People Centric Quotes

The same people that outlawed the practice of Native American Medicine (without a colonizer centric degree), outlawed the traditional practice of healing those that are hurt/ill without expecting anything in return. Free healthcare. The basis of community.

What's the first sign of a lurking, hidden expectation you didn't know you had? Pain! People don't do what we want, things don't happen quickly enough, the weather doesn't cooperate, our bodies don't cooperate. Why are these moments so painful? Because our minds are focused on a static, unchanging, me-centric picture while the dynamic unfolding of a broader life continues around us. There is nothing wrong with expectations per se, as it's appropriate to set goals and work, properly, towards their fruition. But the instant we feel pain over life not going "my way," our expectations have clearly taken an improper turn. Any moment you feel resistance or pain, look for -- and then let go of -- the hidden expectation. Practice giving yourself over to what "you" don't want. Let the line at the store be long. Let the other person interrupt you. Let the nervousness make you shake. Be where your body is, not where your mind is trying to take you.

To be clear, conversation-centric communication requires sacrifices. If you adopt this philosophy, you’ll almost certainly reduce the number of people with whom you have an active relationship. Real conversation takes time, and the total number of people for which you can uphold this standard will be significantly less than the total number of people you can follow, retweet, “like,” and occasionally leave a comment for on social media, or ping with the occasional text. Once you no longer count the latter activities as meaningful interaction, your social circle will seem at first to contract.

Ethical AI systems aim to end the practice of using people from low-income backgrounds as test subjects in clinical trials and also support their equal rights in patent claims and revenue generation from the medicines.

The ethos of the Indian Ocean is a consultative one and in the long run, it is the people-centric initiatives and projects that are likely to be more sustainable.

In fact, the general model for successful tech companies, contrary to myth and legend, is that they become distribution-centric rather than product-centric. They become a distribution channel, so they can get to the world. And then they put many new products through that distribution channel.

I had never before considered that people near me might have problems that were not caused by me. I had been created to please people. If the people around me weren't happy, I must be doing something wrong. Lynn helped me see that I lacked the power to make other people feel anything.

key pillars are establishing a shared long-term vision, fostering a people-centric culture, developing leaders from within, and sending people home fulfilled.

Great CIOs are great storytellers, envision and communicate a full-fledged, people-centric digital transformation.

Be MORE guest-centric than customer-centric. People treat their guests better than customers. Think relational over Revenue

People think that saving their pride is worth something. But it's not. Plenty of faces have been saved at the expense of murdered hearts. You need a heart to be alive; a face can't do that for you.

Bob is talking about alternative people. Alternative beliefs and outlooks, alternative business and politics, alternative lifestyles and healthcare. alternative foods and fabrics, alternative child-rearing and schooling, alternative fuels and energies—alternative everything, basically, but not very alternative. These are alternatives within the established paradigm. not alternatives to it: a subherd running in parallel to the main body. Rather than detaching from their ego structures, alternative people merely reshape them along more heart-felt and self-centric lines, their multivarious goals and ideals reducing to personal happiness via the removal, avoidance and denial of unhappiness.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Shiny new real estate may dress up a declining city, but it doesn’t solve its underlying problems. The hallmark of declining cities is that they have too much housing and infrastructure relative to the strength of their economies. With all that supply of structure and so little demand, it makes no sense to use public money to build more supply. The folly of building-centric urban renewal reminds us that cities aren’t structures; cities are people.

If something was mentioned in Sanskrit texts that somehow did not fit into the Bible, it was labeled as mythology. Whatever could be made to 'fit', became the history of the Indian peoples according to Jones. In this manner, the Vedic and Puranic texts were digested into Biblical chronology. This Bible-centric framework of timescales is what led Max Müller many decades later to establish his dates for the socalled Aryan invasion of India, which influences scholars to this day.

At its core, sinfulness is selfishness. It's enthroning yourself - your desires, your needs, your plans - above all else. You may still seek God, but you don't seek Him first. You seek Him second or third or seventh. You may sing "Jesus at the center of it all," but what you really want is for people to bow down to you as you bow down to Christ. It's a subtle form of selfishness that masquerades as spirituality, but it's not Christ-centric. It's me-centric. It's less about us serving His purposes and more about Him serving our purposes.

Man’s attempt to use God to get what he wants. Today’s Church is designed, first and foremost, to be appealing to people. It’s people-centric. The presumption is that God is always there, and now we have to get the people there. This couldn’t be more incorrect. The simple truth is that people want certain things in life, and by extension, in the Church. Instead of being fully surrendered to Jesus, to the cross of Christ, they place demands and expectations on God and his Church. A religious spirit will accept God as long as God performs according to expectations. The moment God fails to meet their spoken, or usually unspoken demands, the religious spirit will embrace a demonic spirit of accusation against God and will look for other means to get what they want. The coming Church will threaten almost everything we have come to value in the Church of today, because today’s Church is largely fashioned by the will of man.

By equating the human experience with data patterns, Dataism undermines our main source of authority and meaning, and heralds a tremendous religious revolution, the like of which has not been seen since the eighteenth century. In the days of Locke, Hume and Voltaire humanists argued that ‘God is a product of the human imagination’. Dataism now gives humanists a taste of their own medicine, and tells them: ‘Yes, God is a product of the human imagination, but human imagination in turn is the product of biochemical algorithms.’ In the eighteenth century, humanism sidelined God by shifting from a deo-centric to a homo-centric world view. In the twenty-first century, Dataism may sideline humans by shifting from a homo-centric to a data-centric view. The Dataist revolution will probably take a few decades, if not a century or two. But then the humanist revolution too did not happen overnight. At first, humans kept on believing in God, and argued that humans are sacred because they were created by God for some divine purpose. Only much later did some people dare say that humans are sacred in their own right, and that God doesn’t exist at all. Similarly, today most Dataists say that the Internet-of-All-Things is sacred because humans are creating it to serve human needs. But eventually, the Internet-of-All-Things may become sacred in its own right.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

When companies start becoming completely goal-centric and forget that it is people who produce results, they struggle.

Earth’s most customer-centric company.’ Within that we have a vision, which is to ‘Build a place where people can come to find and discover anything they may want to buy online.’ That doesn’t mean that we are going to sell all those things directly but does mean that we are going to help people find them

The trouble with people is that we get hardening of the mental arteries, cirrhosis of the enthusiasm, and arthritis of the imagination,

relationship-centric. They put people first.

What some churches have created is a remarkably sophisticated, very efficient system dedicated to creating the surface appearance of people-centricity, while in reality remaining as unresponsive, impenetrable, and clueless regarding the real needs of its people as even the most backward car dealer. The emerging culture is looking for something far less slick and produced. People are not looking for someone to speak to them glibly about relationships. They are looking for a friend. They are not looking for someone to talk with them about getting real. They are looking for those who will be open and honest about their lives.

Today, the traditional communication channels are fragmented and passe. The fastest way to spread your product is by distributing it on a platform using APIs, not MBAs. Business development is now API-centric, not people-centric.

Possibly the deepest and widest split, however, was between Zionists in Europe and Palestine, on the one hand, and American Zionists, on the other. American Jews—even those positively inclined toward Zionism—were living in a setting radically different from that in Europe and could not embrace the statehood-centric version of European Zionism. Even the First Zionist Congress foreshadowed how difficult it was going to be to get American Jews on board; despite the fact that there were some 937,000 Jews in America, of the approximately 200 delegates to the Congress, only four came from the United States.* American Judaism was becoming anti-Zionist even before there was Zionism. In 1885, American Reform rabbis adopted what is now known as the Pittsburgh Platform, the movement’s statement of core beliefs and commitments. In it, these rabbis declared, in part, that the Jews were no longer a people but now constituted a religion. “We recognize, in the modern era of universal culture of heart and intellect, the approaching of the realization of Israel’s great Messianic hope for the establishment of the kingdom of truth, justice, and peace among all men,” they said as they jettisoned Judaism’s long-standing particularism and embraced the universalism then much in vogue in philosophic and cultural circles. “We consider ourselves no longer a nation, but a religious community,” they said, and since Jews were no longer a national community, they expected “neither a return to Palestine,* nor a sacrificial worship under the sons of Aaron, nor the restoration of any of the laws concerning the Jewish state.

time-centric mindset: Promotes happiness. People gain about half as much happiness from valuing time more than money as they would from being married.3 And this boost holds across demographics: it’s not explained by the amount of money people make, their educational background, the number of kids they have living at home, or their marital status.

*I’ve always had an alternative reading of the Body Snatchers movies (Siegel’s, Kaufman’s, and Ferrara’s). Each movie presents the Pod People in a sinister light. Yet really, almost nothing they do on screen really bears out this sinister interpretation. If you’re one who believes that your soul is what makes you you, then I suppose the Pod People are murdering the Earthlings they duplicate and replace. However, if you’re more of the mind that it is your intellect and your consciousness that make you who you are, then the Pod People transformation is closer to a rebirth than a murder. You’re reborn as straight intellect, with a complete possession of your past and your abilities, but unburdened by messy human emotions. You also possess a complete fidelity to your fellow beings and a total commitment to the survival of your species. Are they inhuman? Of course, they’re vegetables. But the movies try to present their lack of humanity (they don’t have a sense of humor, they’re unmoved when a dog is hit by a car) as evidence of some deep-seated sinisterness. That’s a rather species-centric point of view. As human beings it may be our emotions that make us human, but it’s a stretch to say it’s what makes us great. Along with those positive emotions—love, joy, happiness, amusement—come negative emotions—hate, selfishness, racism, depression, violence, and rage. For instance, with all the havoc that Donald Sutherland causes in the Kaufman version, including the murder of various Pod People, there never is a thought of punishment or vengeance on the Pod People’s part, even though he’s obviously proven himself to be a threat. They just want him to become one of them. Imagine in the fifties, when the Siegel film was made, that instead of some little town in Northern California (Santa Mira) that the aliens took root in, it was a horribly racist, segregated Ku Klux Klan stronghold in the heart of Mississippi. Within weeks the color lines would disappear. Blacks and whites would be working together (in genuine brotherhood) towards a common goal. And humanity would be represented by one of the racist Kluxers whose investigative gaze notices formerly like-minded white folks seemingly enter into a conspiracy with some members of the county’s black community. Now picture his hysterical reaction to it (“Those people are coming after me! They’re not human! You’re next! You’re next!”). *Solving the problems, both large and small, of your actors—lead actors especially—is the job of a film director.

The folly of building-centric urban renewal reminds us that cities aren’t structures; cities are people.

Where there is simplicity, there is sustainability. Donde hay simplicidad, hay sostenabilidad. A materialistic and self-absorbed world chasing after the so-called sustainable development goals is like a superobese dog chasing after its own tail. In a self-absorbed world sustainability is a myth. In a simple and gentle world sustainability is the norm. So let's forget about sustainability. Let's forget about sustainable development goals. These are all gimmick. I’ll tell you why. Sustainable development goals is actually the privileged lot's code for ‘let's screw this world with our narcissistic shenanigans, then we can make TV shows on us pretending to fix the world's problems that we continue to create with our lavish, self-centric lifestyle.’ It's not a global goal, it's a global scam, sold by the rich to the rich at the expense of everybody else - at the expense of the working people of planet earth. Am I being too harsh? Perhaps I am, but then again, this planet has never been the home of the human race, it has always been the home of the rich and privileged, while the rest of humanity slave their butt off, barely scraping by on hand-me-downs and leftovers. The privileged screw the world, then the privileged pretend to fix the world. What a joke! So instead of focusing on intellectual pomposities like sustainable development goals, the next time you indulge in a luxury, ask yourself, is it a luxury you really need – if not, how many lives you could lift with the resources spent on that particular luxury! Let me put it into perspective. One fancy apple watch could feed a family of four in the developing parts of the world for half a year. So, stop talking about sustainable development goals, and start practicing sustainable habits.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Businesses have to stop thinking like a companies or corporations, we have to start thinking like customers. People is always the purpose for our business

When you reach a position of extraordinary power, your priorities ought to become extraordinarily people-centric. If they don't, then all that power isn't worth a single cent.

Our University Is Not People Centric University, Our University Is Knowledge Centric University, University of Dr.PSJKumar

example, Indigenous contributors to this volume cautiously argue that reconciliation and resurgence are more appropriate English terms for the unique, place-based, kin-centric, and relational ways Indigenous people conceive and enact transformative change, at least in comparison to Western theories of colonization/ decolonization.

Why are so many designers “usability blind”? If you’re a sadist with a technical bent, you will enjoy running usability tests. During tests, we see users caught in wild-goose chases, scratching their heads, and sometimes swearing or even hitting their keyboards. Why do marketers make websites that cause people to punch peripherals? Because marketers are afflicted with the curse of knowledge, a cognitive bias that makes it extremely difficult to think about a problem from the perspective of someone who’s less informed. Marketers spend so long looking at their own websites, they can’t imagine what it would be like to see the website for the first time. As a result, the website’s users appear to be stupid. It’s a compelling illusion. But look at it another way: Our users desired something. We created a website to satisfy that desire. And our users still can’t get what they desire. Now who’s stupid? How can you overcome the curse of knowledge? Design your processes for what you perceive to be a busy, lazy, drunk, amnesiac idiot—what lawyers call a “moron in a hurry” (really). Even geniuses with time on their hands will be grateful that you did.

Regardless of how your designs were created, InVision and Marvel allow you to easily turn them into functional prototype websites. With InVision, you upload your page designs, and then link them together to make the website navigable. Then, you can carry out user tests on what, to the users, appears to be a real website, even though it hasn’t seen a smidgen of code. InVision also allows other people to give written feedback on your work-in-progress designs. You upload your designs, and then invite others to annotate them with whatever type of feedback you desire. Notable has similar functionality. Alternatives include Firefly and BugHerd. The Composite app connects to Photoshop files, turning them into clickable prototypes. To gather feedback on your work-in-progress videos, you can use Frame.io, a fantastic web-based platform. Alternatives include Wipster, Symu, Vidhub, and Kollaborate. Such services provide great benefits; it’s hard to gather and record such feedback even when everyone’s in the same room. Optimal Workshop provides several tools (OptimalSort, Treejack, and Chalkmark) to help you optimize your website’s navigation and information architecture. The tools are described in our article about card sorting. Alternatives for card sorting include SimpleCardSort, UsabiliTEST, and Xsort.

If coding is an obstacle for you, you can get great results using this book’s methodology with a website builder tool like SquareSpace, Wix, Shopify, BigCommerce (a former client of ours), WebFlow, LeadPages, Unbounce, ClickFunnels, or PageWiz. Then, imagine how easy it is to get visitors once you have created a website that people love and that has a huge lifetime customer value. Advertising becomes simple when you can afford to outbid all the competition. SEO is a piece of cake when you have a website that people want to link to.

Messiahs don't drop from the sky, As mortal suffering jumps the fence. A messiah is just a mortal, Minus all the indifference. Peygambers don't jog down from jennet, As people are troubled by malice. A peygamber is just a regular person, Who has conquered their prejudice. Buddhas don't grow in a zen garden, As the world reeks of bigotry. A buddha is just an ordinary being, Minus all the self-centricity.

Amantes Assemble Sonnet 14 Messiahs don't drop from the sky, As mortal suffering jumps the fence. A messiah is just a mortal, Minus all the indifference. Peygambers don't jog down from jennet, As people are troubled by malice. A peygamber is just a regular person, Who has conquered their prejudice. Buddhas don't grow in a zen garden, As the world reeks of bigotry. A buddha is just an ordinary being, Minus all the self-centricity. Mind is the enemy, mind is the mate. To all wounds of society mind is ointment.

Speak to salespeople (what we call “VOC Aggregators”)—people who have sold face-to-face the same type of product—or similar products.

Tools for tracking what people are saying about you The following tools can be useful for tracking mentions: Moz Fresh Web Explorer, Google Alerts, Talkwalker Alerts, Mention, Ninja Outreach, Twitter Search, BuzzSumo, and Facebook. Salesforce Marketing Cloud provides powerful tools for real-time analysis and monitoring of social media.

dismantling bureaucracy means dismantling traditional power structures. As you may have noticed, people with power are typically reluctant to give it up, and often have the means to defend their prerogatives. This is a serious impediment, since there’s no way to build a human-centric organization without flattening the pyramid.

To be clear, conversation-centric communication requires sacrifices. If you adopt this philosophy, you'll almost certainly reduce the number of people with whom you have an active relationship. Real conversation takes time, & the total number of people for which you can uphold this standard will be significantly less than the total number of people you can follow.

THE SPH'S OFFICIAL VISIT (VIJAYA YATRA) TO KAILASA IN LOS ANGELES || E-TOUR || 21 FEB 2021 WORLDWIDE OFFICIAL VISITS (VIJAYA YATRA) OF THE SUPREME PONTIFF OF HINDUISM, JAGATGURU MAHASANNIDHANAM, HIS DIVINE HOLINESS BHAGAVAN #NITHYANANDA PARAMASHIVAM CONTINUES TODAY WITH THE ETOUR TO KAILASA IN LOS ANGELES, USA. ADHERING TO WHO’S GUIDANCE ON RETAINING OURSELVES TO QUARANTINE AND SOCIAL DISTANCING, KAILASA’S DEPARTMENT OF BROADCASTING FACILITATED THE E-TOUR BRINGING HINDU DIASPORA IN LOS ANGELES CLOSER TO THE SUPREME PONTIFF OF HINDUISM. THE DE FACTO SPIRITUAL EMBASSY, #KAILASA IN LOS ANGELES HEADED BY SRI NITHYA MUKTHANANDA AND MA NITHYA MUKTHIKANANDA RECEIVED THE SPH AT 9.40AM IST. A FEW HUNDRED KAILASIANS PARTICIPATED IN THE E-TOUR VIA KAILASA’S OFFICIAL DIGITAL SPACES. THE E-TOUR WAS TRULY A BLESSED MOMENT FOR EACH AND EVERY KAILASIAN AS IT HAS BEEN 11 YEARS SINCE THE SPH HAD VISITED THE KAILASA IN LOS ANGELES PHYSICALLY. INSPIRING EVERY #HINDU TO RECLAIM THEIR HINDU CENTRIC FREEDOM AND BUILD KAILASA, THE ENLIGHTENED CIVILIZATIONAL NATION, THE SPH REVEALED VARIOUS POWERFUL TRUTHS IN THE 3 HOUR LONG E-TOUR. KAILASA IN LOS ANGELES’S DEPARTMENT OF #RELIGION & WORSHIP RECEIVED SPIRITUAL GUIDANCE ON THE DEITIES IN KAILASA. THE SPH REVEALED THAT WHEN INSTALLING DEITIES ENERGISED BY THE SPH BY A LIVING INCARNATION, THE DEITIES PROTECT THE LAND AND PEOPLE OF THE NATION. THEREFORE, THE DEITIES SHOULD BE PLACED IN SUCH A WAY THAT THEY TOUCH THE LAND (BHU) HE FURTHER REVEALED, “LEARN DISCIPLINE FROM NATURE BEFORE NATURE DISCIPLINES US". THE #SPH BLESSED THE VARIOUS INITIATIVES UNDERTAKEN BY THE DEPARTMENT OF HUMAN SERVICES INCLUDING NITHYANANDA FOOD BANK (ANNAMANDIR) , DEPARTMENT OF AGRICULTURE AND DEPARTMENT OF EDUCATION - KAILASA IN LOS ANGELES. #nithyananda kailaasa kailasa

From Melissa Nelson: Where was my Native American family in the deep ecology philosophy? Haven’t these ideas been part of traditional cultures for thousands of years? Yes and no. Within the deep ecology movement people often make a distinction between an anthropocentric worldview and a “biocentric” one. This distinction can support a people versus nature type of thinking that has very little meaning for indigenous peoples. Native restoration ecologist Dennis Martinez, has said, ”we need to move beyond the anthropocentric-biocentric dichotomy and see that we are really kin-centric”; meaning we must recognize the reality of our extended family- the rock people, the plant people, the bird people, the water people- and human beings’ humble place in this web of kin.

It’s not just software itself—it’s the fundamental agility of software that drives Software People. It starts by listening to customers, rapidly building initial solutions to their problems, getting feedback, and then constantly iterating and improving. With this progression of computation, Software People can apply this software process to more and more of the world’s problems. I particularly enjoy seeing it arise in traditionally hardware-centric fields because when you see a Software Person running the playbook in the field of hardware, you can see the evolution play out physically in plastic, metal, and glass.

Rather than asking how the earth’s surface can be preserved for people, they ask how reservations necessary for the survival of people can be established on an earth that has been reshaped for the sake of industrial outputs.

Psychologist Mark Leary and his colleagues designed a need-to-belong scale that measures how far a person would be willing to go to feel included.5 When people have a high need to belong, they become more other-centric. They are more likely to set their own needs aside and comply with what others want. They are more likely to take other people’s feelings into consideration because they are concerned about the disappointment, frustration, and inconvenience that their decisions might cause others. They might do things to avoid rejection and negative evaluation by members of their group.

Technically,” M-Bot said, hovering a few centimeters closer to him, “the word ‘sentient’ just means an ability to perceive and/or feel. Many people misuse this word. Instead, ‘sapience’ is the word for self-awareness—or intelligence like a human being. Which if you think about it is a human-centric definition. Those rascally humans and their linguistic biases.

Until recently - perhaps mid-2010s - accounts of being a foreigner in Japan were dominated by white, usually male, Anglo-centric perspectives. (Alright, not that much as changed.) They talk about 'doing the gaijin nod when you see another gaijin on the street.' (No one has ever done this to me.) They talk about playing the 'gaijin card' to get out of sticky situations, like, say, pretending not to speak any Japanese when they've forgotten to buy the correct ticket for the express train, so the hapless station attendant decides to let them go. There's a certain group of people (men) who drift through life here with the barest smattering of Japanese for decades relying on their Japanese spouses (wives) to keep the cogs of daily life spinning; this will never be viable for me. I will never experience the minor celebrity of being a white person in rural Japan (on balance, much healthier for one's ego), nor will I ever be someone people approach and fawn over because they want to make foreign friends (eventually, I realised this was also better), nor will local people ever compliment my looks (there was always a small part of me that wished I was noticeably beautiful). I've been perceived as a Japanese woman in unexpected ways. For example, at a musical gathering, an older white man once turned to me and asked: So whose wife are you? It took a great deal of self-restraint not to slap him.

It is amazing how people think they are going to be happy or successful only when they achieve their dream, their destination. This kind of obsessively future centric approach takes away a really important part of your life, which is the present moment. Think about it, life really is a series of present moments and yet the irony is that most people in an obsessive pursuit for the future, forget to truly live and enjoy the present moment. Then, when the present moment becomes the past, they obsessively regret about not having truly enjoyed their past!

Rather, being other-oriented, being people-centric, means that we recognize that service to others is fulfilling in itself and that it propels a virtuous cycle of relationships, collaboration, and connectivity that makes the world better for everyone.

Take multi-phased approaches to building a more transparent IT for achieving people-centricity.

The CIO as “Chief Interpretation Officer” is the new digital leadership perspective of harnessing communication and people-centricity for accelerating digital transformation.

Men typically view sex as goal-oriented, performance-driven, orgasm-centric and erection focused. It’s great to get hard and ejaculate but when that’s seen as the only acceptable form of intimacy it works against the nature of sex as pleasure shared between two people.

editor and edited my first book in a wonderful way. For this book, however, time devoted to bringing up the children made a renewed editorial collaboration impossible. I hope the reader will not suffer unduly as a consequence! My children Christiana Dagmar and Eric James have watched me work on the book—indeed they could not avoid it as I often write at home. I hope they have been drawing the lesson that academic research can be really fun. Certainly, that is the lesson I drew from my father, Arthur von Hippel. He wrote his books in his study upstairs when I was a child and would often come down to the kitchen for a cup of coffee. In transit, he would throw up his hands and say, to no one in particular, “Why do I choose to work on such difficult problems?” And then he would look deeply happy. Dad, I noticed the smile! Finally my warmest thanks to my MIT colleagues and students and also to MIT as an institution. MIT is a really inspiring place to work and learn from others. We all understand the requirements for good research and learning, and we all strive to contribute to a very supportive academic environment. And, of course, new people are always showing up with new and interesting ideas, so fun and learning are always being renewed! Democratizing Innovation 1  Introduction and Overview When I say that innovation is being democratized, I mean that users of products and services—both firms and individual consumers—are increasingly able to innovate for themselves. User-centered innovation processes offer great advantages over the manufacturer-centric innovation development systems that have been the mainstay of commerce for hundreds of years. Users that innovate can develop exactly what they want, rather than relying on manufacturers to act as their (often very imperfect) agents. Moreover, individual

Organizational maturity is not just about technical excellence or process efficiency, but also about business effectiveness, agility, innovation intelligence, and people-centricity.

A great story about a big company’s ability to do this comes from one of the world’s biggest businesses, General Electric. I learned about Doug Dietz a few years ago when I saw him speak to a group of executives. Doug leads the design and development of award-winning medical imaging systems at GE Healthcare. He was at a hospital one day when he witnessed a little girl crying and shaking from fear as she was preparing to have an MRI — in a big, noisy, hot machine that Dietz had designed. Deeply shaken, he started asking the nurses if her reaction was common. He learned that 80 percent of pediatric patients had to be sedated during MRIs because they were too scared to lie still. He immediately decided he needed to change how the machines were designed. He flew to California for a weeklong design course at Stanford’s d.school. There he learned about a human-centric approach to design, collaborated with other designers, talked to healthcare professionals, and finally observed and talked to children in hospitals. The results were stunning. His humandriven redesigns wrapped MRI machines in fanciful themes like pirate ships and space adventures and included technicians who role-play. When Dietz’s redesigns hit children’s hospitals, patient satisfaction scores soared and the number of kids who needed sedation plummeted. Doug was teary-eyed as he told the story, and so were many of the senior executives in the audience. Products should be designed for people. Businesses should be run in a responsive, human-centric way. It is time to return to those basics. Let TRM be your roadmap and turn back to putting people first. It worked for our grandparents. It can work for you.

Digital organizations are all about information fluency, adaptation, people-centricity, high-performance, and speed.

The President received a briefing days before WikiLeaks released the data to the public. The Russian Spy agency had been ordered to make a bold move, hack the American elections, and engage in political warfare to elect Donald Trump President. Whether he knew it or not Trump was the perfect candidate for a political asset. Former KGB officer Yuri Bezmenov said the KGB targeted “Ego-centric people who lack moral principles—who are either too greedy or who suffer from exaggerated self-importance. These are the people the KGB wants and finds easiest to recruit.

The Russian spy agency had been ordered to make a bold move, hack the American elections, and engage in political warfare to elect Donald Trump President. Whether he knew it or not, Trump was the perfect candidate for a political asset. Former KGB officer Yuri Bezmenov said the KGB targeted “Ego-centric people who lack moral principles—who are either too greedy or who suffer from exaggerated self-importance. These are the people the KGB wants and finds easiest to recruit.

Digital means change, choice, innovation, speed, and people-centricity.

I take square aim at an unbiblical churchianity that has resulted in a church-centric religion that fails to reflect the heart of God for people.

Three things have happened, pretty much at the same time. All three point to the same (temporarily uncomfortable, but ultimately marvelous) outcome: 1. Many people are starting to realize that they work a lot and that working on stuff they believe in (and making things happen) is much more satisfying than just getting a paycheck and waiting to get fired (or die). 2. Many organizations have discovered that the factory-centric model of producing goods and services is not nearly as profitable as it used to be. 3. Many consumers have decided to spend their money buying things that aren’t factory-produced commodities. And they’ve decided not to spend their time embracing off-the-shelf ideas. Consumers have decided, instead, to spend time and money on fashion, on stories, on things that matter, and on things they believe in.

The paradigm of self-interest is neutral between a person’s decision to help others or to not help others. If fear and uncertainty make people more short-sighted, self-centric and engage in hoarding cash, withdrawing from banks, disinvesting their savings in capital markets and buying essential goods in bulk, then there is no drive, urge or impetus that economics can offer to suggest otherwise. It is neutral between these choices and the choice for altruism. On the other hand, as per physics, we were stardust before and stardust after extinction. As per evolutionary biology, we are one of the millions and millions of species that have earned the right to survive under the sun for a brief period until genetic mutations bury our specie as well. We were born through a fierce and destructive competition and survive until we manage to withstand that competition. While waiting and acting on morals, we should not be here in the first place.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

Generation C (people born after 1990) as connected, communicating, content-centric, computerized, community-oriented and always clicking.

The trouble with people is that we get hardening of the mental arteries, cirrhosis of the enthusiasm, and arthritis of the imagination, along with chronic and sometimes acute allergies to supervision, subordinates, the whole darned system. Is it possible that what we have gained through experience, we have lost through habit, and that what we have gained through organization, we have lost in enthusiasm? —

Whether he knew it or not, Trump was the perfect candidate for a political asset. Former KGB officer Yuri Bezmenov said the KGB targeted “Ego-centric people who lack moral principles—who are either too greedy or who suffer from exaggerated self-importance. These are the people the KGB wants and finds easiest to recruit.” This

The purpose of people-centric Change Management is to build an ongoing change capability.

The Creative Entrepreneur Mandala consists of four pathways that will help you design a viable creative business. Pathway 1: Heart and Meaning looks at how to follow your heart’s desire and creative dreams, while lessening the potential for heartbreak. Pathway 2: Gifts and Flow reveals how uncovering and using your unique gifts contributes to flow, or less-effortful accomplishment. Pathway 3: Value and Profitability is about creating a customer-centric business, and how to create and deliver value that people will pay for. Pathway 4: Tools and Skills presents the vital necessity of developing your business skills and leadership capacities (which few entrepreneurs are willing to do) to achieve the results you want in areas 1 through 3. Each of these four essentials is looked at as an individual pathway that, when put together, form a mandala, or flower shape. The goal is to find the overlapping center of the four pathways, which represents the “sweet spot” of your business—the absolutely unique value you offer to the marketplace that is aligned with your innermost aspirations and ideals. The mandala provides a template for working with the four pathways of the business in a visual manner. Awareness of and continual refinement of all four pathways is crucial for launching and sustaining the kind of enterprise that works for creative individuals. When even one pathway is missing, the outcome we get from our efforts is different—less—than if all four are used together. This process of refinement is meant to be continual, reflecting the dynamic nature of the marketplace and also the changing nature of our own goals and plans. Don’t be discouraged if “getting” all four pathways seems daunting at first. The mandala is a tool for reflection and critical thinking, which requires time and space to evolve. It is something to work with at regular strategic planning meetings, monthly, quarterly, and annually.

IT leaders need to think like the anthropologist for running a people-centric organization to enchant customers, empower employees, and evolve business partners.

Children love both magic and science for the same reason both are enablers. Both offer power and solutions to impossible problems. But then something shifts when people discover the instability magic brings to existence. It shatters the world that’s been built on predictability and logic. Suddenly the material, the countable, the definable is pulled from underfoot by the capricious, slippery and ego-centric nature of the mind. In that respect it’s the opposite of science, which remains dispassionate and impartial to the observer, predictable no matter what. The laws of motion won’t change because the scientist gets a speeding fine.

here is an early version of principles established by a client adopting LeSS Huge in a product group: 1. The perfection goal is to have a releasable product all the time. Release stabilization periods need to be reduced and eventually eliminated. 2. Co-located, self-managing, cross-functional, Scrum teams are the basic organizational building block. Responsibility and accountability are on team level. 3. The majority of the teams are organized as customer-centric feature teams. 4. Product management steers the development through the Product Owner role. Release commitments are not forced on teams. 5. The line organization is cross-functional. The functional-specialized line organizations are gradually integrated in the cross-functional line organization. 6. Special coordination roles (such as project managers) are avoided and teams are responsible for coordination. 7. The main responsibility of management is improvement—improve team’s learning, efficiency, and quality. The content of the work always comes from the Product Owner. 8. There is no branching in development. And product variation is not to be reflected in the version control system. 9. All tests are automated with the exception of (1) exploratory test, (2) usability test, and (3) tests that require physical movement. All people must learn test automation skills. 10. Adoption is gradual and evolutionary. These principles are considered in every decision.

When the team members have achieved a deep understanding of the current state and they are mapping on consecutive days, designing the future state often occurs organically- as long as people are open to challenging their existing silo-centric paradigms about how and where work should be performed

For all of us, there are also likely times when therapy simply doesn't seem to move forward as we imagined it would. At this crossroads, we often question ourselves or blame our patients. Between what our culture requires and what we have experienced in childhood, we might go either direction. We have a particular challenge to feeling competent right now. Our left-centric society has done its best to codify the healing process, leaving us with a set of procedures and expected outcomes that don't welcome the individuality of our people of the fluidity of each person's unpredictable and unique process of recovery. This is doubly difficult, because when we follow the course culture provides, safety is already undermined to a greater or lesser extent. I believe it wounds us when we feel we aren't helping a person because we set out with such good hearts to relieve suffering. A well-practiced practitioner might try to guard our hearts by blaming our people's resistance. When a wounded part of us is afraid we are inadequate, this often generates a critical protective voice to try to urge us toward a better performance. In both instances, our ability to be present for our people gets lost in the need to protect. How can we hold these experiences kindly, recognizing that they are part of the human experience? Right now, we might be able to open the arms of inclusion to these parts of us.

Why can’t we create a place that we love to work? Why can’t we create a business that doesn’t kill people for profit? We began dreaming up a company where we could do great work but still have a life, a company with a fun culture that treats everyone like family and operates with honest and deep relationships. This was the start of the Centric business model and the underpinnings of the culture we have today.

IT now makes the impact on almost every aspect of the business; the biggest challenge to business success is IT and IT has to improve people centricity.

When people feel that their opinions matter, they become more invested in the group's success.

In the realm of Value-Centric Management (VCM), the concept of equity takes on a profound significance. It's not just about fairness; it's about recognizing the inherent value and potential within every member of the group.