Planner Ideas Quotes

Nothing should be more obvious than that the business organism cannot function according to design when its most important “parameters of action”—wages, prices, interest—are transferred to the political sphere and there dealt with according to the requirements of the political game or, which sometimes is more serious still, according to the ideas of some planners.

What, more realistically, is this “mutation,” the “new man”? He is the rootless man, discontinuous with a past that Nihilism has destroyed, the raw material of every demagogue’s dream; the “free-thinker” and skeptic, closed only to the truth but “open” to each new intellectual fashion because he himself has no intellectual foundation; the “seeker” after some “new revelation,” ready to believe anything new because true faith has been annihilated in him; the planner and experimenter, worshipping “fact” because he has abandoned truth, seeing the world as a vast laboratory in which he is free to determine what is “possible”; the autonomous man, pretending to the humility of only asking his “rights,” yet full of the pride that expects everything to be given him in a world where nothing is authoritatively forbidden; the man of the moment, without conscience or values and thus at the mercy of the strongest “stimulus”; the “rebel,” hating all restraint and authority because he himself is his own and only god; the “mass man,” this new barbarian, thoroughly “reduced” and “simplified” and capable of only the most elementary ideas, yet scornful of anyone who presumes to point out the higher things or the real complexity of life.

the complexity of society does not imply a planner.

To escape the cycle of tragedy, we (searchers) have to be tough on the ideas of the planners, even while we salute their goodwill.

I believe that the idea of the totality, the finality of the master-plan, is misguided. One should advocate a gradual transformation of public space, a metamorphic process, without relying on a hypothetical time in the future when everything will be perfect. The mistake of planners and architects is to believe that fifty years from now Alexanderplatz will be perfected. -p.197

The elite gets things wrong, says Douglas Carswell in The End of Politics and the Birth of iDemocracy, ‘because they endlessly seek to govern by design a world that is best organized spontaneously from below’. Public policy failures stem from planners’ excessive faith in deliberate design. ‘They consistently underrate the merits of spontaneous, organic arrangements, and fail to recognize that the best plan is often not to have one.

The obsession with which those on the right resist Charles Darwin’s insight – that the complexity of nature does not imply a designer – matches the obsession with which those on the left resist Adam Smith’s insight – that the complexity of society does not imply a planner.

Regulations in an "Idea Economy" are restraints on innovation.

if life needs no intelligent designer, then why should the market need a central planner?

When I asked what she wanted that day to be like, first she said, “Well, I’d rather not be dead that day,” but failing that, she didn’t want it to be all “sugarcoated” and “cheery.” She liked the idea of a “celebration of life,” which the party planner told her was all the rage nowadays, but she didn’t like the message that came with it. “It’s a funeral, for God’s sake,” she said. “All these people in my cancer group say, ‘I want people to celebrate! I don’t want people to be sad at my funeral.’ And I’m like, ‘Why the fuck not? You died!’

It’s one thing building a cloister to reflect the 768 of the numerological Bismillah, it’s another planning a giant alphabet out of an entire city before you’ve even built your first mosque.’ ‘It is, but remember, Sinan was chief architect and city planner at the time of the conquest of Cairo. He practised on that city; demolishing and building where he liked. I have no doubt that he was already forming the idea of a sacred geometry. His first building as Architect of the Abode of Felicity was the Haseki Hürrem Mosque for the Kadin Roxelana. Not his greatest work by any means, and he was working from existing designs, but it was identifiable as his first mature work. There’s a story in his autobiography Tezkiretül Bünyan that while he was surveying the site he noticed that children were pulling live fish from a grating in the street. When he went to investigate he discovered an entire Roman cistern down there. Perhaps it was this that inspired him to realize his vision. Hidden water. The never-ceasing stream of Hurufism.

The built environment is shaped not only by private sector development pratices, but also by the honored and fascinating field of planning. Planners in towns, counties, regional and state government, consulting firms and in economic development agencies translate ideas about human settlements into concrete designs. They can be generalists or specialize in transportation, urban centers, rural land use, economic development and more. At its best, the planning profession aims to mediate tensions between people, social groups, and the natural environment by creating an orderly process for determining common values, shared priorities and elegant principles for transcending conflicts. Therefore planners may find themselves caught in some of the most challenging political crossfire to be found. But they also have the opportunity to educate many sectors and communities.

What if we fail to stop the erosion of cities by automobiles? What if we are prevented from catalyzing workable and vital cities because the practical steps needed to do so are in conflict with the practical steps demanded by erosion? There is a silver lining to everything. In that case we Americans will hardly need to ponder a mystery that has troubled men for millennia: What is the purpose of life? For us, the answer will be clear, established and for all practical purposes indisputable: The purpose of life is to produce and consume automobiles. It is not hard to understand that the producing and consuming of automobiles might properly seem the purpose of life to the General Motors management, or that it may seem so to other men and women deeply commtted economically or emotionally to this pursuit. If they so regard it, they should be commended rather than cricicized for this remarkable identification of philosophy with daily duty. It is harder to understand, however, why the production and consumption of automobiles should be the purpose of life for this country. Similarly, it is understandable that men who were young in the 1920's were captivated by the vision of the freeway Radiant City, with the specious promise that it would be appropriate to an automobile age. At least it was then a new idea; to men of the generation of New York's Robert Moses, for example, it was radical and exciting in the days when their minds were growing and their ideas forming. Some men tend to cling to old intellectual excitements, just as some belles, when they are old ladies, still cling to the fashions and coiffures of their exciting youth. But it is harder to understand why this form of arrested mental development should be passed on intact to succeeding generations of planners and designers. It is disturbing to think that men who are young today, men who are being trained now for their carreers, should accept *on the grounds that they must be "modern" in their thinking,* conceptions about cities and traffic which are not only unworkably, but also to which nothing new of any significance has been added since their fathers were children.

When Adolf Hitler heard of the Japanese attack on Pearl Harbor, he slapped his hands together in glee and exclaimed, “Now it is impossible to lose the war. We now have an ally, Japan, who has never been vanquished in three thousand years.” Germany and Japan were threatening the world with massive land armies. But Hitler and Hirohito had never taken the measure of the man in the White House. A former assistant secretary of the navy, Franklin D. Roosevelt had his own ideas about the shape and size of the military juggernaut he would wield. FDR’s military experts told him that only huge American ground forces could meet the threat. But Roosevelt turned aside their requests to conscript tens of millions of Americans to fight a traditional war. The Dutchman would have no part in the mass WWI-type carnage of American boys on European or Asian killing fields. Billy Mitchell was gone, but Roosevelt remembered his words. Now, as Japan and Germany invested in yesterday, FDR invested in tomorrow. He slashed his military planners’ dreams of a vast 35-million-man force by more than half. He shrunk the dollars available for battle in the first and second dimensions and put his money on the third. When the commander in chief called for the production of four thousand airplanes per month, his advisers wondered if he meant per year. After all, the U.S. had produced only eight hundred airplanes just two years earlier. FDR was quick to correct them. The

Centralized planning also presupposes a universal moral agreement that never exists. People can agree on lesser items of importance, but we will never agree on the all-encompassing worldview that central planning needs if it is to reflect the actual will of the people. In fact, the idea of a universal morality is becoming less and less plausible in our increasingly diverse world. Centralized planners think the lack of universal moral agreement is a consequence of people’s ignorance and that they, the planners, know these absolutes. Their belief in such absolutes as centralized planning or social utility combined with the contention that a core group (centralized planning authority or the World Bank) knows these moral absolutes, allows extremist beliefs to be imposed on the people despite the consequences. These policies have proved to be death-dealing, as the recent histories of the Soviet Union, Tanzania, and Ethiopia indicate.

Flatterers: "He who knows how to flatter also knows how to slander." — Napoleon Flattery: Diplomats must have no delusions of grandeur, but they should know how to induce them in others. Flattery: "Flattery pleases very generally. In the first place, the flatterer may think what he says to be true; but, in the second place, whether he thinks so or not, he certainly thinks those whom he flatters of consequence enough to be flattered." — Samuel Johnson Flattery, influence through: "Praise other men whose deeds are like those of the person you are talking to; commend other actions which are based on the same policies as his. If there is someone else who is guilty of the same vice he is, be sure to gloss over it by showing that it really does no great harm; if there is someone else who has suffered the same failure he has, be sure to defend it by demonstrating that it is not a loss after all. If he prides himself on his physical prowess, do not antagonize him by mentioning the difficulties he has encountered in the past; if he consider himself an expert at making decisions, do not anger him by pointing out his past errors; if he pictures himself a sagacious planner, do not tax him with his failures. Make sure that there is nothing in your ideas as a whole that will vex your listener, and nothing about your words that will rub him the wrong way, and then you may exercise your powers of rhetoric to the fullest. This is the way to gain the confidence and intimacy of the person you are addressing and to make sure you are able to say all you have to say without incurring his suspicion." — Han Feizi, as translated by Burton Watson [誉异人与同行者，规异事与同计者。有与同污者，则必以大饰其无伤也；有与同败者，则必以明饰其无失也。彼自多其力，则毋以其难概之也；自勇其断，则无以其谪怒之；自智其计，则毋以其败穷之。大意无所拂悟，辞言无所系縻，然后极骋智辩焉，此道所得亲近不疑而得尽辞也。——《韩非子·说难》]

The morning was already setting up to be hectic, and Jon thanked his lucky stars that Jessie was so good at his job and a constant spark-plug of activity. Oh god, you did not just think Jessie was a spark-plug? You really are getting old. Next thing you know you’ll being saying whipper-snappers and break a hip getting out of bed. He shook his head. I guess I had a good run. Jessie quickly re-entered the office. “Alright. Elisabeth has her caffeine fix and said she’ll be down to say goodbye in a few. So let’s get this bad boy going for the week. Travel plans are done for next month and meetings for the week are in you planner so I’m assuming they’ll be no more complaining about flying coach class this time?” Jessie gave a sly wink and kept organizing his desk. “Yes. And for that I thank you for that my color-coding, hyper computer organized planner. We have to make sure the next presentation for Chicago is ready in three weeks; the storyboards for the new campaign ideas have to be finished by Tuesday the 16th so we can get them shipped before I head out there.” “And let’s not forget our important morning ritual.” Jon looked at Jessie with a question about to form before the realization hit him. His expression changed from confused to stern. “No cat videos Jessie. I swear. Enough of the cat videos.” “C’mon. You know you love them and they brighten your dour moods. Look at this one.” Jessie turned his screen and Jon begrudgingly looked at the cute little puppy and kitten with captions over them. “How can you not love this?” Jessie smiled. “The cute little kitty tells the playful puppy not to do it and yet the puppy bonks the little kitty on the head with his little puppy paw. “Boop Boop.” And then the cat swipes at the puppy and it falls off the bed. You know this is internet gold.” Jon smiled. “Can we get back to work?” Jessie nodded and then walked up to Jon - without hesitating, he bonked him lightly on the head. “Boop.” He paused and added, “I think this puppy is onto something.” Jessie grinned ear to ear still. “I pledge, from now on if something makes me as happy as this bonking picture I’m just going to say Boop boop.” Jon stood stone-faced but a second later, could not stop his smile. “I am not amused.” Jon shook the smile away. “Now, if you’re done boop booping me, there is something else I want to talk with you about.” Jessie looked at Jon with a quizzical smile. “Not to blow my own horn but I have a new and brilliant thought my young apprentice.” Jessie opened his mouth to comment on the blowing horn, but Jon held up his hand and cut him off. “Stop it.” Jessie closed his mouth and swallowed the sexual innuendo-laced comment he had forming on the tip of his tongue.

So, what should be New York’s highest-priority project? Unfortunately, no objective measure or crystal ball exists to answer that question. Peter Hall’s 1982 book, Great Planning Disasters, reveals the difficulty of trying to assess and compare megaprojects. The author, a world-renowned urban planner, singled out the Sydney Opera House and San Francisco’s BART rail system as planning disasters. The opera house had faced massive cost overruns and its design made it unable to function as a major opera house, while the BART system was attracting far fewer riders than expected. Hall had no idea that these two projects would prove to be wildly successful. The opera house is now Australia’s top tourist destination and the country’s most iconic structure, while BART has become essential to the economic health of the San Francisco Bay Area and the backbone of its transit system. Hall’s effort to determine the success of these two projects after they were built was relatively straightforward compared to a task that requires even more guesswork—assessing projects before they are built, when estimates of both costs and benefits are subject to wide debate and manipulation.

As noted before, ADHD is characterized by problems developing, organizing, and enacting plans in your life across time, particularly those for which there is not some sort of immediate payoff or urgency attached. Thus, you will have to pay more attention to getting started on tasks in your Daily Planner than most other people. You know what you need to do, but you need to develop a better grasp for how you don’t do things in order to more effectively tackle these barriers, which is the focus of this chapter. The first step is to make sure you have a clear idea of the steps you need to take to follow through on your plan.

If such schemes have typically taken their most destructive human and natural toll in the states of the former socialist bloc and in revolutionary Third World settings, that is surely because there authoritarian state power, unimpeded by representative institutions, could nullify resistance and push ahead. The ideas behind them, however, on which their legitimacy and appeal depended, were thoroughly Western. Order and harmony that once seemed the function of a unitary God had been replaced by a similar faith in the idea of progress vouchsafed by scientists, engineers, and planners. Their power, it is worth remembering, was least contested at those moments when other forms of coordination had failed or seemed utterly inadequate to the great tasks at hand: in times of war, revolution, economic collapse, or newly won independence.

Give up.” He looked at her blankly. “Give up—all of you, you and your Washington friends and your looting planners and the whole of your cannibal philosophy. Give up and get out of the way and let those of us who can, start from scratch out of the ruins.” “No!” The explosion came, oddly, now; it was the scream of a man who would die rather than betray his idea, and it came from a man who had spent his life evading the existence of ideas, acting with the expediency of a criminal. She wondered whether she had ever understood the essence of criminals. She wondered about the nature of the loyalty to the idea of denying ideas. “No!” he cried, his voice lower, hoarser and more normal, sinking from the tone of a zealot to the tone of an overbearing executive. “That’s impossible! That’s out of the question!” “Who said so?” “Never mind! It’s so! Why do you always think of the impractical? Why don’t you accept reality as it is and do something about it? You’re the realist, you’re the doer, the mover, the producer, the Nat Taggart, you’re the person who’s able to achieve any goal she chooses! You could save us now, you could find a way to make things work—if you wanted to!” She burst out laughing.

The idea was that the development of technology regularly moved much further and faster than other aspects of culture: our institutions of government, values, habits, ethics, and understanding of society and ourselves. Indeed, the very notion of progress referred mainly to technology. What lagged behind, what developed more slowly or not at all, was everything that bore on our ability to direct technology and to control it wisely, ethically, prudently.

One thing is certain, we all translate our own ideas of happiness into form. It happens when you buy a car. It happens when a CEO contemplates the form of a new skyscraper headquarters, or when a master architect lays out a grand scheme for social housing. It happens when planners, politicians and community boards wrestle over roads, planning regulations and monuments. It is impossible to seperate the life and design of a city from the attempt to understand happiness, to experience it, and to build it for society. The search shapes cities, and cities shape the search in return.

Hayek disagreed with the widespread idea that large industrial economies required planning. To the contrary, he argued it was only the hidden hand of the market—what he would later term spontaneous order—that could bring structure to an infinitely complex web of interdependent economic relationships. Along the lines of Frank Knight and Henry Simons, Hayek contended that the allocation in a mass society was best handled by the price system. Only prices could instantaneously respond to a multivalent onrush of human wants, desires, and constraints. Planners would always be one beat behind. Their plans would distort and disorient buyers and sellers.

10 Ideas For Transforming Advertising 1. No cranberry bagels at meetings. No exceptions. 2. While on duty, copywriters required to wear those Peruvian knit hats with the funny earflaps. 3. Reinstatement of the three martini lunch. After a 6-month trial period, optional upgrade to four. 4. Confiscate all computers and baseball caps from art directors. 5. Use of the following terms will be considered justifiable cause for termination: ecosystem, conversation, engagement, landscape, seared ahi tuna, and quirky. 6. When making presentations, account planners must dress up as pirates and hop around on one foot. 7. Breakthrough idea for tv spots: Animals that talk! 8. Criminalize all products containing pomegranates or acai berries. 9.  Increase touch points from 360 degrees to 380 degrees. 10. Require Sir Martin Sorrell to walk around with his weenie out.

It was a constant struggle for me, having no idea what tomorrow held. I’m cautious by nature, a planner—someone who likes to know what’s around the next corner and the corner after that—and this entire experience, from the moment I ventured into the abandoned shell of Miss Peregrine’s house to now, had been one long free-fall into the void. To survive it I’d had to become a new person, someone flexible and sure footed and brave. Someone my grandfather would’ve been proud of. But my transformation had not been total.

There was a new trend for agencies to hire and parade before their clients “strategic planners,” an ideal originally imported from the UK; but these were not strategists in the same way that management consultants were strategists. Instead, agency strategic planners were experts in customer segmentation and behavior, excellent at designing market research and reading the results of market research reports. The planners were called, in some quarters, “the conscience of the consumer” – they upheld long-term brand values on behalf of consumers and helped to resist any attempts by the creative department to go “off brand” in the pursuit of cute ideas that would dilute “brand values.” In short, the strategic planners were consumer experts, brand developers and brand policemen. They were an important innovation, but they hardly signaled new strategic directions for ad agencies, and their efforts did not have the slightest impact on their clients’ concerns about achieving improved shareholder value. Ironically,

Karl Giese seemed to supply all of Hirschfeld’s needs. He was his secretary, the guardian of the Archive and planner of new projects for the education of the public of homosexuality. His infinite knowledge of Hirschfeld’s work and ideas made him his natural confidant. In short, Giese had the unique position of being his lover and most trusted collaborator. He knew everything that could be known about the Institute, and, soon after he had taken up residence there, he guided visitors through its different departments. They were a mixed crowd—German and foreign doctors, other academics, writers, artists. and many members of the public. Giese was no academic, but he had native wit and considerable intelligence. He had been a brilliant autodidact. He was also an articulate speaker, and Hirschfeld entrusted him with lecturing to the general public on questions of sexual conflict and homosexuality. He fulfilled his many tasks with enthusiasm, and at the same time cared for Hirschfeld’s well-being like a mother.

Step 2 Create a Meal Diary, over at least one week. Chart every non-diet food and drink that you eat. In week 2, create a Diet Plan in the same or separate journal/notebook/planner. Choose one Lean Vegan recipe solution for each day. This could be a breakfast, a main meal, or a snack or similar. Make sure that you have time to prepare the ingredients and get to the shops that you discovered in Step 1 (it is a good idea, at this early stage, to prepare a few of these meals in advance, to save you having to worry about it mid-week).

A key decision made early on was to build a school that would help us kindergarten through twelfth grade. No other school in the county has this range of students, and few public schools anywhere in the country do either. indeed, at one point, the planners considered building only an elementary and middle school, and perhaps create is sattelite of one of the nearby high schools within the town. According to Rosen, they went for the K-12 idea for 2 primary reasons. First, a lot of educational research has found advantages in keeping siblings together in school. There is continuity for students, teachers, and families. Plus, parents can devote more time to volunteering at a single school. Second, there was a feeling that resources could be shared among the grades. For instance, if the high school had an excellent physics teacher, from time to time that teacher could also work with children in the lower grades.

Celebrating your event with style and creativity Everyone works on a budget. Not all of us have the resources and time to hire wedding planners and party organizers to celebrate important days of your lives. You don’t have to skimp on an anniversary, birthday, engagement or any other special days just because you are on a budget. There are several DIY party ideas and accessories available on the internet that will help you celebrate that special occasion with much gusto and style. Celebrating a special day- be it your own wedding, engagement, throwing the best birthday bash, or a theme party, it is rather a challenging and exciting time, that churns up your creative juices that can leave one exhausted and confused. Especially when one desires to be innovative and wishes to throw a party that leaves the guests spell bounded and the-talk-of-the-town, there are several websites that provide amazing Party Loot Bags and accessories that are affordable and unique. Since we often think of the celebration as synonymous with splurging, these special occasions can feel challenged. After all, it's hard to enjoy yourself when all you can think about is the amount of money a party or wedding planner is charging you. This is your cue to be innovative as there are various fun and exciting DIY Party Accessories and Dessert buffets that can make your event memorable without spending too much of your hard earned money. With DIY ideas, you can enjoy 99 percent of excitement and 1 percent anxiety. There are a myriad of delightful Wedding Bomboniere ideas and items that can be easily procured through online stores. With ease and convenience, you can order Bomboniere Australia and party accessories from the comforts of your home and shop for the best quality products online. Web sites now cater for DIY items that style up any event- from weddings, engagements, christening, baby showers, birthdays, and much more. These companies offer a plethora of crazy, fun, unique and creative ideas and DIY items that are affordable, convenient, and highly accessible, promising a grand celebration of your special day. If you wish to have your rein on the planning and organizing of your wedding, you can explore some great ideas and accessories through these websites that are run by creative individuals assuring an enriching experience. Browse through great DIY Dessert Buffets and loot bags, and choose from hundreds of incredible ideas and accessories to celebrate your day with glamour, style, and charm. Make a lasting impression on your guests through DIY Party Accessories and buffet packages. There are many services on the internet that guide you through the entire event and help you plan your dream wedding in the most efficient and creative manner.

You can get to oppression through regulation, especially in an "Idea Economy" which necessitates liberty of the mind to explore.

When students become empowered to ask questions and seek out answers, everything changes, and you cannot—and should not—think that you can leave inquiry at the classroom door. When teachers see themselves as learners and researchers and planners, they will question traditions and policies. And as a community, everyone has to learn how to bring these ideas to bear to make the school whole. We must understand that this is what is

Erik Doernenburg first shared with me the idea that we should think of our role more as town planners than architects for the built environment

A repository housing the bound testimony of mankind's mortal fears and immortal yearnings ought to be a solid, reassuring sort of place -- harmonious and reliably symmetrical, built in such a way as to make even the most disquieted patron feel safe and secure. But architects and city planners, concerned with ensuring their own immortality, have other ideas. They see the Library as a legacy project, and books as mere props, a motley assortment of mismatched objects that mar the clean lines of their design aesthetic, They are no friends to books.

This is by far my favorite part of baking, watching the ideas form in my mind. I'm not a planner—all the meticulous plotting, the playing out of different scenarios—what a drag. I make up for my inability to think ahead by being good on the fly. I think I need a bit of pressure to create.

In effect government control of an economy replaces a mechanism that makes use of the knowledge of millions or billions of people, depending on the extent of the market, with control by a relatively small group of politicians and bureaucrats whose knowledge is severely limited. With nothing effective to replace the price system with, socialist countries – as evidenced by the collapse of the Soviet Union and the despair that exists in countries such as North Korea – can never be as prosperous as countries which have freer markets. Ironically, while many who support socialism are also champions of economic equality, history has shown that when countries try to stamp out the spontaneous wealth generating process associated with free markets they create the worst type of inequality possible; a society where the masses starve while the central planners live like royalty.

The biggest fault of Geniuses is they don't know how to break down their ideas for mediocre minds. They believe everyone is intellectually equal

How to Choose a Wedding Planner? – Nova DJs Sydney Are you interested in hiring a wedding planner? Then it’s time to choose the best fit for your party, and I’m saying it’s a complicated task. It’s not just hiring the first company with a beautiful website and beautiful pictures on the Internet. After all, it’s easy to do. Organizing a perfect wedding is hard! But follow our tips and choose the ideal wedding advice! Salient Feature: The ideal mentor should be a cheerful person, someone charming, who leaves you to give ideas and talk freely about the great day. You have to be a friend, be someone you trust. Imagine, it would be months of organizing, holding meetings, and planning the details together. At least a trace of sympathy is required. It should also be organized and committed to its work. Knowledge should be comprehensive with knowledge in various areas of wedding, such as sound, lighting, wedding dresses, buffet, etc., everything to quickly identify what is best for your wedding. Choose Based on Opinion The Internet is an inexhaustible source of information. And when it comes to finding out the truth about suppliers, this is the best place. View testimonials from the bride and groom who have already used the planner to find out their impressions and results. Take recommendations and avoid people who have a lot of complaints. Marriage History Check out the types of weddings the planner has helped put together. Do they fit what you want? For example, if you dream of a rustic wedding, hiring a consultant who does many luxurious weddings will not combine much and delay the process of organizing the wedding. When the planner is familiar with his style, finding the best suppliers is much faster and more effective. Trust the Planner As we say, the planner is the one you should trust and feel comfortable with while organizing the wedding. This is a person who has come to add and help, not a foot behind your opinion. Trust the professional with all your heart, that everything will be perfect! Be Concerned with 100% Preparation While some people don’t trust, others can imagine too much! What could never happen! The planner is the wedding assistant, not the one who has to do it all by himself. Stay on top of whatever you are doing. work together with him. Together, you will conquer the dream! Beware of Cheap Options You always have one company which is much cheaper than others. But as the saying goes, “You get what you paid for.” Instead of charging you the rate, the consultant may include the amount in the suppliers’ budget, making everything a little more expensive than the others and making the expense practically the same. so watch out! Remember the hint of the opinion of the bride and groom wedding planner for a destination wedding For those who are going to get married outside the city or country, it is important to have a consultant. However, he or she should know at least a little bit about the place where you intend to get married in order to accommodate the culture of the place to the style of wedding you expect. Knowledge of suppliers, in this case, will be a significant advantage for you in ensuring that everything goes according to plan. Check here for some references for the best wedding vendors and Wedding DJs in NSW, Australia.

Get out a journal or a sheet of blank paper and follow this prompt: “I commit to loving and taking care of myself in a sustainable way by _______________________.” See if you can write at least one or two paragraphs’ worth of ideas for increasing your self-love. Once you’ve finished writing, highlight or underline the action items and schedule them in your daily planner or your phone’s calendar.

In 2004, retired Brigadier General Shimon Naveh of the Israeli Defense Force (IDF) offered an extended idea on intuitive decision making to the US Army and US Marine Corps. His approach, which he called systemic operational design, appeared uniquely useful to planning campaigns and major operations.[xix] Based on an understanding of the chaotic nature of war, systemic operational design focuses on discerning the logic that makes a situation a problem. Through discourse a group that has expertise on some aspect of the situation structures or frames the problem, which frequently causes a counter-logic or solution to emerge naturally. In intuitive decision making a person aware of a familiar pattern enables construction of a story that makes sense; in systemic operational design a pattern materializes during discourse and facilitates a sense-making story. Failing to find the logic that makes a situation unacceptable and in need of change means planners are not able to discern a counter-logic, the conceptual element essential to begin planning. Naveh’s explanation of systemic operational design was for many officers difficult to grasp despite the simplicity of his idea. Much of this difficulty was due to language issues and US officers’ poor understanding of the nonlinear nature of war.[xx] Fortunately, researchers learned of an important paper during the Army-Marine Corps experiments evaluating systemic operational design, which US officers found easier to comprehend.[xxi] Close study of the systemic approach to operational design, coupled with a series of carefully constructed and capably executed wargames conducted over five years, validated systemic operational design. The final product, though, was a modified version of Naveh’s original structure and form. The US Army, which led the evaluation, provided the results to service and joint doctrine writers with the expectation they would revise planning manuals and incorporate this new approach to operational design. Universally, this failed to happen. In every case, doctrine writers merely affixed the new approach to the front end of the standard analytical military decision making process, which stresses creating and testing multiple courses of action. To illustrate the illogic of this, recall that systemic operational design is to uncover the logic or “pattern” of the situation and offer a story—the counter-logic—that will resolve the problem. In other words, the planners employ the approach to create a story that makes sense. What the standard analytical process demands is the creation of additional stories in the form of other courses of action. Why would any commander or staff want to waste time developing alternative stories when they have one they believe will work? [xix] After the 2006 Israeli war with Hezbollah, several critics blamed use of systemic design for the failings the IDF experienced. I have reviewed these reports and found that the critics misconstrued systemic operational design and effects based operations, seeing them as the same thing. They are polar-opposite ways of making decisions. [xx] The term nonlinear here does not refer to the geometric connotation inherent in the “nonlinear battlefield,” but to the disproportion between cause and effect often found in open systems. [xxi] Horst W. J. Rittel, and Melvin M. Webber, “Dilemmas in a General Theory of Planning,” Policy Science, 1973, 155-169. (Excerpt from article “From Grand Strategy to Operational Design: Getting it Right”)

Hayek, more than anyone else, illuminated the knowledge problem. Simply put: No one person can ever know enough. Planners who think they can process all of the data from disparate sources across vast expanses of geography and culture are, quite simply, educated fools.

It was a constant struggle for me, having no idea what tomorrow held. I’m cautious by nature, a planner—someone who likes to know what’s around the next corner and the corner after that—and

The failure of companies in a free market, then, is not a defect of the system, or an unfortunate by-product of competition; rather, it is an indispensable aspect of any evolutionary process. According to one economist, 10 percent of American companies go bankrupt every year.4 The economist Joseph Schumpeter called this “creative destruction.” Now, compare this with centrally planned economies, where there are almost no failures at all. Companies are protected from failure by subsidy. The state is protected from failure by the printing press, which can inflate its way out of trouble. At first, this may look like an enlightened way to go about solving the problems of economic production, distribution, and exchange. Nothing ever fails and, by implication, everything looks successful. But this is precisely why planned economies didn’t work. They were manned by intelligent planners who decided how much grain to produce, how much iron to mine, and who used complicated calculations to determine the optimal solutions. But they faced the same problem as the Unilever mathematicians: their ideas, however enlightened, were not tested rapidly enough—and so had little opportunity to be reformed in the light of failure. Even if the planners were ten times smarter than the businessmen operating in a market economy, they would still fall way behind. Without the benefit of a valid test, the system is plagued by rigidity. In markets, on the other hand, it is the thousands of little failures that lubricate and, in a sense, guide the system. When companies go under, other entrepreneurs learn from these mistakes, the system creates new ideas, and consumers ultimately benefit.

in European history from the fourteenth to the seventeenth century, comes from an eighteen-minute YouTube video produced by the author and philosophy guru Alain de Botton’s School of Life. De Botton dedicates a few minutes of the video to educating viewers about the Renaissance leaders’ zeal for building beautiful cities. You can count on one hand the number of cities built since the 1600s that can rival the elegance of cities that sprung up on the Italian Peninsula during the three-hundred-odd years of the Renaissance, de Botton says in the video. Sure, he concedes, the old urban planners didn’t have to worry about cars or zoning laws, but they had a mission and were extremely direct and didactic in carrying it out. “City fathers across the Italian Peninsula had fallen in love with a remarkable new idea: that their cities should be the focus of an unparalleled attention to beauty,

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

At the moment we realize that all focus is gone, that we don't care, interest is lost, and it takes hours longer than the moment should, it is time to accept that a new strategy is needed to engage, to excite, and to create passion for the concept or idea we had originally set out to discover. Forget the rules, the preconceptions, and toss the planner for the moment. Learning cannot be forced, and it will only occur at the moment we are willing to accept it.

If you’re looking for an editorial planner, I designed the CREATE Planner to complement this method of content planning. You can have a look at it here: CREATEPLANNER.COM

the senior inventory managers typically lock themselves in a room and find a Band-Aid tool that satisfies the immediate request. Inevitably, the Band-Aid comes loose and those people uninvolved and underutilized in the decision-making process were then overworked trying to force the plan to work. But this time it was different. The entire inventory management team had just signed up for the 30-Day Challenge and selected the Debate Maker discipline for their work. This time, when the urgent request came from senior management, the group prepared for a thorough debate to find a sustainable solution. They brought in senior planners and the IT group (who usually had to scramble after the fact), who could give practical input to the feasibility of any suggested solution. They framed the issues and set ground rules for debate, including no barriers to the thinking. The team challenged their assumptions and in the end developed a means of in-season forecasting that served the new demands. The solution they arrived at started as a wild idea, but with input from IT, it became a plausible reality.

Concerns had been growing about the rising levels of Jewish immigration to Britain, with the numbers arriving from Russia alone rising by a factor of five between 1880 and 1920. At the turn of the twentieth century, there had been discussions about offering land in East Africa to encourage Jewish émigrés to settle there, but by the time of the war attention had shifted to Palestine. In 1917, a letter from the Foreign Secretary, Arthur Balfour, to Lord Rothschild was leaked to The Times that spoke of ‘His Majesty’s Government [viewing] with favour the establishment in Palestine of a national home for the Jewish people’. 7 Known as the Balfour Declaration, the idea of designating territories for Jews to settle was what Balfour later described to the House of Lords as ‘a partial solution to the great and abiding Jewish problem’. 8 Although the championing of a homeland for European Jews has understandably attracted attention, Britain also had its eye on Palestine for its position in relation to the oilfields and as a terminus for a pipeline linking to the Mediterranean. This would save a journey of a thousand miles, planners later noted, and would give Britain ‘virtual control over the output of what may well prove to be one of the richest oil fields in the world’.

Partnerships with Monetary Investment are Welcome. We already have too many Ideas & Load of Time to Invest.

Investment is Human Resources capable of Implementation of Ideas.

Rhetoric work in Priceless ways. Thanks to all my ideals. Correct plantation of idea yields desired outcomes

A swipe file is filled with content ideas you could use but haven’t explored further. Your STAGE ×10 Framework is going to be housed in this swipe file as well. There are lots of tools you can use like Trello, Asana, Google Sheets, or a regular notebook. If you’re looking for an editorial planner, consider the CREATE Planner. That’s what I use to house my content ideas.

a planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.

Texas Instruments partnered with a company called Industrial Development Engineering Associates (IDEA) to produce the first commercial transistor radio in 1954. Soon after, Sony persuaded Japan’s powerful Ministry of Trade and Industry to let it invest $25,000 in a transistor license so the company could build its own transistor radios. First-year sales for the Texas Instruments/IDEA transistor radio were a disappointment. As a result, neither company was anxious to pursue the project further. However, because Sony faced a greater amount of existential risk—it had the attention of Japan’s powerful industrial planners, who would be anxious to see a return on the investment in a license—the company worked harder to sell the radios, which became a breakout export product. Although Texas Instruments didn’t directly profit from the radio, the product was a gateway to a much larger payoff.

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