanding or compassion is to act with violence. It is an act against civilization. Many people do not know how to handle their bodies or their feelings. They do not realise that an act of only a few minutes can destroy the life of another person. Sexual exploitation and abuse committed against adults and children is a heavy burden on society. Many families have been broken by sexual misconduct. Children who grow up in such families may suffer their entire lives, but if they get an opportunity to practise, they can transform their suffering. Otherwise, when they grow up, they may follow in the footsteps of their parents and cause more suffering, especially to those they love. We know that the more one engages in sexual misconduct, the more one suffers. We must come together as families to find ways to protect our young people and help them live a civilised life. We need to show our young people that happiness is possible without harmful sexual conduct. Teenage pregnancy is a tragic problem. Teens are not yet mature enough to understand that with love comes responsibility. When a thirteen-or fourteen-year-old boy and girl come together for sexual intercourse, they are just following their natural instincts. When a girl gets pregnant and gives birth at such a young age, her parents also suffer greatly. Public schools throughout the United States have nurseries where babies are cared for while their mothers are in the classroom. The young father and mother do not even know yet how to take care of themselves - how can they take care of another human being? It takes years of maturing to become ready to be a parent.

Working-class parents, who have less spare capacity, are more likely to demand that their kids simply obey them. In the short run this saves time; in the long run it prevents the kids from learning to organise their own lives or think for themselves. Poor parenting is thus a barrier to social mobility, and is becoming more so as the world grows more complex and the rewards for superior cognitive skills increase. Mr Putnam’s research team interviewed dozens of families to illustrate his thesis. Some of their stories are heart-rending. Stephanie, a mother whose husband left her, is asked if her own parents were warm. She is “astonished at our naïveté”. “No, we don’t do all that kissing and hugging,” she says. “You can’t be mushy in Detroit...You gotta be hard, really hard, because if you soft, people will bully you.” Just as her

We can grow either through unintentional lessons that life teaches us or through intentional learning experiences that we consciously choose for ourselves.

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

A fertile soil, quality seeds, photosynthesis and deep roots make a tree endure. A trusting environment, inspired employees, a learning mentality and anchoring effective behaviours make a High Performing Organisation successful.

In today’s age, we are confronted with an abundance of information. What we truly need are learning experiences that empower us to apply this information - not just the mere transmission of content.

Zettelkasten is German for "slip box"(Plural: Zettelkästen). In analog form, a zettel is literally a box filled with slips of paper witha note on it, as well as metadata used to organise those notes. The Zettelkasten method is a way of organising paper in a non hierarchal way. Instead of being restrictedb to keeping a note in only one place,or having to make multiple copies of the same note to put in various places,notes are organised so that you can arrive at one individual note through multiple routes, and that note can lead you to various other notes-much like today's internet, but in paper form.

K.R. Malkani,63 the dedicated editor of the Organiser (who would go on to achieve the dubious honour of becoming the first man to be arrested during the Emergency), however, was not to be cowed. In the very next issue, he defiantly wrote: To threaten the liberty of the press for the sole offence of non-conformity to official view in each and every matter, may be a handy tool for tyrants but (is) only a crippling curtailment of civil liberties in a free democracy . . . A government can always learn more from bona fide criticism of independent thinking citizens than the fulsome flattery of charlatans.64

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.

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

Some Acid Tests to Be Made in Separating Facts from Mere Information or Inference Scrutinise with great care everything you read in books, regardless of who wrote them, and never accept the conclusions of any writer as being conclusive without asking the following questions and satisfying yourself as to the correctness of the answers: 1. Is the writer a recognised authority on the subject on which he writes? 2. Did the writer have an ulterior or selfish motive other than that of imparting accurate information? 3. Is the writer a paid propagandist whose profession is that of organising public opinion for a price? If he is, weigh his conclusions with unusual care. 4. Has the writer a profit interest or other personal interest in the subject on which he writes? If so, make allowance for this in the acceptance of his conclusions. 5. Is the writer a person of sound judgement, and not a fanatic on the subject on which he writes? Fanatics are inclined to exaggerate, even when stating facts, and to colour facts so they may convey misleading impressions. 6. Are there reasonably accessible sources from which the writer’s statements may be checked and verified? If so, consult them before accepting his conclusions. 7. Ascertain, also, the writer’s reputation for truth and veracity. Some writers are careless concerning the truth. Half-truths are frequently the most dangerous truths. 8. Be careful about accepting as facts the statements of overzealous persons who have the habit of allowing their imaginations to run wild. Such people are known as ‘radicals’ and their conclusions may be misleading if relied upon. 9. Learn to be cautious and to use your own judgement, no matter who is trying to influence you. If a statement does not harmonise with your own reasoning power (and you should train your reason to function clearly), if it is out of harmony with your own experience, hold it up for further examination before accepting it as fact. Falsehood has a queer way of bringing with it some warning note, perhaps in the tone of one’s voice, or in the expression on one’s face, if it comes through the spoken word. Train yourself to recognise this warning and to be guided by it. 10. In seeking facts from others, do not disclose to them what facts you expect to find, as many people have the bad habit of trying to please, even if they have to exaggerate or falsify in order to do so. 11. Science is the art of organising

This crucial element of surprise comes into play on the level of the interconnected notes, not when we are looking for particular entries in the index. Most notes will be found through other notes. The organisation of the notes is in the network of references in the slip-box, so all we need from the index are entry points. A few wisely chosen notes are sufficient for each entry point. The quicker we get from the index to the concrete notes, the quicker we move our attention from mentally preconceived ideas towards the fact-rich level of interconnected content, where we can conduct a fact-based dialogue with the slip-box.

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.

A person who wishes to influence the decisions of governments, organisations and companies must therefore learn to speak in numbers. Experts do their best to translate even ideas such as ‘poverty’, ‘happiness’ and ‘honesty’ into numbers (‘the poverty line’, ‘subjective well-being levels’, ‘credit rating’). Entire fields of knowledge, such as physics and engineering, have already lost almost all touch with the spoken human language, and are maintained solely by mathematical script.

Follow-up does not exist in machine language. It's exclusive to humans.

In relation to these learning styles, psychologists have also identified other associated psychological, neurological, and personality characteristics. The students with preferences for the auditory-sequential learning style are more inclined to have extrovert personalities, while the students who prefer the visual-spatial learning style are inclined to possess introvert personalities. Extrovert personalities are more outgoing, engage in discussions, and respond easily, even with relatively unknown people, and they enjoy social activities with a large number of participants. On the contrary, introverts prefer attending to things on their own with less interaction with others, especially with relatively unknown people, and dislike social activities with large attendance. Auditory-sequential learners are good in analysis and pay more attention to specific detail; they approach solving a complex problem by dividing it into smaller parts. On the other hand, visual-spatial learners are good synthesisers, who can relate different perspectives to form an answer and are better at seeing the big picture or are holistic. As we would expect, auditory-sequential learners deal better with the concept of time and are better organised, while visual-spatial learners are relatively less competent with the concept of time. Auditory-sequential learners think in words and are better in rote memorisation; visual-spatial learners think in pictures and need to relate contextual meanings with pictures and, as a result, struggle with rote memorisation. That is, auditory-sequential learners have better auditory short-term memory, while visual-spatial learners have better visual long-term memory. Further, since they think in pictures, visual-spatial learners take a relatively longer time to process and relate information to contexts; once they do that, this contextual information is retained longer in memory.

Traditional training programmes can be a hit or a miss. A miss could arguably be attributed to their generic format of delivery or lack of consideration of the professional needs of an individual or an organisation. Line managers need to scrutinise business needs versus experience, knowledge or skill gaps to invest in relevant capacity enhancement for their human capital for concrete results. Many excellent professionals work outside their fields of study because of : - Learning on the job or through cross functional circuit stints - Mentorship from seasoned professionals - Relevant continuous professional development - Participating in simulated learning environment

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.

Unfortunately, the most common way people organise their writing is by making plans. Although planning is almost universally recommended by study guides, it’s the equivalent of putting oneself on rails. Don’t make plans. Become an expert.

The List: Good Strategy, Bad Strategy by Richard Rumelt Why: Especially because it will show you how to identify bad strategy The Five Dysnfunctions of a Team by Patrick Lencioni Why: Learn most recognised tendencies of dysfunctional teams (in a storified format) Storyworthy by Matthew Dicks Why: Why storytelling matters in everything we do and how to tell a solid story Never Split the Difference by Christopher Voss Why: Learn the fundamentals of having a competitive edge in any discussion Understanding Michael Porter by Joan Magretta Why: The absolute fundamentals of organisational success - big or small Crossing the Chasm by Geoffrey Moore Why: If you are curious about what it takes to continue growing and scaling a technology company throughout its lifecycle 7 Powers by Hamilton Helmer Why: You can read it once every year. You can pick any failed venture/product and do a post-mortem of why it failed through the lens of this book (learning the value of building and sustaining moats) Build by Tony Fadell Why: This book can be a great friend as you navigate every fork/decision in your career Super Thinking by Gabriel Weinberg and Lauren McCann Why: You can pick your pet mental models from this book and apply in any situation in your life; the pet mental models can keep evolving as you evolve

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.

Leaders who are committed to the right vision do not have time to fuel divisions in the organisation.

Learning, self-imbibing and disseminating the fact that every person & department is inter- dependent towards achieving the goals set by the organisation would go a long way to avoid conflicts in any organisation. People management is more of an art than a science. Inculcating a sense of belonging to the organisation and setting goals would be the best motivational tool apart from other motivational factors that generally revolve around such as training sessions, work recognition, bonuses etc. That apart whether one's work is recognised or not, a star invariably shine's through the darkness. Thereby good leaders need to self introspect and pave a way for unity within the team towards achieving the goals of the organisation.

your Second Brain is a private knowledge collection designed to serve a lifetime of learning and growth, not just a single use case. It is a laboratory where you can develop and refine your thinking in solitude before sharing it with others. A studio where you can experiment with ideas until they are ready to be put to use in the outside world. A whiteboard where you can sketch out your ideas and collaborate on them with others.

Information is the fundamental building block of everything you do. Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively.

The more one learns about economic history, the more misleading then seems the belief that the achievement of a highly organised state constituted the culmination of the early development of civilisation. The role played by governments is greatly exaggerated in historical accounts because we necessarily know so much more about what organised government did than about what the spontaneous coordination of individual efforts accomplished.

To be able to co-create in your organisation, you need to connect information and relationships, both to be driven by transparency and fairness, focus on learning and what is achieved—rather than just what it’s been done.

people share their stories about how they track their health, productivity, mood, or behavior to learn more about themselves.

A knowledge asset is anything that can be used in the future to solve a problem, save time, illuminate a concept, or learn from past experience.

It's easy to forget about someone who has left an organisation and assume that because they've retired, or because their most fruitful years are behind them, they are no longer of any use. Quite the contrary. If the organisation has done right by them they will usually have fond memories of it, harbour considerable affection for it and be very happy to help.

Nothing is worse to an organisation than culture of fear

We believe that for this diabolical discovery to take its place in the armament of the nations of Europe, at a time when jealousies and fears and the rumours of wars are again lifting their heads, would be a refinement of ‘civilisation’ which the world could well be spared. You may say that the exclusive possession of this invention would confirm Great Britain in an unassailable supremacy, and perhaps thereby secure the peace of Europe. We answer that no secret can be kept for ever. The sword is two-edged. And, as Vargan answered me by saying, ‘Science is international’ – so I answer you by saying that humanity is also international. We are content to be judged by the verdict of history, when all the facts are made known. But in accomplishing what we have accomplished, we have put you in the way of learning our identities; and that, as you will see, must be an almost fatal blow to such an organisation as mine. Nevertheless, I believe that in time I shall find a way for us to continue the work that we have set ourselves to do. We regret nothing that we have already done. Our only regret is that we should be scattered before we have had time to do more. Yet we believe that we have done much good, and that this last crime of ours is the best of all. Au revoir! Simon Templar (‘The Saint’).

All the memories, the knowledge, the perceptions, the experiences stored inside a mans head, all wasted in the time it takes a man’s heart to stop beating. It was the waste that appalled him. What a ridiculous way to organise things, he said, a man spends his whole life learning, acquiring information, both on his own and as part of a collective. Just when he’s starting to get somewhere, the buckets tipped out and all the good stuff is poured out onto the ground. He had a lot to say about that. He said that of all the evils in the world, of which there were rather too many for his liking, the greatest evil of all was love. It’s sheer spitefulness to allow mortals to love, because everyone dies, but the love they cause to be in others doesn’t die with them. Therefore love is the cause of the greatest sorrow, therefore love is the greatest evil.

All the memories, the knowledge, the perceptions, the experiences stored inside a mans head, all wasted in the time it takes a man’s heart to stop beating. It was the waste that appalled him. What a ridiculous way to organise things, he said, a man spends his whole life learning, acquiring information, both on his own and as part of a collective. Just when he’s starting to get somewhere, the buckets tipped out and all the good stuff is poured out onto the ground. He had a lot to say about that. He said that of all the evils in the world, of which there were rather too many for his liking, the greatest evil of all was love. It’s sheer spitefulness to allow mortals to love, because everyone dies, but the love they cause to be in others doesn’t die with them. Therefore love is the cause of the greatest sorrow, therefore love is the greatest evil.

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.

The way you organise teaching reflects what you consider important, and what you want to draw attention

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.

Consequently, both political and business organisations are hunting down the leaders who have an aptitude to inspire others to dream more, learn more, do more and achieve more.

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.

If the people within your organisation feel they are part of a community that has their interests at heart, they will develop great loyalty. And it often starts with what seem like small issues.

After anyone retires from a position of responsibility and remains associated with the same organisation, it is unfair to your successor to try and retain the authority you once possessed. You have to let go and let the new man and the new regime do what they think is best.

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.

Embrace training and explore every opportunity it opens for your mind to learn, I’m a great believer of Lifelong Learning.

Nimble consistently beats ‘inflexible’ because it learns, innovates and adapts faster and better in a volatile world, and it reliably trounces ‘undisciplined’ because it finds the right place between opportunity and risk. The most powerful way to prepare yourself, your team and your organisation to survive and thrive in a fast, unpredictable, competitive and complex world is to ‘first be nimble’ — in other words, to first develop the capability and resilience to adapt.

Conscious mind-brain, as an emergent functionality is a systemic emergence – phase transition – in the dynamic state space of the evolving non-linear matter-energy-information complex system that has a diachronic and synchronic account. The conscious mind as an emergent functionality is the self-organising, self-referential, self-learning, dynamically closed, self-realizing potential of a goal-oriented causal dynamics (teleodynamics) of hierarchically nested evolving matter-energy-information complex system (brain) instantiated in a self-propagating recursive constraining of the structure (neuronal) and function (virtual)." Neither Mind nor Brain. An Interdisciplinary Inquiry.