Tuesday, November 22, 2022

long range forecasting (15)

  ── the realization that the lead-time for affecting the solution of the major problems facing the country was far longer than the time when the problem needed to be solved. 
 ── Were we moving into another ice age or will carbon dioxide buildup lead to global warning?
 ── what might we do that would be economically feasible today to deal with these problems tomorrow? 
 ── We lacked the tools to even talk intelligently about these longer term issues. 
 ── “Could we do a better job of very long range forecasting?” 
 ── a study of the future of the telephone company sponsored by AT&T for the period 1970 to 1985 AT&T’ cooperation with the study was excellent and the study turned out to be surprisingly accurate fifteen years later , suggesting that that it really is possible to use very long range planning.
 ── One of the early ideas of the Institute was to maintain quality control of forecasts.  
 ── The major value of a study is to be able to go back to find out what worked and what didn’t.
 ── show you what a 32-year-old forecast looks like in retrospect. 
 ── Thirty-two years ago I forecast that we would be shopping via a TV screen to a virtual department store. I described a number pad used to enter multilevel choices. For example in this paper the hypothetical buyer interested in buying a power drill might enter the virtual store comprising a set of departments. The user would first select the hardware department, which would be seen on the screen. Then, the user would select power tools, and those items would appear on the screen. Next, if the user selected power drills, they would be displayed with their description including price. Assuming that the user was still interested he or she might also select Consumer’s Union to look at the rating of competing tools.
 ── What is described is very much like Web TV.
 ── https://en.wikipedia.org/wiki/Streaming_television
 ── 
   ____________________________________

PAUL BARAN: An Interview Conducted by David Hochfelder, IEEE History Center, 24 October 1999

Interview #378 for the IEEE History Center, The Institute of Electrical and Electronics Engineers, Inc.

Institute For the Future, 1967+
Baran:

A number of us at RAND were struck by the realization that the lead-time for affecting the solution of the major problems facing the country was far longer than the time when the problem needed to be solved. For examples there were major questions just beginning to be raised about global change. Were we moving into another ice age or will carbon dioxide buildup lead to global warning? And, what might we do that would be economically feasible today to deal with these problems tomorrow? We lacked the tools to even talk intelligently about these longer term issues. “Could we do a better job of very long range forecasting?” Long range forecasting has historically been the domain of the soothsayer, and entrails reader, a highly disrespectable business at best. There were fewer fields of lower repute.

Our objective was to start by considering the basic process and methodology of longer range forecasting. We sought to consider likely futures, more realistically, and earlier in time. We obtained a small grant from the Ford Foundation to think about these issues. We soon became concerned about doing this work at RAND as RAND had a great reputation guarded by a powerfully effective review mechanism. What we planned to do could easily come to nothing. We didn’t know what would work and what wouldn’t work. In the interest of prudence, we chose to create an entirely new not for profit organization not in any way connected to RAND so that if the project was a failure, (and the probability of this being high), the venture could be quietly buried without leaving a negative mark on RAND’s reputation.

Hochfelder:

Right.

Baran:

We then set up the Institute for the Future, initially at Wesleyan University in Middletown, Connecticut with a few people from RAND, and from other places as well. Its initial President was Frank Davidson, a lawyer whose main interest was forming a consortium to build a tunnel under the English Channel. (As we know he finally did it, decades later.) He maintained an office in New York. And, we had a Vice President, Arnold Kramisch a former RAND physicist who kept an office in Washington. Lacking credibility we first gathered a distinguished Board of Trustees to provide enough instant respectability to allow us to be eligible for foundation, government and business support.

I initially wore two hats there, as a Senior Fellow doing research and as Treasurer as I was suspected of being the only one in the group who had balanced their checkbook. The organization groped to find out what worked and what didn’t with regard to very long range forecasting. The plan was to conduct studies for government, for industry and for foundations and then going back years later to see which tools worked and which did not to establish effectiveness.

One study that I did together with Andrew Lipinski, formerly at SRI, was a study of the future of the telephone company sponsored by AT&T for the period 1970 to 1985 AT&T’ cooperation with the study was excellent and the study turned out to be surprisingly accurate fifteen years later , suggesting that that it really is possible to use very long range planning.

The reader might be interested in why AT&T would ever allow me work on a study on their future after being at such odds with them five years earlier. Although I strongly disagreed with AT&T with regard to packet switching, in all our discussions, we wre able to maintaine a civil discourse and remained friends with many key people there in spite of our major disagreements.

After the Institute was set up in Connecticut I felt that I had accomplished my objective and wished to return to California. Since the AT&T study was not complete I planned to finish it in California and to do so I opened a small office in Menlo Park. Thirty-two years later, the Institute for the Future continues operation on Sand Hill Rd. in Menlo Park.

Forecasting Quality Control,1967+
Baran:

One of the early ideas of the Institute was to maintain quality control of forecasts. The major value of a study is to be able to go back to find out what worked and what didn’t. My first attempt as a forecasting paper for this purpose was written in late 1967, shortly before starting the Institute for the Future in 1968. I sent you (Hochfelder) a copy partially for your amusement and partially to show you what a 32-year-old forecast looks like in retrospect. This paper was presented at the 1967 Annual Meeting of the American Marketing Association, and is entitled, Marketing in the Year 2000.

Thirty-two years ago I forecast that we would be shopping via a TV screen to a virtual department store. I described a number pad used to enter multilevel choices. For example in this paper the hypothetical buyer interested in buying a power drill might enter the virtual store comprising a set of departments. The user would first select the hardware department, which would be seen on the screen. Then, the user would select power tools, and those items would appear on the screen. Next, if the user selected power drills, they would be displayed with their description including price. Assuming that the user was still interested he or she might also select Consumer’s Union to look at the rating of competing tools.

The paper went into the issue of “push” vs. “pull” selection and forecasts the technology allowing the world to move toward the “pull” selection process. What is described is very much like Web TV.

Hochfelder:

It’s pretty accurate.

Baran:

Frankly, I too was surprised when I dusted off this old paper to review its predictive accuracy as the Year 2000 would be coming up shortly. I mention this third of a Century old forecast for two reasons. The first is that it suggests that we can do a better job of long range forecasting than we realize. And, secondly that at least some of the applications appearing on today’s Internet were not completely anticipated.

I tapered out of the Institute for the Future over a few year period, doing a little consulting on and off. One task was a “D-Net.” Much of the work that the Institute was doing at that time was based on pencil and paper Delphi studies, invented by Drs. Olaf Helmer and Norm Dalkey of RAND. This is a parallel process in which iterative questioners are sent to experts and the feedback used to focus on areas of disagreement. Helmer’s idea was to try to automate this process on line. The conferencing software that existed at the time was a serial process as is Roberts Rules of Order. What was wanted was a parallel approach, including voice conferencing. The original software was done by Richard Miller and Dr. Hubert Lipinski. Later the work was extended by Dr. Jacques Vallee. The next generation was spun out by Heubert Lipinski as a commercial product which was later sold to Lotus and became Lotus Notes.

source:
   ____________________________________
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Thursday, September 1, 2022

satellite plutonium-238

 Charles Perrow, Normal accidents : living with high-risk technologies, 1999 [ ]

p.260
The third was in a navigational satellite sent up in 1964 that failed to achieve orbit when its rocket engine failed. It reentered the atmosphere over the Indian Ocean and distributed 1 kilogram of plutonium-238 about the earth. By 1970 it was estimated that about 95 percent of it had settled on the ground or the earth's waters. The accident was estimated to produce a three-fold increase over the amount of plutonium contamination produced by all atmospheric nuclear weapons testing.5  This received almost no publicity, in contrast to the breakup of a Soviet nuclear-powered satellite in 1978 and another one in 1983.  The first public mention of it may have been in a 1967 item in the journal Science.6 

   ( Normal accidents : living with high-risk technologies / Charles Perrow, 1. industrial accidents., 2. technology--risk assessment., 3. accident., HD7262  P55  1999, 363.1--dc21, 1999,  )
   ____________________________________

demographic, equity fund, redemption (?)

 Joshua M. Brown, Backstage wall street, 2012 
[p.102]
     In the modern era, no one has been more vocal about the inferiority of actively managed funds versus their passive peers than Vanguard's John Bogle.  Bogle's contrary (if biased) take on the actively managed fund industry is one of the few that has ever been heard above the cacophony of marketing noise.  There is one statistic that he and his faction want every investor to be aware of.  In his 1998 book 'Common Sense on Mutual Funds: New Imperatives for the Intelligent Investor,' we are told that around 80 percent of all mutual fund managers fail to even MEET the return of the S&P 5000 every year, let alone exceed it.  This inconvenient truth would be a dagger in the heart of the fund industry--if only the industry weren't so good at misdirecting our attention elsewhere.
     While it's true that the appeal of the mutual fund has diminished over the last 10 years, the industry is still very much alive and well. [...]

[p.108]
     The bottomline is that while the total assets under management at mutual fund companies has never been higher, it is unlikely to grow much from current levels ever again.  Demographics have a funny and unstoppable way of thwarting the best-laid plans of entire industries at time.

('backstage wall street : an insider's guide to knowing who to trust, who to run from, and how to maximize your investments', Joshua M. Brown (2012), copyright © 2012, [332.6097 Brown], )
(Brown, Joshua M.; 'backstage wall street', copyright © 2012, publisher McGraw-Hill Companies, [332.6097 Brown], p.102)
   ____________________________________
  Four Keys for Decoding

Four Perspectives (momentum, trend, cycle)
1. Fundamentals regress to the historical mean (financial markets) (Jeremy Grantham)
   1.5 the tendency for all bubbles to revert to the mean ~Jeremy Grantham
   1.7 the tendency to revert to the mean
2. What is unsustainable tends to stop (fiscal projections)
3. Demography is destiny (global aging) (Warren Buffet)
4. Generations and history have rhythems (the fourth turning???)

Neil Howe on Four Keys for Decoding America's Future
http://www.youtube.com/watch?v=PfcFhgVyNik
http://www.youtube.com/watch?v=PfcFhgVyNik

[p.371]
     There is a math concept called "reversion to the mean"; this states simply that an extreme event is likely to be followed by a less extreme event. This is not a law, only a probability .  . . .
     So just as it seemed that the virus would bring civilization to its knees, would do what the plague of the Middle Ages had done, the virus mutated toward its mean, toward the behavior of most influenza viruses. As time went on, it became less lethal.
     (The Great Influenza, the story of the deadliest pandemic in history, John M. Barry, © 2004, p.371)
   ____________________________________
[pp.107-108]
     As can be expected, the majority of the mutual fund households are headed by members of the baby-boomer generation.  They've been treated well by their involvement with funds over the years, at least until the year 2000 when the bull market in stocks that began in 1982 came to an abrupt and shocking end.  Even still, boomers make up 44 percent of fund-owning households, followed by the Gen Xers, who make up only 24 percent of the total. (44 + 24 = 68, 32?)  A big piece of the current mutual fund ownership pie consists of investors who first got involved with funds prior to 1990 (38 percent).  Another large chunk of holders (21 percent) first brought mutual funds during the "Irrational Exuberance" Era between 1995 and 1999.  Finally, 26 percent of fund investors have come in after the year 2000, and many of these have little or nothing to show for their purchases since stocks have essentially round-tripped during the last decade. (2012-2002)(38 + 21 + 26 = 85, 15?)
     And now, much to the chagrin of the fund complex (and thousands of Boston Red Sox fans, thankfully), this dynasty over the investment business is coming to an end.
     The fact that the boomers will be liquidating their equity funds over the next decades as they settle into retirement is lost on no one in the industry.  About 58 percent of mutual fund--owning heads of household are between 40 and 64, and the median is tilting further toward 64 with every passing day.  Boomers were the perfectly buy-and-hold, bread-and-butter investors that mutual funds lived off for the last three decades(30 years).  Fund families learned how to market to them and what make them tick.  And now they are going away.
     The first baby boomers were born in 1946 when the war ended and America
s sailors and soldiers came home filled with, well, let's just say SPIRIT.  If you add 65 years to 1946, you arrive at 2011--which means the first boomers have just started to hit retirement age now.  Beginning in January 2011, there were 10,000 boomers per day who started turning age 65.  This will continue until the year 2030 or when the robots enslave us, whichever comes first (I'm betting robots).
     According to statistics supplied before the U.S. House of Representatives by Vanguard's John Bogle, more then 30 percent of investors in their sixties(60s) have greater than 80 percent of their 401(k) invested in equities, most of which is through mutual funds.  The fund families will not be able to count on these assets for much longer, as required minimum distribution trigger redemption that our ongoing bear market couldn't.  <skip one sentence>  The mass exodus will leave no corner of the fund industry untouched.

('backstage wall street : an insider's guide to knowing who to trust, who to run from, and how to maximize your investments', Joshua M. Brown (2012), copyright © 2012, [332.6097 Brown], )
(Brown, Joshua M.; 'backstage wall street', copyright © 2012, publisher McGraw-Hill Companies, [332.6097 Brown], p.108, pp.107-108)
   ____________________________________
highly predictable nature of consumer spending based on a family's formation pattern 

United States and like regions formation of family pattern: 
   ● minimal spending as young adults, 
   ● increased spending while rearing children, 
   ● peaking their spending as their children leave home, and then 
   ● slowing spending during the last 15 years of working life (48-63) while saving more and preparing for retirement.

Name: Harry Dent, Author of 'The Great Crash Ahead' 
http://en.wikipedia.org/wiki/Harry_Dent

Dent says the combination of aging Baby Boomers exiting their big spending years and a shift toward debt reduction and austerity around the world will cause the economy to suffer another severe leg down, making it more difficult for the government and Federal Reserve to avert a new meltdown. He has not always been bearish. In 1993 he wrote The Great Boom Ahead.  ([ there is another layer to this in how the spending pattern was given a little push after the 2nd war, for the able-mind-and-body men and women that came back home and did not come back home to the United States, I shall not explore it here. ])

The basis of Dent's research is the highly predictable nature of consumer spending based on a family's formation pattern: minimal spending as young adults, increased spending while rearing children, peaking their spending as their children leave home, and then slowing spending during the last 15 years of working life (48-63) while saving more and preparing for retirement.

In Japan, Dent was using their peak of 45-50 year olds (1990–1994) as the beginning of a long slowdown. In the US, he used, and continues to use, the peak year for 48-year-olds, 2009, as the top of a long term growth pattern.

http://en.wikipedia.org/wiki/Spending_wave

Dent popularized the baby boomer spending wave theory.[1] According to him, after baby-boomers' children leave home, they begin paying down debt and saving for retirement, which means spending less. That means the stock-market would have plateaued between 2007 and 2009, and remain basically flat through the fourth quarter of 2011.
   ____________________________________
how is the market being prop up?
who are the people who replace the baby boomer? 
if the baby boomer generation is retiring, how large is the baby boomer generation?
by large, we mean the relative size in relation to the rest of the total population, the disposable asset and income
why an appreciation in asset price like a house or stocks or commercial organisations or ... is not called inflation
   ____________________________________

• ‘’Technological forecasting and social change‘’

Nathan Rosenberg, Inside the black box: technology and economics, 1982

pp.163-177
p.163
Chapter 8  Technical change in the commercial aircraft industry, 1925─1975
David C. Mowery and Nathan Rosenberg
 
p.163
this paper was originally published in ‘’Technological forecasting and social change‘’, 20, 1981, pp. 347─58.  It is a much condensed version of “Government policy and innovation in the commercial aircraft industry, 1925─75”, written with David C. Mowery to appear in Richard R. Nelson (ed.), ‘’Government and Technical Change: a cross-industry analysis‘’ (oxford: pergamon press, in press). 
“”─“”‘’•─“”
  (Inside the black box./ Nathan Rosenberg, 1. technological innovations., 2. technology─social aspects., HC79.T4R673   1982, 338'.06, first published 1982, )
··<---------------------------------------------------------------------------->

Thursday, May 26, 2022

rule of 150

 Alan Deutschman, Change or die : the three keys to change at work and in life, 2007

pp.111-115
p.111
Gore-Tex

In the late 1950s one of Douglas MacGregor's speeches about Theory Y had a strong influence on a man named Wilbert L. Gore, who went by “Bill”.  
Gore was an unlikely revolutionary.  Forty-five years old, he was a somewhat nerdy, quiet, humble man who lived in a small house in Newark, Delaware.
He had worked for 17 years as a chemical engineer at DuPont, but he was frustrated by the “authoritarian” nature of large companies, which he felt smothered creativity.
p.112
He realized that the car pool was the only place where people talked to one another freely without regard for the chain of command.  He also observed that when there was a crisis, the company created a task force and threw out the rules.  It was the only time when organizations took risks and made actual breakthroughs.  
Why, he wondered, should you have to wait for a crisis?
Why not just throw out the rules anyway?
And why not do away with hierarchy and ranks and titles while you're at it?
Why not create an organization where everyone could speak freely with anyone else?
p.112
   Bill and his wife, Genevieve, who was known as “Vieve”, decided to start their own company.  Many of their friends thought they were foolish.
They had five children to support, including two who were in college, and Bill was up for a big promotion to DuPont.
But they were motivated by creativity and achievement, not by security.
On January 1, 1958 ── their 23rd wedding anniversary ── they had dinner at home, and then Vieve said, “well, let's clear up the dishes and get to work.”
And that's how W. L. Gore & Associates was founded.
They mortgaged their house, withdrew four thousand dollars out of their saving, and raised extra capital from their bridge club.  
Their first few coworkers lived in their basement, accepting room and board instead of salaries.  
It's a classic story of an entrepreneurial venture in every way except one:  Even as W. L. Gore grew tremendously over the years, and even as it created one of the best-known brand names in America ── “Gore-Tex”, a plastic coating that makes clothing waterproof and windproof ── and even as it hired thousands of new workers and earned billions of dollars in annual sales, the company still has no bosses.

p.113
Bill Gore organized the company as though it were a bunch of car pools or task forces.  He made sure each of the manufacturing plants and office buildings had 150 people at most, which kept things small enough so that everyone could get to know one another, learn what everyone else was working on, and discover who had the skills and knowledge to get something accomplished, whether they were trying to solve a problem or create a new product.
   When I tell people that W. L. Gore has no bosses, they usually don't believe me, because the fact doesn't fit into their frames.  Our thinking is still dominated by Theory X and the idea that large companies can operate only on the military command-and-control model.  When people go to work at Gore, they're told how the place works, but it takes them a long time to grasp the reality.
   That's what happened to Diane Davidson.  Nothing in her 15 years of experience as a sales executive in the apparel industry prepared her for life in a company where there are no bosses or pyramids.
p.113
   “When I arrived at Gore, I didn't know who did what”, she said. “I wondered how anything got done here. It was driving me crazy.”  Like all new hires, Davidson was brought into the company by a “sponsor” who would serve as her mentor, not as her boss.  The sponor would be there whenever she asked for advice but would never evaluate her performance or make decisions about her pay or give her assignments or orders.  But she simply didn't know how to work without someone telling her what to do.
   “Who's my boss?” she kept asking.
   “Stop using the B-word”, her sponsor replied.
   As an experienced executive, Davidson assumed that Gore's talk was typical corporate euphemism rather than actual practice.

p.114
   “Secretly, there are bosses, right?” she asked.
   There weren't.  She eventually figured it out: “Your team is your boss, because you don't want to let them down. Everyone's your boss, and no one's yr boss.”
   What's more, Davidson saw that people didn't fit into standardized job descriptions.  They had all made different sets of “commitments” to their teams, often combining roles that remained segregated in different fiefdoms at conventional companies, such as sales, marketing, and product design.  It took months for Davidson to get to know all her teammakes and what they did ── and for them to get to know her and offer her responsibilities.  The “associates” at Gore all get to decide for themselves what new commitments they want to take on.  Individuals could design their roles to fit their own interests and strengths.  Everyone is supposed to be like an “amoeba” and take on a unique shape.  
They aren't forced into preconceived boxes or standardized niches.  At the end of the year a committee forms and reviews each associate's contribution and decides on salaries and bonuses, the same way it works at law firms.

p.114
   Davidson's experience is typical at Gore. “You join a team and you're an idiot”, says John Morgan, who has switched new teams five times throughout a 25-year tenure. “It takes 18 months to build credibility.  Early on, it's really frustrating.  In hindsight, it makes sense.  As a sponsor, I tell new hires, ‘Your job for the first six months is to get to know the team,’ but they have trouble believing it.”
   Gore is the only major American company that has put Theory Y into full effect, and its results have been extraordinary.  
pp.114-115
When Fortune publishes its ranking of the “best places to work in America”, Gore is always at the top of the list or very close to it.

Alan Deutschman, Change or die : the three keys to change at work and in life, 2007
   ____________________________________
Malcolm Gladwell., The tipping point: how little things can make a big difference, 2000, 2002

p.183
Crossing the 150 line is a small change that can make a big difference.

p.297
Gore associates, 183-187, 190-192
Gore-Tex apparel, 185

p.183
water-resistance Gore-Tex fabric, Glide dental floss, special insulating coatings for computer cables, a variety of sophisticated specialty cartridges, filter bags, tubes for the automobiles, semiconductor, pharmaceutical, and medical industries

p.184
Hutterites
Like them, he seems to have stumbled on the principle by trial and error.
“We found again and again that things get clumsy at a 150 (hundred and fifty),”

p.185
p.186
That's what Bill Gross was saying about his Hutterite community as well.

p.186
Jim Buckley, Gore

pp.183-187
p.183
Headquarters for the company is a low-slung, unpretentious red brick building.  
The “executive” offices are small, plainly furnished rooms, along a narrow corridor.  The corners of Gore buildings tend to be conference rooms or free space, so that no one can be said to have a more prestigious office.  

p.183
When I visited a Gore associate named Bob Hen, at one of the company's plants in Delaware, I tried, unsuccessfully, to get him to tell me what his position was.  I suspected, from the fact that he had been recommended to me, that he was one of the top executives.  But his office wasn't any bigger than anyone else's.

p.184
Gore has managed to create a small-company ethos so infectious and sticky that it has survived their growth into a billion-dollar company with thousands of employees.  And how did they do that?  By (among other things) adhering to the Rule of 150.

pp.184-185
Like them, he seems to have stumbled on the principle by trial and error.  “We found again and again that things get clumsy at a hundred and fifty”, he told an interviewer some years ago, so 150 employees per plant became the company goal.  In the electronic division of the company, that means that  no plant was built larger than 50,000 square feet, since there was almost no way to put many more than 150 people in a building that size.

p.185
“People used to ask me, how do you do your long-term planning”, Hen said. “And I'd say, that's easy, we put a hundred and fifty parking spaces in the lot, and when people start parking on the grass, we know it's time to build a new plant”.  That new plant doesn't have to be far away.  In Gore's home state of Deleware, for instance, the company has three plants within sight of each other.  In fact, the company has fifteen plants within a twelve-mile radius in Delaware and Maryland.  The building only have to be distinct enough to allow for an individual culture in each.  

p.185
“We've found that a parking ot is a big gap between buildings”, one longtime associate, Burt Chase, told me. “You've go to pick yourself up and walk across the lot, and that's a big effort. That's almost as much effort as it takes to get in your car and drive five miles. There's a lot of independence in just having a separate building.”  As Gore has grown in recent years, the company has undergone al almost constant process of division and redivision.  Other companies would just keep adding additions to the main plant, or extend a production line, or double shifts.  Gore tries to split up groups into smaller and smaller pieces.  When I visited Gore, for example, they had just divided their Gore-Tex apparel business into two groups, in order to get under the 150 limit.

p.185
The more fashion-oriented consumer business of boots and backpacks and hiking gear was going off on its own, leaving behind the institutional business tha makes Gore-Tex uniforms for firefighters and soldiers.

p.186
Gore doesn't need formal management structures in its small plants ── it doesn't need the usual layers of middle and upper management ── because in groups that small, informal personal relationships are more effective.  

p.186
“The pressure that comes to bear if we are not efficient at a plant, if we are not creating good earnings for the company, the peer pressure is unbelievable”, Jim Buckley, a long time associate of the firm, told me.  “This is what you get when you have small teams, where everybody knows everybody. Peer pressure is much more powerful than a concept of a boss.  Many, many times more powerful.  People want to to live up to what is expected of them.”

p.186
In a larger, conventional-sized manufacturing plant, Buckley said, you might get the same kind of pressures.  But they would work only within certain parts of the plant.  The advantage of a Gore plant is that every part of the process for designing and making and marketing a given product is subject to the same group scrutiny.  

pp.186-187

p.188
Perhaps most important, though, we store information with other people.  Couples do this automatically.  

p.188
Sure enough, the pairs who knew each other remembered substantially more items than those who didn't know each other.  Wegner argues that when people know each other well, they create an implicit joint memory system ── a transitive memeory system ── which is based on an understanding about who is best suited to remember what kinds of thing.

p.190
Daniel Wegner, University of Virginia psychologist
“When each person has group-acknowledged responsiblity for particular tasks and facts, greater efficiency is inevitable”, Wegner says. “Each domain handled by the fewest capable of doing so, and responsibility for the domains is continuous over time rather than intermittently assigned by circumstance.”

p.190
“It's not just do you know somebody.  It's do you really know them well enough that you know their skills and abilities and passions.  That's what you like, what you do, what you want to do, what you are truly good at.  Not, are you a nice person.”

p.190
it's knowing someone well enough to know what they know, and knowing them well enough so that you can trust them to know things in their specialty.  It's the re-creation, on an organization-wide level, of the kind of intimacy and trust that exists in a family.

p.191
“One of the immediate reactions we get when we talk to people is ‘Man, your system sounds chaotic. How in the devil can you do anything with no obvious authority?’  But it's no chaos.  It isn't a problem”, Burt Chase said.
“It's the advantage of understanding people's strengths.  It's knowing ── where can I get my best advice?  And if you have some knowledge about people, you can do that.”

p.191
  What Gore has created, in short, is an organized mechanism that makes it far easier for new ideas and information moving around the organization to tip ── to go from one person or one part of the group to entire group all at once.  That's the advantage of adhering to the Rule of 150.  You can exploit the bonds of memory and peer pressure.

  (The tipping point: how little things can make a big difference / by Malcolm Gladwell., 1. social psychology., 2. contagion (social psychology), 3. causation.
4. context effects (psychology), HM1033.G53  2000, 302──dc21, originally published in hardcover by Little, Brown and Company, March 2000, first back bay paperback edition, January 2002,  2000, 2002, )
   ____________________________________
Peter Bevelin, Seeking wisdom : from Darwin to Munger, 3rd edition, 2003, 2005, 2007

pp.132-133
   People's behavior may change when we change the scale of a group.  What works well in a group of one size may not work at all in a group of another size.  
Garrett Hardin illustrates this as he examines the religious Hutterite communities in the northwestern U.S.:

  As a colony grows in size, te propensity of the individual to claim a share of production “according to his needs” increases, while his eagerness to work “according to his ability” diminishes.  The effectiveness of the overseers (preachers or bosses) also diminishes.  Then, as shrinking increases, those less inclined to “goof off” begin to envy the brotherhood of drones, whem they presently join.

p.133
  The Hutterites learned that scale or the number of people in each decision unit is important.  Up to 150 people per colony, the system can be managed by the force of shame.  Above this size an appeal to conscience loses its effectiveness and individuals begin to need more than they contribute.  Studies show that groups of about 150 individuals are common in clans of hunter-gatherers, and military units.

Peter Bevelin, Seeking wisdom : from Darwin to Munger, 3rd edition, 2003, 2005, 2007
   ____________________________________
 << look up rule of 150 and put the URLs here >>
https://en.wikipedia.org/wiki/Dunbar%27s_number
 
Hutterites
https://en.wikipedia.org/wiki/Hutterites

Garrett Hardin
https://www.textise.net/showText.aspx?strURL=https://www.degruyter.com/document/doi/10.1515/til-2018-0028/html?lang=en#document-main-content

 Instead, he simply envisioned indigenous lands as an unbounded wilderness placed at the disposal of frontiersmen. Though he eventually acknowledged the existence of managed commons, he had little interest in community rules pertaining to resource exploitation. For him, these were simply moral norms which inevitably became ineffective after a community reached a certain level of population. He also took economists to task for failing to include in their analysis the true environmental and social costs of public decisions. Still, the famous example of the indigenous people of Northeastern Quebec illustrates a shortcoming of his analysis: community members did not act in total isolation from each other. On the contrary, communal norms could prevent an overexploitation of resources or allow for the adoption of corrective measures.
(??) communal norms could prevent an overexploitation of resources or allow for the adoption of corrective measures. (??)

Hutterite communities
   ____________________________________

Peter Senge, Art Kleiner, Charlotte Roberts, Richard Ross, George Roth, Bryan Smith, The dance of change : the challenge of sustaining momentus in learning organizations, (a fifth discipline resource), 1999

pp.411─412  
p.411
   At W. L. Gore, the manufacturers of Gore-Tex, the vision of “Freedom”, led to a single minimal rule called the “waterline” principle.  Employees envision their enterprise as a ship on which they all sail together.  If someone occasionally bores an accidentally hole above the ship's waterline, it's not calamitous; after all, innovation organizations must make allowances for some mistakes.  A hole below the waterline, however, could sink the ship.  Therefore the waterline principle states that on “any action that might seriously harm the success, the reputation, or the survival of the enterprise, the associate will consult with appropriate associates who might share the responsibility of taking this action.”  No other rule is necessary.

   (The dance of change : the challenge of sustaining momentus in learning organizations / Peter M. Senge ... [et al.]., 1. organizational learning., 2. organizational change., HD58.82.D36  1999, 658.4'06─DC21, a fifth discipline resource, 1999)
   ____________________________________

An AnandTech Interview with Jim Keller: 'The Laziest Person at Tesla'
by Dr. Ian Cutress on June 17, 2021 12:20 PM EST

IC: Would you say that engineers need more people skills these days? Because everything is complex, everything has separate abstraction layers, and if you want to work between them you have to have the fundamentals down.

JK: Now here’s the fundamental truth, people aren't getting any smarter. So people can't continue to work across more and more things - that's just dumb. But you do have to build tools and organizations that support people's ability to do complicated things. The VAX 8800 team was 150 people. But the team that built the first or second processor at Apple, the first big custom core, was 150 people. Now, the CAD tools are unbelievably better, and we use 1000s of computers to do simulations, plus we have tools that could place and route 2 million gates versus 200. So something has changed radically, but the number of people an engineer might talk to in a given day didn't change at all. If you have an engineer talk to more than five people a day, they'll lose their mind. So, some things are really constant.


IC: If you have more than 100 people, you need to split into two abstraction layers?

JK: Exactly. There are reasons for that, like human beings are really good at tracking. Your inner circle of friends is like 10-20 people, it's like a close family, and then there is this kind of 50 to 100 depending on how it's organized, that you can keep track of. But above that, you read everybody outside your group of 100 people as semi-strangers. So you have to have some different contracts about how you do it. Like when we built Zen, we had 200 people, and half the team at the front end and half the team at the back end. The interface between them was defined, and they didn't really have to talk to each other about the details behind the contract. That was important. Now they got along pretty good and they worked together, but they didn't constantly have to go back and forth across that boundary.
 

source:
   ____________________________________

Ori Brafman and Rod A. Beckstrom, The starfish and the spider, 2006         [ ]

p.5
   This book is about what happens when there's no one in charge. It's about what happens when there's no hierarchy. You'd think there would be disorder, even chaos. But in many arenas, a lack of traditional leadership is giving rise to powerful groups that are turning industry and society upside down.
   In short, there's a revolution raging all around us.

pp.6-7
   Decentralization has been lying around for thousands of years.

p.7
The absence of structure, leadership, and formal organization, once considered a weakness, has become a major asset. Seemingly chaotic groups have challenged and defeated established institutions. The rules of the game have changed.

p.37
The one thing that does remain constant is the recovery principle--the famous twelve steps. Because there is no one in charge, everyone is responsible for keeping themselves--and everyone else--track. Even seniority doesn't matter that much: you're always an alcoholic. You have a sponsor, like a Nant'an, but the sponsor doesn't lead by coercion; that person leads by example. And if you mess up and relapse or stop attending for a while, you're always welcome to come back. There's no application form, and nobody owns AA.

p.37
And if you mess up and relapse or stop attending for a while, you're always welcome to come back.

p.37
Members have always been able to directly help each other without asking permission or getting approval from Bill W. or anyone else. This quality enables open system to quickly adapt and respond.

p.42
We'll see this pattern repeat itself across different sectors and in different industries. We call this radical swing “the accordion principle”.  Over time, industries swing from being decentralized to centralized to decentralized and back again. In response to overcentralized industries or institutions, people rebel and create open starfish systems.

p.42
At the extreme of decentralization, we encounter a gray zone where a very loose collection of people have a surprising amount of power.

p.45
6th principle of decentralization: as industries become decentralized, overall profits decrease. Introduce starfish into the equation and wave good-bye to high profits. ([ profits is decentralized; being a decentralized starfish there is less ability to form a consortium to pool purchasing power to negotiate a better term ])

p.47
AA is found wherever a group of members chooses to meet.

p.65
   Craig responded: “The way craigslist runs is that people who use it post, and if they find something inappropriate they flag it for approval. So in a very day-to-day kind of way, the people who use the site run it. Also, in terms of policy, the categories we have almost 100 percent were generated by the people in the community. We tried to figure out what people were asking for, what was the consensus--what really worked--and we moved on that. I think that the initial idea over 10-plus years was mine. The rest of it was just listening to people and providing the infrastructure to that. Another thing is a culture of trust that works out really well.”
   Craig is right: there is sense of trust on the site.

p.71
It was just like the Nant'an: you follow someone--in this case, use their patch--because you respect their skills and you like the results you get, not because the boss told you to.

p.71
If your patches improved the original software in any way, and if enough people liked them, they would eventually be integrated into the main program.

p.87
Quaker meetings began in silence, and whichever congregant was moved to do so spoke for as long as he or she wanted. They believed that all people have an “inner light” and should be treated as equals, and they were therefore staunch opponents of slavery.

pp.88-101
LEG 1: Circles
   The only way for outsiders to join a circle, in fact, was to be taken in battle. But once brought into a circle, members were accepted as Apache--whether by birth, adoption, or capture. That's the thing about circles: once you join, you're an equal. It's then up to you to contribute to the best of your ability.
   As the norms of a circle develop, and as members spend more time together, something fascinating happens: they begin to trust one another.

LEG 2: The Catalyst
   The thing is, ammonia doesn't have any iron in it--it's made solely of hydrogen and nitrogen. The iron in this equation remains unchanged: it just facilitates the bonding of hydrogen and nitrogen in a certain way.
   Iron is a catalyst. In chemistry, a catalyst is any element or compound that initiates a reaction without fusing into that reaction.
   The catalyst is an inspirational figure who spurs others to action. Circles don't form on their own.
   A catalyst develops an idea, shares it with others, and leads by example.
   A catalyst is like the architect of a house: he's essential to the long-term structural integrity, but he doesn't move in.
   He wasn't interested in creating an empire under his control; he was focused on sparking a movement to end slavery.

LEG 3: Ideology
   Ideology is the glue that holds decentralized organization together.
   The Apaches held a common belief that they belonged on the land and deserved to be self-governing. Those few Apaches who didn't hold this ideology accepted the Spanish invitation to become farmers and integrate into a centralized system. But those who stayed with the tribe held firmly to the notion of independence. Anyone who interfered with that ideology--whether a Spaniard, a Mexican, or an American--became the enemy. The Apaches held to their ideology so strongly that they were willing to fight and sacrifice themselves for their cause.

LEG 4: The Preexisting Network
   The Quakers
   the Quakers gave the movement a platform
   Third, and most important, centralized organizations aren't set up to launch decentralized movements.
   ... slowly gained their trust and friendship.

LEG 5: The Champion
   A champion is relentless in promoting a new idea.
   Leor Jacobi
   Just ask the folks at the Berkeley post office in California--they're still talking about Leor Jacobi.
   Something about the way Leor spoke--his excitement or his charm--made everyone feel comfortable with him and interested in what he had to say.
   Champions are inherently hyperactive.

p.89
On the other hand, when circles take on more than 14 or so members, the bond breaks down. Members become more anonymous, and that opens the door to free-riding or destructive behavior. No longer does everyone have to pull their weight.

p.90
Being in the physical presence of other participants adds a dimension of closeness, and a sense of ownership emerges.

p.90
You own the experience and develop a sense of responsibility and belonging.

p.90
Instead of rules, they depend on norms.

p.113
Deborah Alvarez-Rodriguez
   Deborah had a crazy idea: take all the advocacy groups that were normally a thorn in the city's side and open her office doors to them, inviting them in.

p.113
Working side by side, people began to trust each other.  

p.113
She'd refuse to talk to organizations about concrete strategy and nuts and bolts. She'd tell them, “I'm not going to talk about programs or budgets. I'm not going to talk about any of that right now.” Instead, she asked the groups about “what keeps you up at night, what brings joy--tears of joy in your eyes. And I'll share that with you as well. I want to understand you as a person.” A catalyst's most important relationships are based on trust and understanding. Deborah “just knew that values were a stronger binding force than authority”. These conversations were difficult at first. “It was a little bit scary for everybody. It was a little bit scary for me. It required me to have a certain amount of vulnerability as a leader.”

p.114
Imagine having so much faith and trust in a community that you'd continue talking to them, let alone respecting them, after they'd burned your effigy.

p.128
To a catalyst, emotional connections come first. Once there's an emotional connection, then and only then is it time to brainstorm and talk strategy.

p.141
Nairobi, Kibera slum, Africa
The living conditions in Kibera are so harsh that the average life span is 38 years--and dropping.

p.141
We went inside several of these homes and for the first time in our lives fully realized what it's like to have absolutely nothing.

p.145
Ingrid Munro, a Swedish UN housing worker
Mama Ingrid
Jamii Bora Trust

p.152
the Americans gave the Nant'ans cattle:

p.152
The cows changed everything.

p.153
What cows were to the Apache, book sales became to AA.

pp.162-163
Pierre Omidyar
But then along came Pierre Omidyar, a computer programmer whose fiancée couldn't find anyplace to buy her favorite collectible, Pez dispensers. Like Shawn Fanning, the creator of Napster, Omidyar took matters into his own hands, never realizing the massive force he was about to unleash. The service, originally called “AuctionWeb” but soon renamed “eBay”, at first glance appeared similar on Onsale. But eBay had what seemed like a radical idea at the time. It allowed users to sell items directly to each other. It never took control of inventory and never served as an intermediary. After all, there was really no need to have a money-back guarantee for Pez dispensers.

p.163

p.164
Representing the first of two types of hybrid organizations, eBay is a centralized company that decentralized the customer experience.

pp.164-165
   A hybrid approach led to eBay's success, but it also created tensions. People are willing to trust one another when it comes to user rating, but in other situations they want the safeguards that are possible only with a command-and-control structure.

p.165
PayPal allows users to transfer funds to one another via a trusted intermediary.

p.165
“If you were to tell someone at PayPal that people are basically good, they'd laugh in your face. We've seen too many shenanigans.”

p.172
Because it depends on community input, the more people use Google, the more accurate it gets.
Because it depends on community input, the more people use Google, the more accurate it [should] gets.
Because it depends on community input, the more people use Google, the more accurate it [should] gets, [if that's how the algorithm works, meaning the more the users search, the more relevant (approriate (relating to the matter at hand)) the next search result should be; and then there is the stage (point) of diminishing return by demography, by life state, by category, by geography, by climate zone, by news media, by access to the Internetworking infrastructure, by electricity; ... ].

p.184
management is a function and a responsibility rather than a rank and privilege.

p.210
Ori Brafman
The stark differences between the Apache and Spanish approaches to battle proved a helpful historical model understanding the challenges facing military tacticians today.
   And that's exactly it. Once you're familiar with starfish concepts, it's hard not to see the patterns play out everywhere you look.

p.211
Rod A. Beckstrom
1) interest in social network and all other forms of decentralized networks

p.216
    Tom Nevins discusses decentralized features of the Apache in the introduction to Helge Ingstad, The Apache Indians: In Search of the Missing Tribe (Lincoln: University of Nebraska Press, 2004). We learned more about how the Apaches survived against the Spanish when we interviewed Nevins ourselves. He described how decentralized elements still define the Apaches. For instance, Nevins shared with us his observation that coming-of-age ceremonies for young women further decentralize Apache ties because new, flat connections between the young woman's family and other clans emerge. He also explained that the Apaches use a gift economy in which all members of a clan, including visitors such as Nevins, are expected to share resources.
    One fascinating book about the clash of cultures between Southwest American Indians and white settlers is Scott Zesch, The Captured: A True Story of Abduction by Indians on the Texas Frontier (New York: St. Martin's Press, 2004). Zesch's own ancestor was kidnapped as a child by a Native American group.

p.220
David Cooperrider
 Appreciative Inquiry, 1999
 Appreciative Inquiry Handbook, 2004
 edited by Daniel L. Cooperrider and Jane E. Dutton, Organizational Dimensions of Global Change, 1999

p.220
Peter Drucker, Concept of the Corporation, 1972, pp.xxiv, 61, where he explains the key decentralized features and power structure at GM.

p.220
Peter Drucker, The Frontiers of Management, 1986, pp.220-21, 224.

p.220
Charles O'Reilly, 1998 business case “New United Motors Manufacturing, Inc. (NUMMI),” for the board of trustees of Leland Stanford Junior University

   (Brafman, Ori, The starfish and the spider : the unstoppable power of leaderless organization / Ori Brafman and Rod A. Beckstrom., 1. decentralization in management., 2. organization behavior., 3. success in business., 2006, )
   ____________________________________

concentrated benefit over diffuse harm

 “If the database itself is false —— either from careless work or from intentional bias —— it poisons every conclusion which emerges from it. A false database causes innocent analysts of such data to fill the xxxxxxx journals and textbooks with un-knowledge. It renders all its users into agents of possibly deadly mis-information. . . .”
       ——Dr. John Gofman

concentrated benefit over diffuse harm

        Written by John W. Gofman and Egan O'Conner  *14

([ --> principle of concentrated benefit over diffuse harm <-- ])

            “The law of Concentrated Benefit over Diffuse Injury can be stated as follows:

                “A small, determined group, working energetically for its own narrow interests, can almost always impose an injustice upon a vastly larger group, provided that the larger group believes that the injury is "hypothetical," or distant-in-the-future, or real-but-small relative to the real-and-large cost of preventing it.  

                [...]

                “Many scholars have written about this extremely important axiom before —— it is not original with us. The fact that narrow special interests are always at work for their own benefit at the expense of others is not at all surprising, given human nature. And it is not surprising that the victims select what appears to be the strategy of least cost to themselves.
                “The surprising aspect is the failure of so many victims —— especially in peaceful democracies —— to appreciate the aggregate consequences which inevitably accrue, when each small injustice has such a high chance of prevailing.”    

*14  (
       http://www.ratical.org/radiation/CNR/CBoDI.html
         )
  <-------------------------------------------------------------------------->









consumer debt, saturation level, big picture

 Daniel Goleman, Working with emotional intelligence, 1998
hardcover
658.409
Goleman

p.297
Appliance sales a GE had slowed alarmingly, and the manager was dismayed.  Studying a chart showing a steady dip in sales, he and his colleagues realized the appliance division was having serious trouble with marketing.  The conversation quickly turned to seeking a solution.  Should they concentrate on pricing?  On advertising?  On some other change in marketing?
   Then some one from the company's financial services arm, GE Capital, displayed a chart showing that consumer debt was reaching saturation levels ── it wasn't that the company was failing in its marketing, but that people were having more trouble paying for big-ticket items like appliances.
   “Suddenly, everyone had a whole new angle on the problem”, one meeting attendee noted.  This fresh information led the discussion away from marketing to financing ── searching for ways to help customers pay for such a large purchase.1
   It was a moment when crucial information ── a look at the bigger picture ── arrived in time to avert the corporate equivalent of a minor shipwreck.

Daniel Goleman, Working with emotional intelligence, 1998
hardcover
658.409  Goleman
other books by Daniel Goleman
Emotional Intelligence;
Vital Lies, Simple Truth;
The Meditative Mind;
co-author, The Creative Spirit.
   ____________________________________
 
Americans are racking up debt at record rates. Consumer debt levels for March 2022 climbed by $52.4 billion, an annual increase of 14%, seasonally adjusted, according to Federal Reserve data released Friday.May 6, 2022
 
 
   ____________________________________
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Friday, April 29, 2022

principle of dependent origination

 
 An introduction to buddhism

An introduction to buddhism : teachings on the four noble truths, the eight verses on training the mind, and the lamp fo the path to enlightenment
by The Dalai Lama
translated by Thupten Jinpa

2004, 2003, 2018

pp.69-70
   Buddhists accept this third class of “extremely obscured” phenomena on the basis of the scriptural authority of the Buddha.  However, our acceptance of that authority is not a simplistic one.  We don't just say, “Oh, the Buddha was a very holy person and since he said this I believe it to be true”.  There are certain underlying principles involved in the Buddhist acceptance of scripture-based authority.  One of these is the principle of the four reliances, which is generally stated as follows:
   Rely on the teaching, not  on the person;
   Rely on the meaning, not on the word;
   Rely on the definitive meaning, not on the provisional;
   Rely on your wisdom mind, not on your ordinary mind.

pp.90-92
pp.92-93
p.90
We should not commit the error of thinking that there is some kind of universal emptiness, which is the ultimate nature of everything, is independent of everything, and yet exists out there in some plane in and of itself.
p.90
Emptiness can only be understood in relation to things and events, including sentient beings.

p.91
In essence, Nagarjun is saying that we arrive at an understanding of emptiness in relation to the very things and events that have a direct bearing on our experiences of suffering and happiness.

p.91
   As I mentioned earlier, many texts on emptiness state that the understanding of dependent origination is the most powerful means of arriving at the knowledge of emptiness.
When, as a result of engaging in deep meditation on emptiness, we fail to find the intrinsic reality of the object of our focus, we do not conclude from this that the object in question does not exist at all.
Instead, we deduce that since our critical analysis has failed to find the true, independent existence of the object, its existence or reality must be understood only as dependent origination.
Therefore, a genuine understanding of emptiness must really take place.  
The moment we reflect upon our understanding of the emptiness of inherent existence, that very understanding will indicate that things exist.  
It is almost as if when we hear the word “emptiness” we should instantly recognise its implication, which is that of existing by means of dependent origination.
([ existing by means of dependent origination ])
A genuine understanding of emptiness, therefore, is said to be that in which one understands emptiness in terms of dependent origination.   

p.92
Nagarjuna's response is to state that by “emptiness” we do not mean a mere nothingness; rather, by “emptiness” we mean dependent origination.
([ nearly all things exist by means of dependent origination ])
([ everything exists because of a prior cause ])
([ therefore, their existence is without independent origination ])
([ “emptiness” of independent origination. ])
([ devoid of independent origination. ])
([ lacking of independent origination. ])
([ dependent,  co-dependent, independent, inter dependent ])
In this way Nagarjuna's teaching on emptiness transcends the extremes of absolutism and nihilism.  By rejecting intrinsic, independent existence his view transcends absolutism; and by stating that things and events do exist, albeit as dependent originations, he transcends the extreme of nihilism.  
This transcendence of the two extremes of absolutism and nihilism represents the truth Middle Way.

“”─“”‘’•─“”
pp.92-93
   At this point it may be helpful to reflect a little on the different levels of meaning in the principle of dependent origination.  On one level dependent origination refers to the nature of things and events as understood  in term of their dependence upon causes and conditions.
On another level this dependence can be understood more in terms of mutual dependence.  For example, there is a mutuality of concepts between, say, long and short, in which something is posited as “long” in relation to something else that is “short”.  Similarly, things and events have both parts and a whole; the whole is constituted of the parts, and the parts are posited in relation to the whole.

principle of dependent origination.
 - dependence upon causes and conditions.
 - mutual dependence.
   - mutuality of concepts
     - long and short: “long” exist in relation to that which is “short”.
     - the whole is made up of the parts
     - parts exist in relation to the whole.
 - designations, appellations [1. a descriptive name or title: ...; 2. the act of naming.], labels, and so on.
   - a label or a name
 - these three levels of meaning in the principle of dependent origination pervade the entire spectrum of reality.
p.93
   On another level still, the principle of dependent origination relates to the subject, which is the conceptual mind that creates designations, appellations, labels, and so on.  As we have briefly discussed before, when we give something a label or a name we generally tend to assume that the labelled object has some kind of true, independent existence.  Yet when we search for the true existence or esssence of the thing in question, we always fail to find it.
Our conclusion, therefore, is that while things do exist on the conventional level, they do not possess ultimate, objective reality.  
Rather, their existence can only be posited as a mere appellation, designation, or label.  According to Nagarjuna, these three levels of meaning in the principle of dependent origination pervade the entire spectrum of reality.  

An introduction to buddhism : teachings on the four noble truths, the eight verses on training the mind, and the lamp fo the path to enlightenment
   The Dalai Lama
translated by Thupten Jinpa
2004, 2003, 2018
   ____________________________________
do not believe me when I said I attain it
instead use whatever method I teach, from what I have attain, and if you find them helpful and liberating, then you can come to believe in what I am saying

don't believe
don't just believe in me because I claim I am a Buddha,
never follow people who set themselves up as authority, including me
you can not realize this yourself by folowing him, in some dependence way,
as an authority, believing in that

In order to discover it, you have to understand  it, you have to experience it, that's the methodology
 
source:
  Robert A. F. Thurman
  Buddhism, DVD, 1999
  Tibet House, New York
   ____________________________________
“dependent origination”
“causal interdependence.”
[Pratītyasamutpāda][all things is dependence upon other things]
everything exists because of a prior cause.
Everything effects everything else.  We are part of this system.
this process of dependent origination—causal relationships effected by everything that happens around us

 Things don’t just happen. There is a combination of causes and conditions that is necessary for things to happen. This is really important in terms of our inner experience. It is not unusual to have the experience of ending up some­where, and not knowing how we got there. And feeling quite powerless because of the confusion present in that situation. Understanding how things come together, how they interact, actually removes that sense of powerless­ness or that sense of being a victim of life or helplessness. Because if we understand how things come together, we can also begin to understand the way out, how to find another way of being, and realize that life is not random chaos.

 The basic principle is that all things (dharmas, phenomena, principles) arise in dependence upon other things.
   ____________________________________
 
The basic principle is that all things (dharmas, phenomena, principles) arise in dependence upon other things.

 https://en.wikipedia.org/wiki/Prat%C4%ABtyasamutp%C4%81da

Pratītyasamutpāda (Sanskrit: 𑀧𑁆𑀭𑀢𑀻𑀢𑁆𑀬𑀲𑀫𑀼𑀢𑁆𑀧𑀸𑀤, Pāli: paṭiccasamuppāda), commonly translated as dependent origination

 The basic principle is that all things (dharmas, phenomena, principles) arise in dependence upon other things.

phenomena: a fact or situation that is observed to exist or happen, especially one whose cause or explanation is in question.

dharmas
([ for this talk, dharma will mean the Teaching that should get you to stay on the path to your goal (destination) if you do your meditative practice and study with skill, patient (with yourself), love, kindness, and compassion; first with self, then with others, co-dependent self and others, and finally with that which is both beyond self and beyond others; you should not follow any practice and/or teaching, without putting them through your common sense test (and NLP well-formed outcome test); ...])
https://en.wikipedia.org/wiki/Dharma
 It has multiple meanings in Hinduism, Buddhism, Sikhism and Jainism.[8]
The root of the word dharma is "dhri", which means "to support, hold, or bear". It is the thing that regulates the course of change by not participating in change, but that principle which remains constant.[30]
numerous definitions of the word dharma, such as that which is established or firm, steadfast decree, statute, law, practice, custom, duty, right, justice, virtue, morality, ethics, religion, religious merit, good works, nature, character, quality, property. Yet, each of these definitions is incomplete, while the combination of these translations does not convey the total sense of the word. In common parlance, dharma means "right way of living" and "path of rightness".[30]

principle: a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning.

 dependent origination is the basic principle of conditionality which is at play in all conditioned phenomena.

 This principle is invariable and stable,

 this natural law [Pratītyasamutpāda][all things is dependence upon other things] of this/that conditionality is independent of being discovered by a Buddha (a "Tathāgata"),
dependent origination was one of the two principles which were
"profound (gambhira), difficult to see, difficult to understand, peaceful, sublime, beyond the scope of mere reasoning (atakkāvacara), subtle."

everything exists because of a prior cause.

https://www.buddhistinquiry.org/article/dependent-origination/
 translated as “dependent origination” or “co-dependent origination” or “causal interdependence.”

What the paṭicca-samuppāda actually describes is a vision of life or an un­derstanding in which we see the way everything is interconnected—that there is nothing separate, nothing standing alone. Everything effects everything else. We are part of this sys­tem. We are part of this process of de­pendent origination—causal relation­ships effected by everything that happens around us and, in turn, effecting the kind of world that we all live in in­wardly and outwardly.

It is also important to understand that freedom is not found separate from this process.

And part of that process of understanding what it means to be free depends on understanding inter-con­nectedness,

 Things don’t just happen. There is a combina­tion of causes and conditions that is necessary for things to happen. This is really important in terms of our inner experience. It is not unusual to have the experience of ending up some­where, and not knowing how we got there. And feeling quite powerless be­cause of the confusion present in that situation. Understanding how things come together, how they interact, ac­tually removes that sense of powerless­ness or that sense of being a victim of life or helplessness. Because if we un­derstand how things come together, we can also begin to understand the way out, how to find another way of being, and realize that life is not random chaos.

causes and conditions
 





Friday, April 1, 2022

International Housewares Association

 Colin Powell with Tony Koltz., It worked for me : in life and leadership, 2012
p.249
  I didn't know much about the ups and downs of the housing market until 2007, when I addressed the International Housewares Association, whose members make knives, forks, plates, glasses, pots, and other housewares.  Their sales, they explained, are a leading indicator of the housing market.  If fewer knives, forks, and glasses are sold, then fewer new houses are being built.  (Divorces and new bachelors will slightly alter those numbers.)  Housewares manufactures could tell me what's happening in housing before HUD, Fannie Mae, or Freddie Mac. 

  (It worked for me : in life and leadership / Colin Powell with Tony Koltz. ── 1st ed., 1. Powell, Colin L., 2. African American generals ── biography., 3. united states ── politics and government ── 1993-2001 ── quotations, maxims, etc., 4. leadership ── united states., E840.5.P68A3  2012, 973.931092──dc23,  2012, )
   ____________________________________

change and stasis

 

  9. Quotes on Foresight (Understanding the Future)

    http://www.skmurphy.com/blog/2006/10/18/quotes-on-foresight-understanding-the-future/

Written by Sean Murphy. Posted in Quotes

    “For each human being there is an optimum ratio 
     between change and stasis. Too little change, 
     he grows bored. Too little stability, he panics 
     and loses his ability to adapt. 
     One who marries six times in ten years won’t 
     change jobs. One who moves often to serve his 
     company will maintain a stable marriage. A 
     woman chained to one home and family may 
     redecorate frantically or take a lover or go 
     to many costume parties.”; 
            ── Larry Niven, “Flash Crowd“

Mihaly Csikszentmihalyi, Isabella Selega Csikszentmihalyi, edited by, ‘Optimal experience: psychological studies of flow in consciousness’, 1988 

Richard G. Mitchell, Jr., Sociological implication of the flow experience
p.45
   When everyday activity is constraining, routinized, invariant, overly structured, when experience of the world is one of excessive regulation and oppressive discipline, then people seek variety and personal challenge in their recreation.  They search out occasions for creative self-expression, more puzzling problems, and difficult tests.  They yearn for freedom of choice, for situations where outcomes hinge on the volitional control of players.  Resources are purposely limited to decrease the probability of success and ensure that the uncertainty of these outcomes is maximized. 
   In short, whose who experience a surplus of certainty in their daily lives, that is, those who are alienated, will seek uncertainty in play.  On the other hand, those who view the world as mainly uncertain, that is, anomic persons, will seek certainty in recreation. 

This chapter is adapted from Richard G. Mitchell, Jr., Mountain Experience: The Psychology and Sociology of Adventure (Chicago: University of Chicago Press, 1983), pp. 170-91, 207-25.

   (‘Optimal experience: psychological studies of flow in consciousness’, edited by Mihaly Csikszentmihalyi  and  Isabella Selega Csikszentmihalyi, Cambridge university press, library call# 153   Optimal, 1988,  )
   ____________________________________
Tony Schwartz with Jean Gomes and Catherine McCarthy., The way we're working isn't working: the four forgotten needs that energize great performance, 2010

pp.140-141
p.140
The need to feel cared for and secure has its origins at the earliest stages of our development, which makes biological sense. 

p.140
The more nurtured rats also grow up to be more alert, confident, and bold in their behaviors and more likely to nurture their own offspring. 
The same pattern is true, Meaney believes, of all species. 

p.140
More than any species, however, human beings carry this need for nurturing forward throughout their lives, at home and at work, the intensity depending on the degree to which it was met early in their lives. 

p.140
physician and psychoanalyst John Bowlby
an emotionally chilly upper-class British family in the early 1900s. 
he rarely saw his parents and was sent off to boarding school at the age of seven, an experience he found frightening and painful. 

p.140
The key to healthy emotional development, Bowlby came to believe, is what he termed “a secure base from which a child or an adolescent can make sorties into the outside world and to which he can return knowing for sure that he will be welcomed when he gets there, nourished physically and emotionally, comforted if distressed, reassured if frightened.”

p.141
his American disciple Mary Ainsworth, 
a secure base and a safe haven provide a reliable source of emotional renewal that makes it possible for a child to risk exploring the unknown. 

p.141
The more secure the child's base, the more confident she becomes and more willing she is to venture into the world, for longer and longer periods of time.
Margaret Mahler, a psychoanalyst and contemporary of Sigmund Freud,
“return to base” as an opportunity to “refuel”.
In short, feeling valued and secure is a basic form of stress innoculation. 

p.141
   Our early childhood experienced leave an imprint that powerfully and predictably influences our security ── and our vulnerability to triggers ── throughout our lives.
Even as adults, Baumeister concludes, the fear of aloneness and the absence of caring relationships are “worse than the pain of emotional or physical abuse.”

p.141
Over time, the source of a secure base typically evolves from a parent to a spouse or a partner.  The extent to which this need is met profoundly influences not just the quality of our relationships, but also our effectiveness in the world. 
“A great deal of neurotic, mal adaptive and destructive behavior”, writes Baumeister, “seems to reflect either desperate attempts to establish or maintain relationships with other people or sheer frustration and purposelessness when one's own need to belong goes unmet.”

p.141
Philliop Shaver, an attachment researchers and psychologist 
“secure attachment”, marked by the capacity for trusting relationships, good self-esteem, and comfort in sharing feelings with friends and partners.

p.141
Ainsworth
“anxious”, meaning we often worry that we're not getting enough love and are clingy and overly dependent as a consequence. 

p.141
“avoidant”, meaning we're distrusting of others, struggle with closeness, and tend to be more emotionally remote, withholding, and detached. 

p.141
   Threatening events exacerbate our need for a secure base, even as adults. 

p.141
Bowlby wrote, 
“To remain within easy access of a familiar individual known to be ready and willing to come to our aid in an emergency is clearly a good insurance policy ── whatever our age.”

    (Schwartz, Tony, 1952-, HF5549.5.P37S39 2010, 658.3'128—dc22, copyright © 2010)
(The way we're working isn't working : the four forgotten needs that energize great performance / Tony Schwartz, with Jean Gomes and Catherine McCarthy. — 1st Free Press hardcover ed., 1. performance., 2. work — psychological aspects., 3. organizational effectiveness., 4. personnel management., )
   ____________________________________

Mihaly Csikszentmihalyi, Isabella Selega Csikszentmihalyi, edited by, ‘Optimal experience: psychological studies of flow in consciousness’, 1988 

pp.183-192
by Mihaly Csikszentmihalyi
   and
   Isabella Selega Csikszentmihalyi 
p.183
   The relative rarity of flow experiences is due, by definition, to the fact that in everyday life the opportunities for action are seldom evenly matched with our abilities to act.  Consequently occasions of intense concentration in which we are not distracted from purposeful involvement, in which we get responsive feedback to our actions, are not easy to come by.  Everyday experience is characterized more by listless, lower-level involvement interrupted by constant distractions, by boredom, and by periods of worry.
p.183
   One might blame the social system for such a state of affairs, or the culture, or the individual's lack of enterprise and self-discipline.  Any or all of these causes may be responsible for not optimizing experience to its fullest.  But in the last analysis the culprit is that quasi-metaphysical entity known as 
“the human condition”.
p.183
   The fact is that the universe does not run in order to make life easier for man. Thus whatever advantage we can manage to snatch from the environment we do in spite of impersonal forces and in the face of random chance.  And as soon as we get comfortable in one niche, boredom begin to nudge us on toward new goals. 
p.183  
   There are obvious reasons why effortless living keeps getting interrupted.  Because the environment is not built to our specifications, external contingencies constantly break into our concentration.  It is either too hot or too cold, too wet or too dry.  Then our body requires attention: It is either tired or hungry, sleepy, or thirsty. 
pp.183-184
Physical pain forces us to turn attention away from what we are doing, and center it inward. 
p.184
Psychological pain - unfulfilled desires, wishes, disappointments, fears - do the same.  Awareness of eventual death, and the consequent shortness of time, force us to choose alternatives that are not the ones we would prefer. 
p.184
   To these universal features of the human condition must then be added the social and cultural factors that might hinder flow.  A social institution such as slavery may restrict the opportunity of action of a segment of the population.  A given religion system my either reduce or increase the frequency of flow in the culture.
p.184
   It is reasonable to suppose that in a primitive culture that happened to be well adapted to its environment, people would be in flow most of the time, provided that they were unaware of alternative lifestyles and possibilities.  In such ideal-typical communities, according to Redfield (1953), life choices are self-evident, doubts and unfulfilled desires are few and transitory. 

p.184
   An excellent example of how a particular culture was able to build flow into their lifestyle was brought to our attention by Richard Kool of the British Columbia Museum.  To quote from a recent letter:

      The Shushwap region was and is considered by the Indian people
   to be a rich place:  rich in salmon and roots - a plentiful land. In this
   region, the people would live in permanent village sites and exploit
   the environs for needed resources. They had elaborate technologies 
   for very effectively using the resources in the environment, and 
   perceived their lives as being good and rich. Yet, the elders said, 
   at times the world became too predictable and the challenge began
   to go out of life. Without challenge, life had no meaning.
      So the elders, in their wisdom, would decide that the entire 
   village should move, those moves occurring every 25 to 30 years. 
   The entire population would move to a different part of the Shushwap
   land and there, they found challenge. There were new 
   streams to figure out, new game trails to learn, new areas where 
   the balsamroot would be plentiful. Now life would regain its meaning
   and be worth living. Everyone would feel rejuvenated and 
   healthy. Incidentally, it also allowed exploited resources in one
   area to recover after years of harvesting. 

pp.184-185
   What the Shushwap had discovered is an arrangement that many statesmen have only dreamed about:  Both Thomas Jefferson and Chairman Mao thought that each generation needed its own revolution for the people to have an active stake in the political system ruling their lives. 
p.185
But presumably few cultures have ever attained such a perfect fit.  Most human efforts at adaptation fall short in some respect or other, either by making survival too strenuous a task to accomplish, or by closing themselves off in a rigid cultural pattern that stifles the possibilities for action of each new generation.  Some anthropologists, such as Marshall Sahlins (1972), contend that, even in the harshest environments of the Kalahari or the Australian desert, preliterate men have found ways to lead lives that are more leisurely, free, and enjoyable than anything contemporary urban settings offer. 

p.185
   On our side, we tend to agree more with the views of the historian Arnold Toynbee, who held that most cultures have suffered either from a lack of survival challenges, as in the case of the Pacific Islanders, or from too frequent and intense challenges, as in the case of Eskimo cultures.  
p.185
In Toynbee's view a cilivization emerges only when environmental challenges are strong enough to prompt a consistent adaptive response, but not so strong as to absorb all the people's energies just in survival tasks. 

p.185
   Toynbee's thesis might be overly simple, yet it undoubtedly contains more than a grain of truth.  But the “challenge-and-response” model should not be taken to apply to objective conditions. 
p.185
What differentiates cultures from each other is in part their differential responses to the same objective factors. 
p.185
Often what prompts the development of a civilization is not a change in objective conditions, but a conceptual reorganization that allows a group of people to recognize challenges where they did not see any before.
p.185
For instance, the great awakening of Islam in the seventh century (7th century) or the transformation of Japan in the last two centuries (200-years) are more easily explained in terms of reconceptualization of what was possible, rather than in terms of changes in the external possibilities.
p.185
Such reconceptualizations, according to [Arnold] Toynbee, were the task of “creative minorities” within each culture. 

p.185
   All cultures are defensive constructions against chaos, attempts to reduce the impact of randomness on the course of human life.  They are adaptive response to the environment just as feathers are for birds or fur for mammals.  Cultures prescribe norms, evolve goals, discover beliefs that helps to make human action more fit to tackle the challenges of existence.  In so doing they must rule out many alternatives, and so limit possibilities; but this channeling of attention to a limited set of goals and means is what allows effortless action within the self-created boundaries of the culture. 

p.186
   This is why the analogy between games and cultures is
 so compelling.  But consist of an arbitrary set of goals and of rules that allow action to proceed in a concentrated fashion.  The difference is mainly one of scale.  Cultures are all-embracing, they specify how a person should be born, how he or she should grow up, marry, have children, and die.  Games fill out the interludes of the cultural script.  They enhance action and concentration during “leisure time”, when the cultural instructions are otherwise silent, and the person's attention threatens to wander into the uncharted realms of chaos.  

p.186
   Occasionally a culture succeeds in evolving a set of goals and rules so compelling and so well matched to the skills of the population that its members are able to experience flow with unusual frequency and intensity. 
p.186
In such cases the analogy beween games and cultures is even closer.  We can say that the culture as a whole becomes a “great games”. 
p.186
Some of the classical civilizations may have succeeded in doing this.  Athenians citizens, Romans who shaped their actions by virtus, Chinese intellectuals, or Indian brahmins moved through life with the intricate grace of ballet dancers, and derived perhaps the same enjoyment from the challenging harmony of their actions as they would have from an extended dance. 
p.186
The Athenian polis, Roman law, the divinely grounded bureaucracy of China, and the all-encompassing spiritual order of India were successful and lasting examples of how cultures can enhance flow - at least for those who were lucky enough to be among the principal players. 

p.186
   A culture that enhances flow is not necessarily “good” in any moral sense. 
p.186
The rules of Sparta seem needlessly cruel to us, even though they were by all accounts successful in motivating those who abided by them. 
p.186
The joy of battle and the butchery that exhilarated the Tartar hordes, or the Turkish Janissaries, were legendary.  
p.186
It is certainly true that for great segments of the European population, confused by the dislocating cultural shocks of the 1970s, the Nazi fascist regime and ideology provided a simplified game plan. 
p.186
It set simple goals, clarified feedback, and allowed a renewed involvement with life that many found to be a relief from prior anxieties and frustrations. 

p.186
   Flow is a powerful motivator, but it does not guarantee virtue.  Other things being equal, a culture that provides flow might be seen as “better” than one that does not.  But when a group of people embraces goals and norms that will enhance its enjoyment of life, there is always the possibility that this will happen at the expense of some other group.  

pp.186-187
The flow of the Athenian citizen was made possible by the slaves who ran his property, just as the elegant lifestyle of the Southern plantations in America rested on the work of imported slaves. 

p.187
   The same argument that holds for cultures as a whole holds for subcultures, or groups of people who attempt to differentiate themselves from others in the same society by adopting distinctive goals, norms, and eventually separate lifestyles. 
p.187
In a society as complex as ours, we have subcultures of Amish and Mennonite farmers in black garb riding their home-drawn buggies, and surfing subcultures that represent an opposite set of norms and values; in between these two one finds almost every other possible combination.  

p.187
   In evolutionary terms, a subculture is a mutation of the cultural form that tries to establish itself in competition with others.  Generally most will disappear, because they do not give any advantage over existing lifestyles.  A few, however, will survive in a symbiotic or parasitic relation to the main culture; and occasionally one of them might even supplant mainline goals and norms, and become the dominant cultural form. 

p.187
   Subcultures constitute a network running through society, overlapping and enfolding its spaces.  Each person might belong to more than one, in differing combinations. 
p.187
There are subcultures of Masons and of gourmet cooks, academics, and science fiction fans.  In each case, the subculture specifies goals and rules for its participants, and thus provides an organized set of challenges, a specialized arena in which to experience flow. 

p.187
   In Chapter 12, Delle Fave and Massimini describe two isolated mountain communities in the Italian Alps.  Once part of the mainline farming culture of Europe, the Occitan villagers, cut off from the rest of the world by winter snows, have been left behind as a quaint reminder of a way of life that has long since disappeared elsewhere. 
p.187
   Yet, as the interviews with the older generation of the village show, the way of life that developed in this particular niche of the environment is still unusually conducive to flow.  When asked if they ever felt the intense concentration, clarity of goals, effortless action characteristic of the flow experience, all the older villagers recognized in it the feeling typical of their everyday working lives.  That is how they felt, they reported, when they took the cows to the high pastures, when they pruned their orchard, when they sat down to carve a piece of furniture out of wood.  To the question, “If you had the time and money, what would you rather be doing?” the older villagers answered that they would keep on doing the same things - take the animals to the  high meadows, prune the orchard, carve the wood. 
p.188
   The Occitan culture is thus an example of that rare adaptation, a way of life that absorbs all the energies of its members in an enjoyable, fulfilling interaction.  Work is just as enjoyable as leisure, and leisure is as meaningfully related to the rest of life as work is.  Great regrets, unfulfilled desires, or chronic discontent might be present in each person's individual life, but they are not built into the fabric of goals and means that the community provides. 

p.188
   Yet this fine-tuned adaptation to a harsh environment is about to disappear.  The fragility of the Occitan culture is shown by the answers of the younger generation of villagers.  They no longer enjoy the traditional forms of life.  Their concentration is disrupted by goals and desires that come from the culture of the plains.  When they herd cattles on the mountains their minds dwell on opportunities suggested by television commercials.  For them work is drudgery to be endured only for the money it brings, which then can be spent to experience flow in expensive leisure settings; and since work brings more money in factories, most younger Occitans are settling down to industrial jobs far away from their native valley. 

p.188
The oldest generation still lives year-round in a mountain village, while many members of the middle and the youngest generation work part of the year outside the country or in industrial centers.  For the oldest generation, as for the elderly Occitans, work was the most frequently mentioned flow activity.  

p.188
The fact that optimal experience is less tied to jobs means that people experience flow much less frequently on a day-to-day basis: In the younger generations only half of the flow-producing activities mentioned are reported as  taking place every day, whereas the oldest generation reports doing practically all the things that produce flow daily.  Needless to say, positive descriptions of work decrease by each generation, with the youngest members finding their work boring, full of effort, distracting, anxiety producing, and uninvolving. 

pp.188-189
The fact that those who find flow in their work stress personal involvement as a key element suggests this may help them to structure autotelic experiences within their jobs.  Since work takes up such a major part of a person's psychic energy, this necessarily affects the rest of daily life.  As one young member of the third generation expresses it, when the job goes well, the good feeling stays even after work. 

p.189
Because workers who report flow more frequently tend to actually spend more time working while on the job (Csikszentmihalyi 1982), the dichotomy between work and leisure as sources of flow is not a healthy one for the future of society.  

p.189
It is an example of the uncontrolled process of urbanization eroding traditions that took thousands of years to evolve, and that are now being forgotten in the course of a few generations. Another name for it is “progress”.
   Unfortunately progress is only a hypothesis. 
p.189
Whether it is true or not only time will tell, for if the technological, value-free lifestyle we call progress turns out to be an evolutionary mistake, it might be too late to retrace our steps. 
p.189
Nevertheless, such cultures suggest the type of psychic integration and identification with productive activities that should be the ideal for structuring the jobs of the future. 

   (‘Optimal experience: psychological studies of flow in consciousness’, edited by Mihaly Csikszentmihalyi  and  Isabella Selega Csikszentmihalyi, Cambridge university press, library call# 153   Optimal, 1988,  )
   ____________________________________

   “In the philosophy of the Book of Changes nothing is regarded as being absolutely at rest; rest is merely an intermediate state of movement, or latent movement.  However, there are points at which the movement becomes visible.”, p.282, The I Ching, or, BOOK OF CHANGES; The Richard Wilhelm translation from Chinese into German, rendered into English by Cary F. Baynes, foreword by C. G. Jung; preface to the 3rd edition by Hellmut Wilhelm, 1950, 1967, 1977, 1950, 1961, 1967, 1987, 1990. 
   ____________________________________
Gary Gach, The complete idiot's guide to Buddhism, 3rd edition, 2009 

p.94
   A passing stranger encountered some Buddhist monks in a forest.  He asked what they were doing.  
   A monk stopped to explain that they were Buddhists and that he and his fellow monks were cutting wood.  
   “Wait. I cut wood, too, for my fire”, said the man. “I don't see anything extraordinary about that.”
   “Well, sir”, the monk replied, “when we cut wood, we know we're cutting wood. We don't cut wood to build a fire. We cut wood to cut wood.”  The monk smiled, and added, “If we can't cut wood, how then can we build a fire?”  Then he resumed his work, and the man went on his way. 

Gary Gach, The complete idiot's guide to Buddhism, 3rd edition, 2009 
   ____________________________________

Mihaly Csikszentmihalyi, Isabella Selega Csikszentmihalyi, edited by, ‘Optimal experience: psychological studies of flow in consciousness’, 1988 

Mihaly and Isabella Csikszentmihalyi, Introduction to part II  
p.87
The entire Marxist perspective hinges on the theses developed in the early  Economic and Political Manuscripts and in  The German Ideology , according to which unequal control of property is inhuman because it deprives people who do not own the means of their subsistence from exercising control over their actions.  As a result, men without property end up exploited not only in material terms, but, most important, in terms of their essential human nature:   They are no longer masters over the psychic energy that goes into work; and work being the most complex activity in their lives, they lose control of their own experiences. 
   Given the fundamental importance of this thesis, it is remarkable how little we still know about the experiential concomitants [accompanying; attendant, accompanying circumstance, or thing] of social class.  To what extent is it true that class differences correspond to differences in the quality of experience?  

Mihaly Csikszentmihalyi, The future of flow
p.375
The perspective is probably most useful in explaining the kinds of changes that are relatively free, that are not constrained by immediate survival pressures. For instance, Kuhn's (1970) description of what motivates paradigm shifts in science is very compatible with our model.  He argues that the best way to understand why young scientists begin to reject the ideas of their elders and to seek new ways to represent their field is that the challenges of “normal” science become too tame.  
p.375
Within a well-understood theoretical paradigm the play of ideas becomes stagnant; the excitement of discovery is replaced by routine application.  Boredom, the inability to experience flow within the existing set of rules, is perhaps the  most powerful impetus for the revision of old theories, a revision that involves the recognition of new challenges, which in turn requires the refinement of new skills. 

Mihaly Csikszentmihalyi, The future of flow
p.376
   Even Karl Marx initially became interested in the power differential built into property because he realized that those who lacked economic freedom were less able to control their experiences, and thus their consciousness could be exploited by the owners of the means of production.  Paradoxically, historical materialism is based on concern for the quality of experience.  But despite these noble precedents, we still known very little about what inequalities in the quality of experience may be lurking in the structures of our society. 

Mihaly Csikszentmihalyi, The future of flow
p.379
No matter how rich and comfortable we get, no matter how much time we are able to free from obligation, the quality of experience is not going to improve one bit unless we learn to invest our psychic energy in ways that will bring intrinsic rewards.  From this perspective a good society is one that succeeds in providing a meaningful plan for the investment of psychic energy, an investment that brings enjoyment to every act of daily life, and that allows for the growth of complexity in consciousness for as many of its people as possible. “Equality of opportunity” does not apply only to access to material resources and to power, but also to those opportunities for action that, in conjunction with a person's abilities, make it possible for a person to develop his or her potentialities and to enjoy interaction with the world. 

Mihaly Csikszentmihalyi, The future of flow
p.380
   One of the most interesting of these criticisms is William Sun's (1987) comparison of the concept of flow and the concept of  Yu  developed in the fourth (4th) century B.C. writing in the Taoist thinker Chuang-tzu.  Yu  refers to the right way of following the path, or Tao.  Watson (1964) translates it as “wandering”; Crandall (1983) as “walking without touching the ground”; Sun (1987) as “to swim”, “to fly”, or “to flow”.  In any case, Yu  is the way Chuang-tzu believes people should live - without concern for external rewards, spontaneously, with full commitment - in short, as a total autotelic experience. 
   But there is an important difference between  Yu  and flow, in Sun's estimation.  He sees the first as a typical Eastern concept, in that it is to be attained entirely by a private effort of consciousness leading to a final liberation of the will, and a transcendence of individuality merging into a superhuman field of energy.  In contrast, flow is a typically Western concept in that it hinges on the balancing of external challenges and objective skills.  Flow can be only attained, Sun writes, if the external conditions are optimal.  And thus, paradoxically, the ancient and mystical  Yu  is a more realistic option than the allegedly pragmatic flow, because it is impossible to reform the world whereas it is possible to reshape consciousness. 

Mihaly Csikszentmihalyi, The future of flow
p.382
It is important, however, that Sun has introduced us to Cook Ting:  He is certainly an excellent example of how one can find flow in the most unlikely places, in the most humble activities of daily life.  And it is also humbling to realize that over 22 centuries (2200-years) ago the dynamics of this experience were so well known. 

   (‘Optimal experience: psychological studies of flow in consciousness’, edited by Mihaly Csikszentmihalyi  and  Isabella Selega Csikszentmihalyi, Cambridge university press, library call# 153   Optimal, 1988,  )
   ____________________________________

Chin-tang sah

  Chih-Tang Sah Evolution of the MOS transistor –– from conception of VLSI by Chih-tang Sah, fellow, IEEE manuscript received August 1, 1986...