Structure In Business Quotes

Organizational structure and management style are those two factors that we always forget to analyze when the performance of our businesses goes down.

Not just the organizational structure but the management style can also affect your business goals of success and growth.

You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.

I believe in the supreme worth of the individual and in his right to life, liberty and the pursuit of happiness. I believe that every right implies a responsibility; every opportunity, an obligation; every possession, a duty. I believe that the law was made for man and not man for the law; that government is the servant of the people and not their master. I believe in the dignity of labor, whether with head or hand; that the world owes no man a living but that it owes every man an opportunity to make a living. I believe that thrift is essential to well-ordered living and that economy is a prime requisite of a sound financial structure, whether in government, business or personal affairs. I believe that truth and justice are fundamental to an enduring social order. I believe in the sacredness of a promise, that a man's word should be as good as his bond, that character—not wealth or power or position—is of supreme worth. I believe that the rendering of useful service is the common duty of mankind and that only in the purifying fire of sacrifice is the dross of selfishness consumed and the greatness of the human soul set free. I believe in an all-wise and all-loving God, named by whatever name, and that the individual's highest fulfillment, greatest happiness and widest usefulness are to be found in living in harmony with His will. I believe that love is the greatest thing in the world; that it alone can overcome hate; that right can and will triumph over might.

With limited accountability, misaligned incentives, and lagging legislation, today’s governance systems and structures do not align with the sustainability of humanity or the planet that hosts us.

Yet on some level we do know the truth. We know that meat production is a messy business, but we choose not to know just how messy it is. We know that meat comes from an animal, but we choose not to connect the dots. And often, we eat animals and choose not to know we're even making a choice. Violent ideologies are structured so that it is not only possible, but inevitable, that we are aware of an unpleasant truth on one level while being oblivious to it on another. Common to all violent ideologies is this phenomenon of knowing without knowing.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

Hedge funds have made massive leveraged credit bets, knowing that their upside is billions in fees and their downside is millions in fees.

Marx understood well that the press was not merely a machine but a structure for discourse, which both rules out and insists upon certain kinds of content and, inevitably, a certain kind of audience.

You ask me what it means to be irrelevant? The feeling is akin to visiting your old house as a wandering ghost with unfinished business. Imagine going back: the structure is familiar ,but the door is now metal instead of wood,the walls have been painted a garish pink ,the easy chair you loved so much is gone .Your office is now the family room and your beloved bookcases have been replaced by a brand-new television set . This is your house,and it is not. And you are no longer relevant to this house , to its walls and doors and floors ; you are not seen .

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

Businesses are great structures for managing big projects. It’s like trying to develop the ability to walk without developing a skeleton. Once in a blue moon, you get an octopus, but for the most part, you get skeletons. Skeletons are good shit.

Parenthood always has its individual structure. And it’s a risky business. You do your best.

The names we use to describe personality traits - such as extrovert, high achiever, or paranoid - refer to the specific patterns people have used to structure their attantion. At the same party, the extrovert will seek out and enjoy interactions with others, the high achiever will look for useful business conacts, and the paranoid will be on guard for signs of danger he must avoid. Attention can be invested in innumerable ways, ways that can make life eihther rich or miserable.

Language and hearing are seated in the cerebral cortex, the folded gray matter that covers the first couple of millimeters of the outer brain like wrapping paper. When one experiences silence, absent even reading, the cerebral cortex typically rests. Meanwhile, deeper and more ancient brain structures seem to be activated--the subcortical zones. People who live busy, noisy lives are rarely granted access to these areas. Silence, it appears, is not the opposite of sound. It is another world altogether, literally offering a deeper level of thought, a journey to the bedrock of the self.

Then, in the 1980's, came the paroxysm of downsizing, and the very nature of the corporation was thrown into doubt. In what began almost as a fad and quickly matured into an unshakable habit, companies were 'restructuring,' 'reengineering,' and generally cutting as many jobs as possible, white collar as well as blue . . . The New York Times captured the new corporate order succintly in 1987, reporting that it 'eschews loyalty to workers, products, corporate structures, businesses, factories, communities, even the nation. All such allegiances are viewed as expendable under the new rules. With survival at stake, only market leadership, strong profits and a high stock price can be allowed to matter'.

Part One describes how McKinsey thinks about business problems. It shows what it means to be fact-based, structured, and hypothesis-driven.

Will and George were doing well in business, and Joe was writing letters home in rhymed verse and making as smart an attack on all the accepted verities as was healthful. Samuel wrote to Joe, sayings, "I would be disappointed if you had not become an atheist, and I read pleasantly that you have, in your age and wisdom, accepted agnosticism the way you'd take a cookie on a full stomach. But I would ask you with all my understanding heart not to try to convert your mother. Your last letter only made her think you are not well. Your mother does not believe there are many ills uncurable by good strong soup. She puts your brave attack on the structure of our civilization down to a stomach ache. It worries her. Her faith is a mountain, and you, my son, haven't even got a shovel yet.

To speak in nature's language, we must prioritize bio-based structural materials; biopolymers. Biopolymers are natural polymers produced by the cells of living organisms. We're already utilizing them in products, pharma, and even in fashion. But to deploy them on the architectural scale, we need to invest in design and construction technologies that emulate their heirarchical properties by engineering real time chemical formation.

One of the reasons Wall Street had cooked up this new industry called structured finance was that its old-fashioned business was every day less profitable. The profits in stockbroking, along with those in the more conventional sorts of bond broking, had been squashed by Internet competition.

Princeton University recently did a study revealing what those of us paying attention already know all too well: The United States is, in scientifically proven fact, not a democracy. They concluded that the U.S. is controlled by economic elites.” This is a prominent idea that is becoming popular. The structural reason that voting is redundant is that through the funding of political parties, lobbying, and cronyism, corporations are able to ensure that their interests are prioritized above the needs of the electorate and that ideas that contravene their agenda don’t even make it into the sphere of public debate. Whoever you vote for, you’ll be voting for a party that represents a big-business agenda, not the will of the people.

A great example of Guiding Structure is the “Sterile Cockpit Rule” that the Federal Aviation Administration (FAA) instituted in 1981. Most airline accidents happen below ten thousand feet, where distractions can be deadly. Above ten thousand feet, pilots can talk about anything they want, but below ten thousand feet, the only discussion permitted is about information directly related to the flight in progress. By eliminating distractions, the Sterile Cockpit Rule reduces errors and accidents.

The crash did not cause the Depression: that was part of a far broader malaise. What it did was expose the weaknesses that underpinned the confidence and optimism of the 1920s - poor distribution of income, a weak banking structure and insufficient regulations, the economy's dependence on new consumer goods, the over-extension of industry and the Government's blind belief that promoting business interests would make America uniformly prosperous.

A person who doesn't have a structured way of writing their goals will experience disorder, even in the comfort zone.

The higher you go in the corporate structure, the smaller your balls become.

How is transformation built into your company’s corporate structure? This is an important question to answer if you want the company to remain relevant throughout market changes.

For out of this modern civilization economic royalists carved new dynasties. New kingdoms were built upon concentration of control over material things. Through new uses of corporations, banks and securities, new machinery of industry and agriculture, of labor and capital—all undreamed of by the fathers—the whole structure of modern life was impressed into this royal service. There was no place among this royalty for our many thousands of small business men and merchants who sought to make a worthy use of the American system of initiative and profit. They were no more free than the worker or the farmer. Even honest and progressive-minded men of wealth, aware of their obligation to their generation, could never know just where they fitted into this dynastic scheme of things. It was natural and perhaps human that the privileged princes of these new economic dynasties, thirsting for power, reached out for control over Government itself. They created a new despotism and wrapped it in the robes of legal sanction. In its service new mercenaries sought to regiment the people, their labor, and their property.

The new business model for America is clearly recognizable. Its dominant feature is the merger of government, real estate, and commerce into a single structure, tightly controlled at the top. It is the same model used in Soviet Russia, Nazi Germany, Fascist Italy, and Communist China.

The contentment of innumerable people can be destroyed in a generation by the withering touch of our civilisation; the local market is flooded by a production in quantity with which the responsible maker of art cannot complete; the vocational structure of society, with all its guild organisation and standards of workmanship, is undermined; the artist is robbed of his art and forced to find himself a "job"; until finally the ancient society is industrialised and reduced to the level of such societies as ours in which business takes precedence of life. Can one wonder that Western nations are feared and hated by other people, not alone for obvious political or economic reasons, but even more profoundly and instinctively for spiritual reasons?

We must be committed to holding on to nothing but the truth. We must decide that if the truth inside us can burn a belief, a family structure, a business, a religion, an industry—it should have become ashes yesterday.

Refinancing options are considered to optimize a business's financial structure, potentially lowering interest costs and improving overall financial health. But it has to be to the advantage of both the borrower and the lender.

In education, we need to begin paying attention to matters routinely ignored. We spend long hours trying to teach a variety of courses on, say, the structure of government or the structure of the amoeba. But how much effort goes into studying the structure of everyday life — the way time is allocated, the personal uses of money, the places to go for help in a society exploding with complexity? We take for granted that young people already know their way around our social structure. In fact, most have only the dimmest image of the way the world of work or business is organized. Most students have no conception of the architecture of their own city's economy, or the way the local bureaucracy operates, or the place to go to lodge a complaint against a merchant. Most do not even understand how their own schools — even universities — are structured, let alone how much structures are changing under the impact of the Third Wave.

CS Business models with a multi-sided platform pattern have a distinct structure. They have two or more customer segments, each of which has its own Value Proposition and associated Revenue Stream. Moreover, one Customer Segment cannot exist without the others.

We knew well how much these people were paying for cocaine - and that the more coke cost, the more people wanted it. We applied the same market plan to our budding catering operation, along with a similar pricing structure, and business was suddenly very, very, good.

As regards structure, comedy has come a long way since Shakespeare, who in his festive conclusions could pair off any old shit and any old fudge-brained slag (see Claudio and Hero in Much Ado) and get away with it. But the final kiss no longer symbolizes anything and well-oiled nuptials have ceased to be a plausible image of desire. That kiss is now the beginning of the comic action, not the end that promises another beginning from which the audience is prepared to exclude itself. All right? We have got into the habit of going further and further beyond the happy-ever-more promise: relationships in decay, aftermaths, but with everyone being told a thing or two about themselves, busy learning from their mistakes. So, in the following phase, with the obstructive elements out of the way (DeForest, Gloria) and the consummation in sight, the comic action would have been due to end, happily. But who is going to believe that any more?

We must look for faith (in anything: God or the self or other people or politics or beauty or just about anything else) and structure. We must help the disenfranchised whose suffering undermines so much of the world’s joy—for the sake both of those huddled masses and of the privileged people who lack profound motivation in their own lives. We must practice the business of love, and we must teach it too.

Coz it’s big business, baby, and its smile is hideous. Top-down violence. Structural viciousness. Your kids are doped up on prescriptions and sedatives. But don’t worry 'bout that, man, Worry 'bout terrorists. The water level's rising! The water level's rising! The animals - the polar bears the elephants are dying. STOP CRYING START BUYING!! But what about the oil spill? Shh. No one likes a party-pooping spoilsport. Massacres massacres massacres/new shoes ghettoised children murdered in daylight by those employed to protect them. Porn live-streamed to your pre-teens bedrooms. Glass ceiling. No headroom. Half a generation live beneath the breadline - oh but it's Happy Hour on the high street! - Europe is Lost

The distribution of wealth and income is primarily the role and responsibility and freedom of individual people and businesses through their voluntary economic interaction with other people and businesses. And their voluntary exchange of economic value through products, services, and ideas. In this way, social mobility is maximized and a fluid class structure allows for both upward and downward economic movements; this is social justice.

Habits never really disappear. They’re encoded into the structures of our brain, and that’s a huge advantage for us, because it would be awful if we had to relearn how to drive after every vacation. The problem is that your brain can’t tell the difference between bad and good habits, and so if you have a bad one, it’s always lurking there, waiting for the right cues and rewards. This explains why it’s so hard to create exercise habits, for instance, or change what we eat. Once we develop a routine of sitting on the couch, rather than running, or snacking whenever we pass a doughnut box, those patterns always remain inside our heads. By the same rule, though, if we learn to create new neurological routines that overpower those behaviors—if we take control of the habit loop—we can force those bad tendencies into the background, just as Lisa Allen did after her Cairo trip. And once someone creates a new pattern, studies have demonstrated, going for a jog or ignoring the doughnuts becomes as automatic as any other habit.

He eventually became an executive for a firm. This meant that he actually executed persons with showers of legal documents proving that they owed him quantities of money which they did not have. 'Firm' actually means the manufacture of useless objects which people are foolish enough to buy. The firmer the firm the more senseless talk is needed to prevent anyone noticing the unsafe structure of the business. Sometimes these firms actually sell nothing at all for a lot of money, like 'Life Insurance', a pretense that it is a soothing and useful event to have a violent and painful death.

If you focus on changing or cultivating keystone habits, you can cause widespread shifts. However, identifying keystone habits is tricky. To find them, you have to know where to look. Detecting keystone habits means searching out certain characteristics. Keystone habits offer what is known within academic literature as “small wins.” They help other habits to flourish by creating new structures, and they establish cultures where change becomes contagious. But as O’Neill and countless others have found, crossing the gap between understanding those principles and using them requires a bit of ingenuity.

…for many people, a job is crucial psychologically, over and above the paycheck. By making clear demands on their time and energy, it provides an element of structure around which the rest of their lives can be organized.”2 The operative word here is clear. Documentation provides the clarity structure needs if it is to be meaningful to your people.

... you will transform your ability to produce consistent and spectacular entrepreneurial results. You must create a foundational schedule that adds structure and intentionality to your days and weeks. A foundational schedule is a pre-determined, recurring schedule that is made up of focused time blocks dedicated to your highest priority activities.

one key element of a wonderful business: the cost structure.

But for those that have not already attained mastery, structure and doctrine are needed because formlessness is useless to the beginner.

Our politicians tell us we are free, even though most governments take over 50% of what we earn. They claim we get services that we need for our hard-earned money, even though we could buy the same services at half the price from the private sector. Today, we ridicule the slave-owners' claim that they "gave back" to their slaves by housing, clothing, feeding them, and bestowing upon them the "benefits" of civilization instead of leaving them in their native state. We see this as a self-serving justification for exploitation. In the future, we will view being forcibly taxed to pay for things we don't want, such as bombs for the Middle East, subsidies for tobacco, other people's abortions, regulations that put small businesses out of business, prisons for people trying to feel good, keeping life-saving medications out of the hands of dying people, etc., as taking away our freedom. When even a small portion of our lives is spent enslaved, that part tends to dominate the rest of our time. If we don't put our servitude first as we structure the remainder of our lives, our masters will make sure we regret it. How much freedom do we need to survive and how much do we need to thrive?

Success requires planning, structure, and consistency. If you step out into the world armed with only a vision, enthusiasm, and good vibes—you will encounter every challenge imaginable on the way to attain it.

Will you be encountering each other for the first time through this communication, or do you have an established relationship? Do they already trust you as an expert, or do you need to work to establish credibility? These are important considerations when it comes to determining how to structure your communication and whether and when to use data, and may impact the order and flow of the overall story you aim to tell.

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

The marches in Albany concentrated on city hall where they had little leverage and no votes. “All of our marches in Albany,” said Martin, “were to the city hall trying to make them negotiate, where if we had centered our protests at the businesses in the city, [we could have] made the merchants negotiate. And if you can pull them around, you pull the political power structure because the political power structure listens to the economic power structure.

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.

It would probably be wiser to nail up over the door of the new quantum theory a notice, 'Structural alterations in progress - No admittance except on business', and particularly to warn the doorkeeper to keep out prying philosophers.

Sleepwalking is an odd outgrowth of a normal aspect of how our brains work while we slumber. Most of the time, as our bodies move in and out of different phases of rest, our most primitive neurological structure—the brain stem—paralyzes

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

One of the central tenets of the Western worldview is that one should always be engaged in some kind of outward task. Thus, the Westerner structures his time—including, sometimes, even his leisure time—as a series of discrete programmed activities which he must submit to in order to tick off from an actual or virtual list. One need only observe the expression on his face as he ploughs through yet another family outing, cultural event, or gruelling exercise routine to realise that his aim in life is not so much to live in the present moment as it is to work down a never-ending list. If one asks him how he is doing, he is most likely to respond with an artificial smile, and something along the lines of, ‘Fine, thank you – very busy of course!’ In many cases, he is not fine at all, but confused, exhausted, and fundamentally unhappy. In contrast, most people living in a country such as Kenya in Africa do not share in the Western worldview that it is noble or worthwhile to spend all of one’s time rushing around from one task to the next. When Westerners go to Kenya and do as they are wont to do, they are met with peels of laughter and cries of ‘mzungu’, which is Swahili for ‘Westerner’. The literal translation of ‘mzungu’ is ‘one who moves around’, ‘to go round and round’, or ‘to turn around in circles’.

When we let ourselves feel, our inner self transforms. When we act upon our Knowing and imagination, our outer worlds transform. Living from the worlds within us will change our outer worlds. Here's the rub: Destruction is essential to construction. If we want to build the new, we must be willing to let the old burn. We must be committed to holding on to nothing but the truth. We must decide that if the truth inside us can burn a belief, a family structure, a business, a religion, an industry--it should have become ashes yesterday.

We know this because finding an apartment belongs to a class of mathematical problems known as “optimal stopping” problems. The 37% rule defines a simple series of steps—what computer scientists call an “algorithm”—for solving these problems. And as it turns out, apartment hunting is just one of the ways that optimal stopping rears its head in daily life. Committing to or forgoing a succession of options is a structure that appears in life again and again, in slightly different incarnations. How many times to circle the block before pulling into a parking space? How far to push your luck with a risky business venture before cashing out? How long to hold out for a better offer on that house or car? The same challenge also appears in an even more fraught setting: dating. Optimal stopping is the science of serial monogamy.

In actual fact it would seem that during the Cold War, if not during World War II, this country has become frankly a warfare state built on affluence, a power structure in which the interests of big business, the obsessions of the military, and the phobias of political extremists both dominate and dictate our national policy. It also seems that the people of the country are by and large reduced to passivity, confusion, resentment, frustration, thoughtlessness and ignorance, so that they blindly follow any line that is unraveled for them by the mass media.

The company that employed me strived only to serve up the cheapest fare that its customers would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all our efforts were tacitly supposed to achieve: the ultimate product – Nothing. And for this product they would command the ultimate price – Everything. This market strategy would then go on until one day, among the world-wide ruins of derelict factories and warehouses and office buildings, there stood only a single, shining, windowless structure with no entrance and no exit. Inside would be – will be – only a dense network of computers calculating profits. Outside will be tribes of savage vagrants with no comprehension of the nature or purpose of the shining, windowless structure. Perhaps they will worship it as a god. Perhaps they will try to destroy it, their primitive armory proving wholly ineffectual against the smooth and impervious walls of the structure, upon which not even a scratch can be inflicted.

Anxious behaviour is rewarded in our culture. Being high strung, wound up, frenetic and soooo busy has cachet. I ask someone, “How are you?” and even if they’re kicking back in a caravan park in the outback with a beer watching the sunset, their default response is, “Gosh, so busy, out of control, crazy times.” And they wear it as a badge of honour. This means that many of us deny we have a problem and keep going and going. Indeed, the more anxious we are, the more we have to convince ourselves we don’t have a problem. This is ironic, or paradoxical. And it seems awfully cruel.

I want you to go out and buy yourself a lighter or a good box of matches. If they are matches, it is nice for them to be strike-anywhere matches. Those are the best kind. The lighter does not have to be a very nice one. In fact, it should be fairly nondescript, if possible. You will keep it in your pocket as a sort of token. Stick your hand in there now and then as you go around and remember: all the buildings that exist, all the grand structures of wealth and power, they remain standing because you permit them to remain. With this little lick of flame in your pocket, with this little gift of Prometheus, you can reduce everyone to a sort of grim equality. All those who ride on the high horse may be made to walk. Therefore, when you are at the bank and the bank manager speaks roughly to you, when you are denied entrance to a restaurant or other place of business, when you are made to work longer than you should need to, when you are driven out of your own little dwelling and made to live in the street, reach into your pocket, caress your own little vehicle of flame, and feel the comfort there. We shall set fires—and when we set them, we shall know why.

every moment. The implications of this new story to our understanding of life and the design of our society are extraordinary. If a quantum field holds us all together in its invisible web, we will have to rethink our definitions of ourselves and what exactly it is to be human. If we are in constant and instantaneous dialogue with our environment, if all the information from the cosmos flows through our pores at every moment, then our current notion of our human potential is only a glimmer of what it should be. If we’re not separate, we can no longer think in terms of “winning” and “losing.” We need to redefine what we designate as “me” and “not-me,” and reform the way that we interact with other human beings, practice business, and view time and space. We have to reconsider how we choose and carry out our work, structure our communities, and bring up our children. We have to imagine another way to live,

I went to the room in Great Jones Street, a small crooked room, cold as a penny, looking out on warehouses, trucks and rubble. There was snow on the windowledge. Some rags and an unloved ruffled shirt of mine had been stuffed into places where the window frame was warped and cold air entered. The refrigerator was unplugged, full of record albums, tapes, and old magazines. I went to the sink and turned on both taps all the way, drawing an intermittent trickle. Least is best. I tried the radio, picking up AM only at the top of the dial, FM not at all." The industrial loft buildings along Great Jones seemed misproportioned, broad structures half as tall as they should have been, as if deprived of light by the great skyscraper ranges to the north and south." Transparanoia owns this building," he said. She wanted to be lead singer in a coke-snorting hard-rock band but was prepared to be content beating a tambourine at studio parties. Her mind was exceptional, a fact she preferred to ignore. All she desired was the brute electricity of that sound. To make the men who made it. To keep moving. To forget everything. To be that sound. That was the only tide she heeded. She wanted to exist as music does, nowhere, beyond maps of language. Opal knew almost every important figure in the business, in the culture, in the various subcultures. But she had no talent as a performer, not the slightest, and so drifted along the jet trajectories from band to band, keeping near the fervers of her love, that obliterating sound, until we met eventually in Mexico, in somebody's sister's bed, where the tiny surprise of her name, dropping like a pebble on chrome, brought our incoherent night to proper conclusion, the first of all the rest, transactions in reciprocal tourism. She was beautiful in a neutral way, emitting no light, defining herself in terms of attrition, a skinny thing, near blond, far beyond recall from the hard-edged rhythms of her life, Southwestern woman, hard to remember and forget...There was never a moment between us that did not measure the extent of our true connection. To go harder, take more, die first.

If you want to stop smoking, ask yourself, do you do it because you love nicotine, or because it provides a burst of stimulation, a structure to your day, a way to socialize? If you smoke because you need stimulation, studies indicate that some caffeine in the afternoon can increase the odds you’ll quit. More than three dozen studies of former smokers have found that identifying the cues and rewards they associate with cigarettes, and then choosing new routines that provide similar payoffs—a piece of Nicorette, a quick series of push-ups, or simply taking a few minutes to stretch and relax—makes it more likely they will quit.3.28

Capital’s interests lie in paying the worker as little as possible and in preventing him from exercising control over the process of production, while the worker wants to be paid as much as possible and to exercise greater control over production. This simple structural antagonism is the basis for the whole history of the labor movement, the continual confrontations, the unions and union-busting, the private armies deployed to break up strikes, the government suppression of labor parties, the revolutionary social movements, the constant and pervasive stream of business propaganda, and the periodic bursts of cooperative economic activity among the ranks of labor. At the same time, the vicissitudes of the capitalist economy leave many people unemployed at any given time, unable to find work because their skills and needs are not valued or because of insufficient investment in their geographical or professional area, or because of outsourcing to countries where labor is cheaper, or for other reasons.

We do have a grand strategy,” says Zeese, who was the spokesman for Ralph Nader’s 2004 presidential campaign. “Nonviolent movements shift power by attacking the columns that hold the power structure in place. Those columns are the military, police, media, business, workers, youth, faith groups, NGOs, and civil servants. Every time we deal with the police, we have that in mind. The goal is not to hit them, hit them, hit them, and weaken them. The goal is to pull people from those columns to our side. We want the police to know that we understand they’re not the 1 percent. The goal is not to get every police officer, but to get enough police so that you have a division.

And when the ocean starts rising to the level of whatever building they're in and whatever floor they're on as they write their editorials, yeah, then they'll agree that there's a greenhouse effect and we'd better do something about it. Sure, no matter how lunatic people are, at some point or other they're going to realize that these problems exist, and they are approaching fast. It's just that the next thing they'll ask is, "So how can we make some money off it?" In fact, anybody in business who didn't ask that question would find themselves out of business—just because that's the way that capitalist institutions work. I mean, if some executive came along and said," I'm not going to look at it that way, I'm going to do things differently," well, they'd get replaced by someone who would try to make more money off it―because these are simply institutional facts, these are facts about the structure of the institutions. And if you don't like them, and I don't, then you're going to have to change the institutions. There really is no other way.

Our world no longer hears God because it is constantly speaking, at a devastating speed and volume, in order to say nothing. Modern civilization does not know how to be quiet. It holds forth in an unending monologue. Postmodern society rejects the past and looks at the present as a cheap consumer object; it pictures the future in terms of an almost obsessive progress. Its dream, which has become a sad reality, will have been to lock silence away in a damp, dark dungeon. Thus there is a dictatorship of speech, a dictatorship of verbal emphasis. In this theater of shadows, nothing is left but a purulent wound of mechanical words, without perspective, without truth, and without foundation. Quite often “truth” is nothing more than the pure and misleading creation of the media, corroborated by fabricated images and testimonies. When that happens, the word of God fades away, inaccessible and inaudible. Postmodernity is an ongoing offense and aggression against the divine silence. From morning to evening, from evening to morning, silence no longer has any place at all; the noise tries to prevent God himself from speaking. In this hell of noise, man disintegrates and is lost; he is broken up into countless worries, fantasies, and fears. In order to get out of these depressing tunnels, he desperately awaits noise so that it will bring him a few consolations. Noise is a deceptive, addictive, and false tranquilizer. The tragedy of our world is never better summed up than in the fury of senseless noise that stubbornly hates silence. This age detests the things that silence brings us to: encounter, wonder, and kneeling before God. 75. Even in the schools, silence has disappeared. And yet how can anyone study in the midst of noise? How can you read in noise? How can you train your intellect in noise? How can you structure your thought and the contours of your interior being in noise? How can you be open to the mystery of God, to spiritual values, and to our human greatness in continual turmoil? Contemplative silence is a fragile little flame in the middle of a raging ocean. The fire of silence is weak because it is bothersome to a busy world.

We had better want the consequences of what we believe or disbelieve, because the consequences will come! . . . But how can a society set priorities if there are no basic standards? Are we to make our calculations using only the arithmetic of appetite? . . . The basic strands which have bound us together socially have begun to fray, and some of them have snapped. Even more pressure is then placed upon the remaining strands. The fact that the giving way is gradual will not prevent it from becoming total. . . . Given the tremendous asset that the family is, we must do all we can within constitutional constraints to protect it from predatory things like homosexuality and pornography. . . . Our whole republic rests upon the notion of “obedience to the unenforceable,” upon a tremendous emphasis on inner controls through self-discipline. . . . Different beliefs do make for different behaviors; what we think does affect our actions; concepts do have consequences. . . . Once society loses its capacity to declare that some things are wrong per se, then it finds itself forever building temporary defenses, revising rationales, drawing new lines—but forever falling back and losing its nerve. A society which permits anything will eventually lose everything! Take away a consciousness of eternity and see how differently time is spent. Take away an acknowledgement of divine design in the structure of life and then watch the mindless scurrying to redesign human systems to make life pain-free and pleasure-filled. Take away regard for the divinity in one’s neighbor, and watch the drop in our regard for his property. Take away basic moral standards and observe how quickly tolerance changes into permissiveness. Take away the sacred sense of belonging to a family or community, and observe how quickly citizens cease to care for big cities. Those of us who are business-oriented are quick to look for the bottom line in our endeavors. In the case of a value-free society, the bottom line is clear—the costs are prohibitive! A value-free society eventually imprisons its inhabitants. It also ends up doing indirectly what most of its inhabitants would never have agreed to do directly—at least initially. Can we turn such trends around? There is still a wealth of wisdom in the people of this good land, even though such wisdom is often mute and in search of leadership. People can often feel in their bones the wrongness of things, long before pollsters pick up such attitudes or before such attitudes are expressed in the ballot box. But it will take leadership and articulate assertion of basic values in all places and in personal behavior to back up such assertions. Even then, time and the tides are against us, so that courage will be a key ingredient. It will take the same kind of spunk the Spartans displayed at Thermopylae when they tenaciously held a small mountain pass against overwhelming numbers of Persians. The Persians could not dislodge the Spartans and sent emissaries forward to threaten what would happen if the Spartans did not surrender. The Spartans were told that if they did not give up, the Persians had so many archers in their army that they would darken the skies with their arrows. The Spartans said simply: “So much the better, we will fight in the shade!

If your product is shaving cream, you can use the headline, “The five things you’d better know about shaving and how many different ways it affects your body.” Plus, you can include tips on how to shave, the best ways to shave, and what every kid should know when it’s time to shave. Cover topics such as the structure of various shaving creams and the impact that shaving has on your skin. You could even give the history of shaving. When did it start? How did it start? Who started it? Get this: if you offer all this advice and plug that Web site every where you’re already promoting your product, the site becomes an information source that folks are going to send other folks to in order to get this information. So information-based marketing accelerates your reach and increases word-of-mouth

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

Each year about 600,000 start-ups are launched. Less than 0.5 percent attract VC. Of Inc. magazine's annual list of the 500 fastest growing companies in the United States assessed over a decade (1997–2007), less than 20 percent of companies were venture backed” - “62.4 percent of VC investments were completely lost while 3.1 percent of the investments accounted for 53 percent of the profits for roughly 600 investments

When one experiences silence, absent even reading, the cerebral cortex typically rests. Meanwhile, deeper and more ancient brain structures seem to be activated—the subcortical zones. People who live busy, noisy lives are rarely granted access to these areas. Silence, it appears, is not the opposite of sound. It is another world altogether, literally offering a deeper level of thought, a journey to the bedrock of the self.

Ronald Burt, a sociologist at the University of Chicago, has shown that innovation tends to occur in the structural holes between social groups. These could be the gaps between business functional units, teams that tend not to interact, or even the quiet person at the end of the conference table who never says anything. Burt has a delicious way of putting it: “People who stand near the holes in a social structure are at higher risk of having good ideas.

In the drastic, but brief, deflation of prices in 1920–1921 the United States did not complete the liquidation of inflated bank credit created during the War period: neither prices nor the structure of production and finance arrived at complete equilibrium relationships. The result was that the recovery following the immediate post-war depression rested on a foundation of prior inflation and upon a price level which could by no means be considered “normal.

Dogmatic theology is, by its very nature, unchangeable. The same can be said in regard to the spirit of the law. Law was and is to protect the past and present status of society and, by its very essence, must be very conservative, if not reactionary. Theology and law are both of them static by their nature. Philosophy, law and ethics, to be effective in a dynamic world must be dynamic; they must be made vital enough to keep pace with the progress of life and science. In recent civilization ethics, because controlled by theology and law, which are static, could not duly influence the dynamic, revolutionary progress of technic and the steadily changing conditions of life; and so we witness a tremendous downfall of morals in politics and business. Life progresses faster than our ideas, and so medieval ideas, methods and judgments are constantly applied to the conditions and problems of modern life. This discrepancy between facts and ideas is greatly responsible for the dividing of modern society into different warring classes, which do not understand each other. Medieval legalism and medieval morals- the basis of the old social structure-being by their nature conservative, reactionary, opposed to change, and thus becoming more and more unable to support the mighty social burden of the modern world, must be adjudged responsible in a large measure for the circumstances which made the World War inevitable.

But even though I loved being in water, I never enjoyed swim meets. It always seemed like they were imposing structure and stress on something that should have been freeing and fun. For example, going down a slide is awesome. But if you had to show up every day for slide practice at 7 A.M. and then compete against your best friend in slide competitions, while grown-ups screamed at you to slide better, until your friend won and you cried, slides would seem a lot less awesome. And yes, I cried after the 1994 breaststroke finals when the official said I lost even though technically I had a faster time. And yes, I was beaten by Steve Deppe. And yes, I just googled Steve Deppe and discovered he now runs a successful wealth management business in San Diego. And yes, his online corporate profile says, “As a former athlete, Steve continues to exercise daily, whether it’s lifting weights, running, swimming, or playing sports.” And yes, the fourth example he gave of “exercise” was “sports.” And yes, I just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I “just went out and bought goggles and a Speedo and went down to my local pool and didn’t leave until I swam a hundred laps, hoping that would be more laps than Steve Deppe swam today. BUT REALLY, WHO EVEN CARES ANYMORE, RIGHT??? NOT ME!!! IT’S NOT A COMPETITION, EVEN THOUGH I’M NOT EVEN MARRIED YET AND STEVE IS ALREADY “THE PROUD FATHER OF HIS DAUGHTER, CAMRYN.” PLUS, HE’S “AN AVID SPORTS FAN, WHO NEVER MISSES HIS FAVORITE TV SHOW, SPORTSCENTER.” WE GET IT STEVE, YOU FUCKING LOVE SPORTS!” Anyway.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

When two friends meet on the street and talk about the weather, don't we know that theirs isn't a conversation about the weather? What is being said? "I'm your friend. Let's take a minute out of our busy day and stand here in each other's presence and reaffirm that we are indeed friends." They might talk about sports, weather, shopping...anything. But the text is not the subtext. What is said and done is not what is thought and felt. The scene is not about what it seems to be about. Screen dialogue, therefore, must have the swing of everyday talk but content well above normal.

The people who have been known as PR experts—and still go by that title—have now turned into a combina- tion of publishers, reporters, and editors. We are publishers because we own media. We control the social media profiles and pages of our clients. We have their blogs and their websites. We are reporters because we have to fill up all those media chan- nels with relevant content. We are editors because that content has got to be created, designed, arranged, structured, and presented in the best way pos- sible so that it can be convincing, attention-grabbing, and—most important—efficient.

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

Peacekeeping is a soldier-intensive business in which the quality of troops matters as much as the quantity. It is not just soldiering under a different color helmet; it differs in kind from anything else soldiers do. The are medals and rewards (mainly, the satisfaction of saving lives), but there are also casualties. And no victories. It is not a risk -free enterprise. In Bosnia, mines, snipers, mountainous terrain, extreme weather conditions, and possible civil disturbances were major threats that had to be dealt with from the outset of the operation. Dag Hammarskjold once remarked, "Peacekeeping is a job not suited to soldiers, but a job only soldiers can do." Humanitarianism conflicts with peacekeeping and still more with peace enforcement. The threat of force, if it is to be effective, will sooner or later involve the use of force. For example, the same UN soldiers in Bosnia under a different command and mandate essentially turned belligerence into compliance over night, demonstrating that a credible threat of force can yield results. Unlike, UNPROFOR, the NATO-led Implementation Force was a military success and helped bring stability to the region and to provide an "environment of hope" in which a nation can be reborn. It is now up to a complex array of international civil agencies to assist in putting in place lasting structures for democratic government and the will of the international community to ensure a lasting peace.

One aspect of our fragmentation is the gaps between sectors of our cities and neighborhoods; businesses, schools, social service organizations, churches, government operate mostly in their own worlds. Each piece is working hard on its own purpose, but parallel effort added together does not make a community. Our communities are separated into silos; they are a collection of institutions and programs operating near one another but not overlapping or touching. This is important to understand because it is this dividedness that makes it so difficult to create a more positive or alternative future—especially in a culture that is much more interested in individuality and independence than in interdependence. The work is to overcome this fragmentation.

In a democratic society, presumably, the public business is carried on in conversation with the actual values of people who are the society. In a survey of North Carolinians in the 1970s, seventy-four percent agree with the statement: "Human rights come from God and not merely from laws." . . . North Carolinians may be more "traditional" than other Americans on these scores, although there is no reason to assume that. One suspects, rather, that there is among Americans a deep and widespread uneasiness about the denial of the obvious. The obvious is that, in some significant sense, this is, as the Supreme Court said in 1931, a Christian people. The popular intuition is that this fact ought, somehow, to make a difference. It is not an embarrassment to be denied or disguised. It is an inescapable part of what Bickel calls the "tradition of our society and of kindred societies that have gone before." Not only is it tradition in the sense of historic past; it is demonstrably the present source of moral vitalities by which we measure our virtues and hypocrisies. The notion that this is a secular society is relatively new. . . . In a democratic society, state and society must draw from the same moral well. In addition, because transcendence abhors a vacuum, the state that styles itself as secular will almost certainly succumb to secularism. Because government cannot help but make moral judgments of an ultimate nature, it must, if it has in principle excluded identifiable religion, make those judgments by "secular" reasoning that is given the force of religion. . . . More than that, the notion of the secular state can become the prelude to totalitarianism. That is, once religion is reduced to nothing more than privatized conscience, the public square has only two actors in it--the state and the individual. Religion as a mediating structure--a community that generates and transmits moral values--is no longer available as a countervailing force to the ambitions of the state. . . . No, the chief attack is upon the institutions that bear and promulgate belief in a transcendent reality by which the state can be called to judgment. Such institutions threaten the totalitarian proposition that everything is to be within the state, nothing is to be outside the state.

Suppose, by way of illustration, we isolate a relation between technological change and patterns of managerial organization in business firms. The expanding use of microchip technology, let us say, might be shown to be associated with a partial dissolution of more rigid forms of hierarchical authority. The ‘social force’ involved here is not like a force of nature. Causal generalizations in the social sciences always presume a typical ‘mix’ of intended and unintended consequence of action, on the basis of the rationalization of conduct, whether ‘carried’ on the level of discursive or of practical consciousness. Technological change is not something that occurs independently of the uses to which agents put technology, the characteristic modes of innovation, etc. It

like a stormy sea at best. 81. Making Cents of It All With over 1,500 projects under my belt as a freelancer and business owner, saying that I’ve experimented with pricing structures may be the understatement of the year. In my early years, nearly everything was based on a fixed bid. As my client list grew, I began landing some hourly gigs, retainers, and some dedicated resource structures. Each of these pricing structures has pros and cons, for you as a designer as well as for your client. Understanding these pricing structures, explaining them clearly to your clients, and choosing the right one for the job can make the difference between a blissful client experience and your worst nightmare. Fixed Bid Fixed-bid pricing is a set scope of work with a fixed price. You tell

Imagine sailors, who, far out at sea, transform the shape of their clumsy vessel from a more circular to a more fishlike one. They make use of some drifting timber, besides the timber of the old structure, to modify the skeleton and the hull of their vessel. But they cannot put the ship in dock in order to start from scratch. During their work they stay on the old structure and deal with heavy gales and thundering waves. In transforming their ship they take care that dangerous leakages do not occur. A new ship grows out of the old one, step by step—and while they are still building, the sailors may already be thinking of a new structure, and they will not always agree with one another. The whole business will go on in a way that we cannot even anticipate today. That is our fate.

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.

I felt as though the temple curtain had been drawn aside without warning and I, a goggle-eyed stranger somehow mistaken for an initiate, had been ushered into the sanctuary to witness the mystery of mysteries. I saw a phantasmagoria, a living tapestry of forms jeweled in minute detail. They danced together like guests at a rowdy wedding. They changed their shapes. Within themselves they juggled geometrical shards like the fragments in a kaleidoscope. They sent forth extensions of themselves like the flares of suns. Yet all their activity was obviously interrelated; each being's actions were in step with its neighbors'. They were like bees swarming: They obviously recognised each other and were communicating avidly, but it was impossible to know what they were saying. They enacted a pageant whose beauty awed me. As the lights came back on, the auditorium seemed dull and unreal.I'd been watching various kinds of ordinary cells going about their daily business, as seen through a microscope and recorded by the latest time-lapse movie techniques. The filmmaker frankly admitted that neither he nor anyone else knew just what the cells were doing, or how and why they were doing it. We biologists, especially during our formative years in school, spent most of our time dissecting dead animals and studying preparations of dead cells stained to make their structures more easily visible—"painted tombstones," as someone once called them. Of course, we all knew that life was more a process than a structure, but we tended to forget this, because a structure was so much easier to study. This film reminded me how far our static concepts still were from the actual business of living. As I thought how any one of those scintillating cells potentially could become a whole speckled frog or a person, I grew surer than ever that my work so far had disclosed only a few aspects of a process-control system as varied and widespread as life itself, of which we'd been ignorant until then.

We could also see birches in the woods beyond the thirteen-foot-high fences. And we could see women prisoners in the adjacent field; if the girls saw their mothers among them, they could throw their bread to them, hoping that they would not loft it back, as our rations were greater than anyone else's in the camp. We could see the labs we were taken to on Tuesdays and Thursdays and Saturdays, the two-story buildings of brick, but the rest of our view was limited. If someone had cause to pluck us up and take us somewhere, then there was more we might learn of Auschwitz, but otherwise, we did not see the section of camp called Canada, which featured a series of warehouses so overwhelmed with pillaged splendor that the prisoners named it after a country that represented wealth and luxury to them. Inside Canada's structures, our former possessions loomed in stacks: our spectacles, our coats, our instruments, our suitcases, all of it, even down to our teeth, our hair, anything that could be considered necessary to the business of being human. We did not see the sauna where inmates were stripped, or the little white farmhouse whose rooms were passed off as showers. We did not see the luxuriant headquarters of the SS, where parties took place, parties where the women of the Puff were brought in to dance and sit upon Nazi laps. We did not see, and so we believed we already knew the worst. We couldn't image the greatness of suffering, how artful and calculating it could be, how it could pluck off the members of a family, one after the other, or show an entire village the face of death in one fell swoop.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

How I Turned a Troubled Company into a Personal Fortune. How to ________ This is a simple, straightforward headline structure that works with any desirable benefit. “How to” are two of the most powerful words you can use in a headline. Examples: How to Collect from Social Security at Any Age. How to Win Friends and Influence People. How to Improve Telemarketers' Productivity — for Just $19.95. Secrets Of ________ The word secrets works well in headlines. Examples: Secrets of a Madison Ave. Maverick — “Contrarian Advertising.” Secrets of Four Champion Golfers. Thousands (Hundreds, Millions) Now ________ Even Though They ________ This is a “plural” version of the very first structure demonstrated in this collection of winning headlines. Examples: Thousands Now Play Even Though They Have “Clumsy Fingers.” Two Million People Owe Their Health to This Idea Even Though They Laughed at It. 138,000 Members of Your Profession Receive a Check from Us Every Month Even Though They Once Threw This Letter into the Wastebasket Warning: ________ Warning is a powerful, attention-getting word and can usually work for a headline tied to any sales letter using a problem-solution copy theme. Examples: Warning: Two-Thirds of the Middle Managers in Your Industry Will Lose Their Jobs in the Next 36 Months. Warning: Your “Corporate Shield” May Be Made of Tissue Paper — 9 Ways You Can Be Held Personally Liable for Your Business's Debts, Losses, or Lawsuits Give Me ________ and I'll ________ This structure simplifies the gist of any sales message: a promise. It truly telegraphs your offer, and if your offer is clear and good, this may be your best strategy. Examples: Give Me 5 Days and I'll Give You a Magnetic Personality. Give Me Just 1 Hour a Day and I'll Have You Speaking French Like “Pierre” in 1 Month. Give Me a Chance to Ask Seven Questions and I'll Prove You Are Wasting a Small Fortune on Your Advertising. ________ ways to ________ This is just the “how to” headline enhanced with an intriguing specific number. Examples: 101 Ways to Increase New Patient Flow. 17 Ways to Slash Your Equipment Maintenance Costs. Many of these example headlines are classics from very successful books, advertisements, sales letters, and brochures, obtained from a number of research sources. Some are from my own sales letters. Some were created for this book.

...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

If I as Pekwa Nicholas Mohlala take my family, my brothers and sisters, myself, and our children, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable small business. If I take my extended family both maternal and partenal, my aunts and uncles and my cousins, myself, and our children, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable medium business. If I take Ba Ga Mohlala family in general, including aunts, uncles, and grandchildren, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable Big Business business. If I take Banareng clan including aunts, uncles, and grandchildren, combined, we have all the resources, knowledge, skills, and capacity to run a successful, profitable, and sustainable multinational business. YET, we are not able to do that because of lack of unity, and the lack of unity is caused by selfishness and lack of trust. At the moment what we have is majority of successful independent individuals running their individual successful, profitable and sustainable small businesses and successful individuals pursuing their own fulfilling careers. If ever we want to succeed as families and one united clan, we need to start by addressing the issue of trust, and selfishness. Other than that, anything that we try to do to unite the family will fail. And to succeed in addressing the issue of trust, and selfishness, we must first start by acknowledging that we are related. We must start by living and helping oneanother as relatives, we must first start by creating platforms that will overtime make us to reestablish our genetic bond, and also to build platforms where we can do that. So, let us grab the opportunity to use existing platforms and build new ones, to participate, contribute positively, and add our brothers and sisters, our cousins, and other extended family members to those platforms as a way towards building unity, unity of purpose, purpose of reclaiming our glory and building a legacy. Unity of empowering ourself and our communities. Unity of building a successful and sustainable socioeconomic livelihood for ourselves and our communities. We will keep on preaching this gospel of being self sustainable as Ba Ga Mohlala and Banareng in general, until people start to stop and take notice, until people start listening and acting, we will keep on preaching this gospel of being self sustainable as Ba Ga Mohlala and Banareng in general, until people take it upon themselves and start organizing themselves around the issue of social and economic development as a family and as a clan, until people realize the importance of self sufficiency as a family and as a clan. In times of election, the media always keep on talking about the election machinery of the ruling parties in refence to branches of the ruling parties which are the power base of those ruling parties. Luckily as Ba Gs Mohlala, we also have Ba Ga Mohlala branches across the country as basic units in addition to family, and extended family units. So, let us use those structures as basic units and building blocks to build up Ba Ga Mohlala and Banareng to become successful forces which will play a role in socioeconomic sphere locally, regionally, provinvially, nationally, and internationally. To build Ba Ga Mohlala and Banareng to be a force to reckon with locally, provinvially, nationally, and internationally. The platforms are there, it is all up to us, the ball is in our court as a collective Ba Ga Mohlala and Banareng. It must become a norn and a duty to serve the family and the clan, it must become a honour to selflessly serve the family and the clan without expecting anything in return. ALUTA !!!!!!!! "Struggle of selfsuffiency must continue