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IMPROVISATIONAL PLANNING

IMPROVISATIONAL PLANNING 07/07/2004 01:14 PM

Natural EnterpriseSixth part of a series, and an eventual book, on Natural Enterprise

When 9/11 happened, an entrepreneur in my community near Toronto, who makes modular portable buildings, knew what he had to do. He phoned up a couple of small trucking colleagues -- not the big multinational truckers, but guys who, like himself, could turn their businesses on a dime. Within a few hours several truckloads of portable building components, with an assembly crew riding shotgun, were on their way to Ground Zero. Much of the paperwork was written by hand as they were driving. The truckers contacted their customs brokers at the border to tell them what they were doing. Not only were they not stopped at the border like everyone else, they had a personal two-country police escort to hustle them past the traffic jams and across into New York State. When they got to Ground Zero somehow the rescue workers knew they were coming, cleared them space, gave them masks and let them get to work. The buildings were constructed before any of the larger, local competitors had a chance to even react, and they were used intensively for makeshift housing, medical and supply depots for weeks. The company received a special citation from the City of New York. They got a ton of free publicity and their business continues to boom several years later.

Part altruism, part instinct, all improvisation. When interviewed, the president of the small company said "We didn't even think about it. We just acted. We just kind of made it up as we went along."

Traditional "strategic" business planning is a cumbersome process that large enterprises do because, if you're steering a giant unmanoeverable oil tanker, you need to know hours, even days in advance precisely when and how much to turn the wheel or you'll end up catastrophically off course. Natural enterprise needs to plan, of course, but it has the opportunity, and the strategic advantage, of being able to do so quickly, even spontaneously. The traditional business plan has these elements:
  • explanation of the business and its unique competencies and competitive differentiators
  • exhaustive "five forces" analysis of the market and opportunity for each product of the company
  • the strategic plan: how and why the company expects to 'win' in the marketplace
  • the sales and marketing plan: how the demand for the product is to be 'created' and met
  • the logistics plan: premises, layout, equipment, set-up and start-up programs
  • the HR plan: how many people will be needed with what skills and where they will be found
  • the management team: who will be the pivotal decision-makers and what their experience and competencies are
  • the operating plan: how the various business processes will intermesh: R&D, purchasing, sales, production, service etc.
  • the capitalization plan: how much money will be needed, when, for what, and how it will be raised and repaid
  • the financial plan and forecast: capital acquisition, working capital and cash flow management, and proof of financial viability
When you want to use someone else's money, and there's considerable risk that the product either won't get made or won't sell, you need to jump through all these hoops. There is, after all, no such thing as risk capital. In natural enterprise, you're not, except in rare cases for a very brief period of time, using other people's money, and the process of Filling an Unmet Need eliminates almost all the risk of failure, provided you remain extremely agile and alert, draw collaboratively on the skills and judgement of your partners and advisors, and respond quickly and intelligently to changes affecting the business. That's what improvisational planning is all about.

There has not been a great deal written about this subject, certainly not anything near as much as has been written on traditional business and strategic planning. I first learned about this concept by reading Real Time Strategy by Lee Tom Perry et al in the mid-90s. More recently, Rosabeth Moss Kanter has written several articles about it. But I have seen it practiced by many successful entrepreneurs who haven't read anything about it, they just 'naturally' planned their business improvisationally. In fact, they were bemused when I told them it even had a name. They told me it's "the entrepreneur's instinct". But spend some time studying it and you'll find it's much more than that. It's not serendipitous or arbitrary. It's actually quite rigorous and self-disciplined. Here's what it's all about:
  • Experimentation: While mistakes are too expensive and take too long to correct in big business, they are the very essence of natural enterprise. We all learn from our mistakes. Successful entrepreneurs learn fast and learn a lot from making mistakes and learn by trying out a lot of different things. This really is instinctive, and while most large corporations distrust and discourage intuition, entrepreneurs recognize its value. I recently watched my dog, the hypothyroid and arthritic Chelsea, sitting in the shade with my visiting daughter's small dog Laker. Chelsea always enjoys canine company but after introductions they don't really 'play' together, they just sit around outside (kind of like their humans do), watching the world go by. Suddenly as I was watching, Laker spotted a chipmunk and raised her head suddenly. Within 15 seconds, Laker and Chelsea, who had never 'collaborated' on anything to my knowledge, and who certainly had never individually caught any of the abundant wildlife in our area, had, together, outflanked, flushed out, cornered and trapped the chipmunk, which simply gave up, lay down and closed its eyes. In that fifteen seconds there had been at least 50 moves made by each of the three 'players' in the drama, a sophisticated chess game of trial and error, signalling and tactical adjustment. It was absolutely stunning to watch. When we pulled the dogs away and rescued the poor chipmunk, the look of triumph and joy on the dogs' faces was unmistakable. They sat close together panting for several minutes, looking at each other, their expressions a canine 'high five'. This is exactly how entrepreneurs learn and succeed. Their small size and agility, their ability to pay intense attention and adjust instantly to the consequences of every action, every conversation, every decision, to self-correct very quickly and inexpensively, and to try out, often simultaneously and very creatively, several different things knowing that many or most of them are bound to fail, and learn from those failures, is what makes them so sharp and so successful.
  • Respecting and Trusting One's Partners: The partners in a natural enterprise not only need to have 'mutually exclusive and collectively exhaustive' skills and competencies (covering all critical aspects of their business without significant overlap), they need to trust each other implicitly and unreservedly. A jazz combo improvising during a jam session, or an acting troupe improvising spontaneously on suggestions from the crowd, must rely totally on the other members to perform excellently and mesh together perfectly. If the players are competing with each other, or doubt the ability of others to do their part, the result is disastrous. That is why 'Assembling the Team' of a small enterprise is so critical. There has to be trust. If there is, the team together can accomplish remarkable things. They literally 'feed off' each other and hum like a well-tuned machine. That's perhaps why family businesses are often the best entrepreneurships -- the trust bond is longer and stronger. Natural enterprise is inherently and necessarily collegial, collaborative, and profoundly mutually respectful -- no one person or elite committee has what it takes to lead or succeed.
  • Continuous Adaptation and Change Resiliency: My neighbour recently expressed great concern about when each spring to stop putting birdseed into her feeders, so the birds wouldn't get 'dependent' on human-provided food and starve when she went on vacation. I assured her that there was no risk of this happening, because birds, like most creatures, are extremely adaptable to changing conditions. Not only do most birds use a constantly-changing and varied set of food sources all year round, they can also quickly decide to migrate or hibernate if there's a sudden catastrophic food shortage -- death by starvation or freezing is very rare. Evolution has enabled them to thrive as part of the self-managing complex adaptive ecosystem. Our bodies function likewise, responding and adapting constantly and continuously to complex change to restore health and equilibrium. The marketplace, a human invention, is a complex system, but much less adaptive, and that lack of adaptability gives rise to economic phenomena like stock market crashes, depressions, spectacular business failures and famines. This lack of adaptability is a function of the system's inflexibility, homogeneity, and sheer size. Natural enterprise can usually adapt well and quickly to market changes because it's not hampered by its size and because it's non-hierarchical, as long as there is sufficient open-mindedness and diversity of thinking among its members. Groupthink, often a trademark of large homogeneous organizations, is deadly.
  • Creativity: Improvisation is an inherently creative process. If the improv actors or musicians weren't inventing as they went, and instead just performed what they'd already rehearsed or played the night before, the result would be bland, and any player going off in a different direction would 'crash' the production. Creativity is a learnable skill, and it, too, is somewhat intuitive. It is a process of simultaneously opening yourself to awareness of the need and awareness of the possibilities, of freeing yourself from thinking about what has been, and instead imagining what could be. We are inherently creative and imaginative creatures, and despite the attempts of education and business to crush it, our creativity, as De Bono has shown, is not that difficult to reawaken. Bach, that most scientific of composers, was a brilliant improviser. Successful entrepreneurs bring creative, practical ideas to every situation, every customer, every problem, and they bring them to bear quickly.
  • Emotional Intelligence: For some reason, large businesses tend to be impersonal businesses, without passion and without either much skill at, or care for, the emotional nature of the people working there. Great teams in every arena of life have passion that carries them beyond their talent, and people who fail to 'live up to expectations' are often emotionally crippled or damaged. Most big business almost prides itself on their indifference to this messy emotional stuff -- counselling was one of the first aspects of large corporate operations to be outsourced, when it was dealt with at all. Most successful entrepreneurs, though, perhaps because their businesses are smaller and their work environments more intimate, have developed remarkable 'emotional intelligence': Ability to recognize and bring out the passion and joy in those they work with, and to recognize and discharge negative emotions in those people that are getting in the way. The most successful entrepreneurs I know treat everyone with love and care, not the emotional detachment we usually see in big corporations. Their workplaces are happy and fun and casual and friendly.
  • Trusting One's Instincts, Attentive Listening, and Learning from Nature: We have three million years of instinct coded in our DNA, and until relatively recently we relied on it to tell us how to live and what to do. Very often our first instincts still give us more reliable and successful answers than second thought. That doesn't mean always following your gut feeling, or making decisions that are highly emotional, but it does mean not discounting your intuition, and learning when and to what degree to trust your instincts to guide you in making decisions. This is especially true in assessing customer reaction to products, and other interpersonal events: Our instincts pick up on telling body language and eye movements that our minds often miss. The value of instinct can be accentuated by attentive listening, a skill many of us are very poor at. Listening isn't passive, either: It requires restatement and rearticulation (to ensure you understand), and creative probing and encouragement ('what if' type questions to 'think your customers ahead' and unearth new ideas). And recently we have started hearing a lot about business 'ecosystems' and 'organic' business processes. We have finally started learning that nature is the perfect model of a healthy, resilient, collaborative, innovative and adaptive economy, one we have a great deal to learn from.
In natural enterprises, this improvisation is continuous and pervasive, and it largely takes the place of more formal, hierarchical planning and decision-making processes. It's practiced constantly and honed to a fine art. Improvisational, collaborative decision-making, and not edicts from an Executive Committee or formal policies or plans or standard operating procedures, drives most of the key actions and decisions of the enterprise. That's not to say that more formal planning is never valuable in natural enterprise. But formal plans must be very flexible and are often more useful as milestones, frameworks, creative thinking and consensus-building exercises than as rigorous decision-making and operating guidelines. Plans become mere tools, to be used or not used as the situation dictates moment to moment.

The word improvisation comes from the Latin term improviso, meaning 'unforeseen'. In contemporary business, it is almost impossible to foresee when or how the complex marketplace and economy are going to change, so the ability to improvise intelligently yet instinctively is increasingly advantageous.

Most importantly, not everything in natural enterprise can or should be made up on the spur of the moment. The need for, and advantage of, improvisation does not obviate the value and importance of the other steps in the enterprise-building process illustrated above -- most critically the up-front and continuous research on unmet customer needs, and the assembly of the best possible team for your enterprise.

My book Natural Enterprise will include stories of a dozen or so real-life entrepreneurs who are 'naturals' at improvisational planning and decision making. Their spontaneity and change resiliency is a key part of their magic, a wonderful inspiration to those that work with them, and a cornerstone of their success.




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THINK
GLOBAL, ACT LOCAL: PETER SINGER'S
ONE
WORLD


THINK
GLOBAL, ACT LOCAL: PETER SINGER'S
ONE
WORLD
04/23/2004 09:24 AM
one worldIf you're a regular reader of this blog, you probably know that I'm opposed to unregulated 'free' trade, very worried about the extraterritoriality of the WTO, NAFTA, Davos and other corporatist captives, strongly opposed to domestic corporations 'offshoring' jobs, using influence with the Bush regime and other right-wing governments to circumvent social and environmental laws and responsibilities, and a great believer in taking the pledge to buy local, and in community self-sufficiency.

At the same time, I'm a strong supporter of the UN and other multi-lateral NGOs, and I believe that we each have a responsibility for the well-being of all the people and creatures of this world. Some readers have said this view is inconsistent, and I wasn't quite sure how to respond to such charges. Fortunately, Peter Singer, in his recent book on global ethics, One World: The Ethics of Globalization, has come to my rescue. Singer sees no inconsistency between strong local autonomy, community, and self-sufficient economies on the one hand, and global responsibility on the other. The book is based on the Dwight Terry lectures at Yale in 2000, but has been updated to incorporate reflection on the events of 9/11 and the appalling Bush social, environmental and economic record.

I'll have more to say next week about Bush's fraudulent and despicable Earth Day media blitz, and the major media's shameless lack of critical evaluation of the utter nonsense that his propaganda machine has been churning out this week on the environment -- newspeak of Orwellian proportions. The first part of Singer's book deals with environmental responsibility, and his prescription for increasing it -- immediate ratification of Kyoto by the US and other holdout countries, and introduction of an emissions trading mechanism to make the realization of Kyoto feasible (subject to the need for some oversight on the disposition of the proceeds of such trading when it involves autocratic governments).

The second part of the book deals with the global economy, and Singer adroitly tears apart the Economist's (and other neocons') naive assertion that economic globalization somehow benefits both rich and poor countries. He then goes on to prescribe a substantial reform of the WTO and the GATT, which could actually lead to more equitable distribution of wealth and more efficient production of economic goods, while safeguarding human rights, labour and the environment. Unfortunately, the multi-national corporations and corporatists who hold sway in the WTO would never tolerate Singer's prescription, since it would entirely divert the benefits of economic globalization from their pockets to those of the world's poor.

The third part of the book deals with international law, and Singer lashes out at Bush for his unconscionable refusal to ratify the International Court of Justice, and for the UN's continued hesitancy to accept a duty (not a right) to intervene in situations of genocide and other humanitarian crises, even within a single nation. Singer is sanguine about the limitations and dangers of 'global government', but supports strengthening the UN to enable it to act as a 'protector of last resort', and including in its mandate the responsibility to supervise elections in all member nations.

The fourth and final part goes back to ethical principles and proposes that countries must, in this world where national boundaries no longer have any logistic meaning, set aside national interest and embrace, once and for all, global interest, impartially. That does not mean cultural homogenization, but imposes a responsibility for the reduction of inequality, both of economic resources and personal rights and freedoms.

Always the pragmatist, Singer concludes by worrying out loud about how the responsibility for a global ethic could be managed:

It is widely believed that a world government would be, at best, an unchecked bureaucratic behemoth that would make the bureaucracy of the EU look lean and efficient. At worst, it would become a global tyranny, unchecked and unchallengeable. These thoughts have to be taken seriously. How to prevent global bodies becoming either dangerous tyrannies or self-aggrandizing bureaucracies, and instead make them effective and responsive to the people whose lives they affect? It is a challenge that should not be beyond the best minds in the fields of political science and public administration.

I'd like to believe that this was possible, because if it isn't, we're in serious trouble. We cannot expect national governments to set aside parochial interests, especially when this entails accepting a responsibility that would, for the richer nations, inevitably lead to a drastic redistribution of wealth to poorer nations and hence a sudden and sharp reduction in, at least, economic living standards (if not necessarily well-being). But as John Ralston Saul has so eloquently argued, larger organizations and institutions, whether public or private, are almost always, and inherently, less efficient, less agile, more resistant to change, more hierarchic, and less transparent than smaller organizations. So the challenge is to achieve the best of both worlds, having organizations of global scope and authority and responsibility, but broken up into sufficiently small, autonomous and dynamic units that they are sensitive, resilient, responsible and responsive to the people and communities they serve. We can only hope that "the best minds in the fields of political science and public administration", wherever they are, are up to the task.

THE BOSTON
TEA-PARTY AS 'ECO-TERRORISM'


THE BOSTON
TEA-PARTY AS 'ECO-TERRORISM'
03/06/2004 02:08 AM
Boston Tea Party
A
member of the Derrick Jensen mailing list pointed out a brilliantly-written letter to the editor of a small Virginia community newspaper, describing new laws to increase penalties for 'eco-terrorism', a vaguely defined term which appears to include acts of sabotage to corporate 'property', even if they do no harm to any individual. The law was apparently designed to discourage acts against the property of logging, mining, and factory farm corporations, developers and SUV retailers. Here's the letter in its entirety.

Last week, you used the term "ecoterrorist" with regard to the Earth Liberation Front (ELF). A note on semantics: The Department of Defense defines terrorism as "The unlawful use or threatened use of force or violence against individuals or property to coerce or intimidate governments or societies, often to achieve political, religious, or ideological objectives."



Somehow, burning a bulldozer fails to meet these criteria. Unlawful and ideological, yes. But they intended to coerce corporate entities (United Land, Virginia Land, Kessler Group, Regency Centers, and Dierman Realty Group), not governments or societies.

Do you feel "terrorized" by the loss of the Land Company's trackhoe? Even developer Wendell Wood seems non-plussed. "You can go buy another."

What is scary is how terms like "ecoterrorist," "cyber-terrorist," "narco-terrorist" and "special-interest terrorist" are slipping into our vernacular.

Know this: "Animal and Ecological Terrorism Act" legislation was proposed in Texas and New York, to officially label many forms of advocacy as "terrorism." Plus, President Bush's proposed Patriot Act II hopes to broaden the definition of terrorism and make it easier to sentence such "terrorists" to death. Now, who's scaring who?

Indeed, the ELF is the FBI's top priority regarding domestic terrorism. But I, for one, would hope they'd instead focus more on whoever mailed U.S. military-manufactured anthrax and ricin to Congress.

Truth is, most people agree with ELF's intentions. A recent national survey found that two out of three people think the environment is more important than property rights, corporate profits, or even creating jobs.

The ELF usually targets only the most egregious of industrial polluters and ecology-destroying profiteers. Take Nestle's Ice Mountain bottled water, which built a plant in Michigan's Mecosta County (despite a 2-1 resident vote to deny them zoning) and then proceeded to violate state and federal water rights by siphoning from public rivers and streams. ELF activists, after exhausting legal avenues of dissent, tried to blow up the plant.

Is the sprawling Hollymead Center as bad? No. But Richmond's SUVs were arguably an environmental and social menace. Objectively speaking, SUVs kill more Americans than al-Qaeda does.

The last word: There was a time when we had a very different term for those who sabotage avaricious corporations. As John Adams said of the Sons of Liberty who dunked East India Company tea into Boston harbor: "There is a dignity, a majesty, a sublimity in this last effort of the patriots that I greatly admire."

Brian Wimer


Charlottesville

P.S. This week, Bush's Education Secretary called the National Education Association teachers union a "Terrorist Organization" for criticizing the shortcomings of Bush's No Child Left Behind Act. Who's next? Editorialists?

THE VICIOUS
CYCLE OF ILLIBERAL 'DEMOCRACY'


THE VICIOUS
CYCLE OF ILLIBERAL 'DEMOCRACY'
03/06/2004 02:08 AM
Third World Democracy cycle
In his book The Future of Freedom, Fareed Zakaria argues that democracy cannot be imposed on countries that have no foundation of constitutional liberalism. Without such a foundation, he says, there are not sufficient self-imposed checks and balances to prevent the government from falling victim to a predisposition to nationalistic excess and corruption that political power inevitably brings with it. I've been watching the situation unfolding in Haiti and Venezuela, where once well-intentioned and widely-supported populist governments have fallen out of public favour and are in the process of being overthrown by Western-backed opposition groups.

It occurred to me I've seen this all before, and it's like a bad replay of a vicious cycle that seems to play itself out again and again in most of the so-called third world 'democracies'. I've illustrated it, in over-simplified terms, in the chart above. The boxes in red show the phases of the cycle where nationalists and populists are in power, and those in blue show where pro-Western elites are in power. It's an endless cycle of hope, disillusionment, corruption, cynical foreign interference and despair.

In countries with sizeable resources, like Iraq, the West tends to intervene to short-circult the cycle and replace one pro-Western government, when it gets too corrupt or independent, with another. In countries that are resource poor, like Bolivia, the West tends to ignore the woes of the prevailing governments regardless of their political stripe, using economic restrictions to keep them in line, and allowing prolonged crises to remain unsolved, stalling the cycle where Argentina and North Korea are shown on the above chart. This space is the hardest and most important to move forward from, and it is the space that many African nations have occupied for most of the time since they became independent of their colonizers.

Occasionally, countries break out of the cycle. This usually happens of the country's own accord, on its own schedule, and only once constitutional liberalism has taken root. Chile and South Africa, for example, after each going through a particularly bloody cycle, may have finally had enough. They look, at least for now, to have imposed enough checks and balances on government, and enough institutions of constitutional liberalism, to have escaped the cycle.

In his new book, Forging Democracy, Geoff Eley argues compellingly that democracy is a relatively recent, fragile, and hard-won accomplishment, one that still exists legitimately in very few countries. All it takes is a coup, an invasion by a non-democratic neighbour or a stolen election to take a country out of the virtuous cycle of democracy in the upper left of the chart, and hurl it back into the lower right where the cycle begins all over again. For most of the world, for most of human history, that much power has been just too much to handle.

The message, which Zakaria and many others have made, is that countries without a heritage of democracy and constitutional liberalism need our (non-military) investment, our support and our patience. They do not need oppressive and unrepayable debts or 'free' trade rules rigged in favour of heavily-subsidized Western multinationals. They do not need military intervention or political interference every time they slip, as we all did, on the hard road to democracy, and every time they elect or find themselves ruled by a government whose political and economic ideas are at odds with ours. Let them build their own nations, supported by Western humanitarian and educational aid with no strings attached, and democracy may eventually take hold. Fail to do so, and the cycle will continue forever.

THE
POPULATION STRESS INDEX, AND SOME
SOLUTIONS


THE
POPULATION STRESS INDEX, AND SOME
SOLUTIONS
03/06/2004 02:08 AM
map

In order to test Edward Hall's hypothesis< /a> that population stress is the fundamental cause of human violence and war, I decided to see if there was a correlation between the state of civil unrest and the density and growth of human population in various countries around the world. Using data from the FAO, I computed the population per arable hectare of land for each country in the world with at least a quarter of a million people. Then, using data from the Population Reference Bureau, I mapped this to annual population growth rates (%) for these countries. Initially, I produced the scatter diagram shown below:
scatter chart
In this chart, about a third of the countries, those with annual growth rates under 0.5%, are excluded to keep it from being too busy. The overall global population per arable hectare (4.0) and overall global annual growth rate (0.8%) are shown by a large blue dot. The sustainable global population per arable hectare (1.0, per a variety of sources I have cited in earlier posts) and the sustainable overall global annual growth rate (0%) is shown by a large green dot. No country has achieved that sustainable level -- every country in the world has either positive growth rate or a density over 1 person per arable hectare.

Sure enough, the countries furthest from the green ideal point are also, almost without exception, the most violent and war-torn countries. At the far extreme, you find Palestine and Kuwait, with Saudi Arabia, Israel, Egypt and most of the MidEast countries close by. In the upper central part of the chart you find most of the war-ravaged sub-Saharan African countries, led by the Congo, with its horrendous and incessant war, Sierre Leone, where militias amputate their enemies' limbs as a symbolic warning, and Rwanda & Burundi, site of the bloodiest massacre of the last half-century. Here, too, you'll find Colombia, where anti-drug spraying and civil war have killed thousands, destroyed the economy and poisoned 80% of the arable land. And you'll find Haiti, site of this week's coup, and several Central American states that have witnessed horrendous warfare in recent years.

I then decided to multiply the two factors -- density and growth -- together to produce what I call the Population Stress Index (PSI). The calculations are shown graphically (I have tables if anyone wants them as well) on the map above: Purple for a PSI over 10 (extreme), Red for 4-10 (very high), Orange for 2-4 (high), Yellow for 0.5 to 2 (moderate), and White for less than 0.5 (low).

If you were to correlate this index against the propensity for violence and war in the past few decades, I think you'd find a nearly perfect match. What's more interesting is that if you repeat the exercise using data from a century ago, you find the major belligerants of the world wars have the highest scores. By the middle part of the last century, China, Vietnam and Korea had exceptionally high scores.

So what can be done to bring annual growth down to, and below, zero, to achieve globally a zero PSI, a situation that today exists nowhere on Earth? In his essay How to Influence Fertility, John R. Weeks, Director of the Population Center at San Diego State University suggests the following programs to reduce population growth, and ultimately reduce global human population to the sustainable level of one billion, no more than one person per arable hectare:


Direct Programs
Indirect Programs
Enabling Rational Choices
  • Provide full legal rights to women
  • Increase legal age at marriage for women
  • Promote secular education
  • Promote communication between spouses
Providing Motivation
  • Payments for not having children
  • Priorities in jobs, housing, education for small families
  • Community improvements for achievement of low birth rate
  • Higher taxes for each additional child
  • Higher maternity and educational costs for each additional child ("user fees")
  • Economic development
  • Increased educational opportunities for women
  • Increased labor force opportunities for women
  • Peer pressure campaigns
  • Lower infant and child mortality rates
  • Child labor laws
  • Compulsory education for children
  • Peer pressure campaigns
Making Means Available
  • Legalize abortion
  • Legalize sterilization
  • Legalize all other forms of fertility control
  • Train family planning program workers
  • Manufacture or buy contraceptive supplies
  • Distribute birth control methods at all health clinics
  • Make birth control methods available through local vendors
  • Establish systems of community-based distribution
  • Public campaigns to promote knowlege and use of birth control
  • Politicians speaking out in favor of birth control

It's certainly a solution set worth striving for. I am, however, pessimistic that it's sufficient to overcome the enormous population momentum that I've written about on these pages. Nor do I have much confidence that, when we have an American regime that is hell-bent on banning abortion again, which deprives foreign aid and support to countries and agencies that practice family planning, and which funnels money to religious groups hostile to birth control, there will be enough political will or economic investment worldwide to bring these programs to fruition.

You would think that, when evidence indicates that overpopulation is the key cause of environmental degradation, violence and war, and human suffering, there would be an unstoppable groundswell of support for programs to reduce our population back to sustainable levels. But that's the power of our culture: In the face of irrefutable proof of its folly, we continue to chant the mantra of Growth.

Postscript: 3pm -- Just found this interesting site  from Matthew White, who tabulated the death rate from war and atrocities during the period from 1975-2000, and conveniently mapped it like I did the PSI. His colour code is: bright red over 1% of the population (extreme), dark red 0.1-1% (high), maroon 0.01-0.1% (moderate), black under 0.01% (low):
war deaths map
Sure looks like a close correlation to PSI to me. I'll have to go back and plug in his data to my table to calculate the r2 correlation coefficient, but I'm willing to bet it's very high.


DISASTROUS
US EMPLOYMENT REPORT FOR FEBRUARY


DISASTROUS
US EMPLOYMENT REPORT FOR FEBRUARY
03/06/2004 02:08 AM
US employment
Even the pessimists didn't expect the horrendous February employment report issued by the labour department today. Employment grew by an insignificant 21,000 people, compared to the increase in the labour force of 150,000, and the forecast just last month from Bush's office that between 2.6 million and 5.0 million net new jobs would be created this year. As I promised, I'll be tracking this each month.

But it's even worse if you read the whole report. The entire increase in February was a result of hiring by federal and state governments. Private sector employment actually declined. And the labour department also admitted they had overstated January's and December's employment growth numbers by 15,000 and 8,000 respectively. So total US employment at the end of February was actually 2,000 people less than last month's reported number.

In light of record profits by many large corporations in recent months, no one should have any illusions that Bush's tax cuts for the rich will ever somehow 'trickle down' to the rest of the people. This data shows that profit growth is now occurring entirely on the backs of American workers, and from 'productivity' improvements due to downsizing, outsourcing and offshoring. Big corporations are already gouging as much revenue from struggling American consumers for their overpriced, increasingly imported products as they can, so future 'growth' must come by cutting and exporting jobs.

Not surprisingly, the stock market shrugged off this horrible news, since although it doesn't bode well for consumer buying power, it allows the Fed the excuse to keep interest rates low for another month, keeping the cost of massive corporate borrowing (and the interest cost on the astronomical and still-soaring Bush debt) manageably low. But like everything else in our economy, these stock market levels and interest rate levels are unsustainable. Big bubble ahead.

THE
SCRAPBOOKING PHENOMENON: BLOGGING +
PERMANENCE?


THE
SCRAPBOOKING PHENOMENON: BLOGGING +
PERMANENCE?
06/20/2004 12:36 PM
scrapbookingMy daughter spends much of her workday at the computer, but has no interest in blogging. Her hobby is scrapbooking, a hobby that now supports a $2.5 billion industry. A scrapbook is essentially a photo album on steroids, replete with souvenirs, commentary, and now, special thematic papers to make your collage a work of art. Special scissors are involved, as are many art media (paint, chalk, etc.). Stores catering to the hobby are springing up everywhere. People belong to scrapbooking circles (where you share your technical skills in scrapbooking, more than the actual scrapbooking content, with others), and are signing up for classes in scrapbooking and attending scrapbookng conferences. There is a Scrapbooking for Dummies book.

Last week, during a delightful dinner with fellow Canadian bloggers Seb Paquet and Gary Lawrence Murphy, we talked a little about this, and my dinner companions defined the hobby as Blogging + Permanence. Where a blog consists of nothing but bits and is totally etherial, a scrapbook is tangible. It has heft. It has presence.

It is also a social hobby, far less solitary than blogging. Mothers and daughters work on their scrapbooks together. And the subject matter is much more personal than most bloggers' writings and photos (livejournal bloggers excepted). This is perhaps because the privacy of scrapbooks allows this intimacy -- no fear of stalkers stumbling on your scrapbook the way they can on your blog. And scrapbookers are overwhelmingly female. They are also, photobloggers aside, of a more artistic bent than the vast majority of bloggers. The whole point of blogs was to make website composition simpler, so the writer could concentrate on the words. Scrapbooks are all about composition, and that composition is getting more sophisticated all the time. Some scrapbookers are even taking art classes so they can supplement their photos with portraits and other works of art. The hobby is even encroaching on genealogy, with much richer stories about, and embellished with artefacts of, one's ancestors than one finds on the usual 'bare' family tree.

I keep thinking there should be more overlap between the two hobbies, but while there are lots of websites on how to scrapbook, there are very few blogs devoted to scrapbooking (and those that are seem to have mostly been abandoned, presumably so their writers can pursue their favoured hobby instead). There is certainly a ready opportunity to bring the hobbies together: Scanning the pages of a scrapbook into a blog would not be difficult, and would create a backup copy of the scrapbook that could be given to others or shared with those far away. And if the blogging tools weren't so clumsy, they could allow us to print out our blogs and preserve them, with some of the related real-life scraps, the comments threads etc., in a hard copy archive that those (like my father) who say they find reading online too hard on the eyes could browse.

Why doesn't this happen? Probably because the content is different, and the intended audience is different. The audience for your scrapbook (besides yourself) is the person sitting beside you, commenting on each page, sharing your art in a very tactile way. The audience for your blog (besides yourself) is the vast, mostly unknown horde of readers who find your ideas interesting, your compositions provocative or inspiring, your information useful, but who, for the most part, won't miss what you've written next week when it disappears into the impenetrable blog archives. Blog posts are ephemeral, quick flashes, fireworks, left brain stuff. Scrapbook pages are memories, permanent vehicles to recall, richly, again and again, treasured memories. Drawing on the right side of the brain.

WHY DOES
SMALL BUSINESS VOTE CONSERVATIVE?


WHY DOES
SMALL BUSINESS VOTE CONSERVATIVE?
06/18/2004 01:09 PM
no left turnTime for another of life's imponderables. Both in Canada and the US, family farmers and small business people have, in recent years, consistently voted conservative, and show every intention of doing so again this year. This makes absolutely no sense: Most farm states and provinces are net recipients of government largesse (i.e. they receive in equalization payments and services more than they pay for, subsidized by the more urban and more liberal states and provinces). And even though in the past 20 years conservative governments have spent more than liberal governments, that money has largely gone to tax cuts for the very rich and defense spending, creating huge deficits that small farmers and small business people have to repay in taxes, and receive almost no benefit from.

I talked to a few local farmers and small business people to try to find out why they vote conservative. This small sample may not be representative, but what they told me was:
  • They perceive liberal governments to be based in, and focused on, the big cities. Even in the suburbs this anti-urban feeling is strong, and translates into an anti-liberal (rather than pro-conservative) vote.
  • They are very proud people, who like to think they are independent and don't need government help. So a liberal saying he's going to provide more assistance for small farmers and small businesspeople might actually be insulting them rather than wooing them. To those that have never lived through a depression (or learned its lessons), government handouts "encourage laziness". Small business still buys the 'free market' myth, whereas big business knows it's a myth and perpetrate it strictly as a power lever.
  • They really have no idea how government works, where the money goes, how they benefit from it, or how bigger corporations benefit much more than they do due to various government subsidies. The concept that tax cuts = service cuts, and that big corporations are at least as inefficient as big government, is lost on these guys. They don't understand that it's they who have to pay for that inefficiency, in inflated consumer prices and in taxes for big corporation handouts.
  • Quite aside from economics, they are socially conservative, as Lakoff defines the term. Homosexuality frightens them, liberated women frighten them, immigrants frighten them, government frightens them. They are terrified by crime (and, by extension, 'terrorism') and see it as a sign of moral decay, in black and white terms. They know in their hearts that you can't turn back the clock, but emotionally they want to, and that nostalgia and fear is a powerful weapon that Republicans and Conservatives are using to their advantage. Many people vote with their hearts, not with their heads, a lesson most liberals still haven't learned.
Yesterday the US House of Representatives passed a Republican bill that would give $140 billion in tax breaks to "businesspeople and farmers". Who benefits? "Companies with foreign corporate profits, timber companies, oil & gas drillers, movie studios, wine distributors, manufacturers of bows and arrows, and tobacco farmers". The rest of us, including small farmers and small businesspeople, will foot the bill. But I'll bet that if small farmers and small businesspeople are even aware of the bill, they won't be outraged and might even be more inclined to vote Republican because "it's pro-business". And the Democrats, whose Southern flank supported the bill because of the tobacco subsidy, are really in no position to shout foul. In a country with only two parties both feeding at the same trough, the rich & powerful win and everyone else loses.

In Canada, which has five parties to choose from, the 'first past the post' electoral system undoes the benefits of party pluralism. With the three small parties all socially liberal, Canadian liberals are forced to 'vote strategically', which means voting for the Liberal Party instead of their real choice, the NDP or the Green Party, to prevent the 30% of Canadian conservatives, who have only one voting choice, from stealing the election. We'll find out in ten days whether they did so or not.

Alas, both the US Republican and the Canadian Conservative parties are consistently and heavily propped up by small farmers and small businesspeople. Without that support, these parties would be history. It doesn't make any sense, but it's the reality that both right-wing parties are counting on for election success this year. It's a brilliant con.

A THEORY OF
KNOWLEDGE, AND HOW IT COULD SAVE THE
WORLD


A THEORY OF
KNOWLEDGE, AND HOW IT COULD SAVE THE
WORLD
08/30/2004 05:29 PM
theory of knowledgeDuring my ten years as a Chief Knowledge Officer, I spent a lot of time trying to figure out how people should use knowledge, and to some extent how people learn, but it never occurred to me to develop an overarching 'theory of knowledge' until I decided to write a book called The Cost of Not Knowing. This article summarizes that theory.

This is not a new epistemology. I am disinterested in academic arguments that use language, a clumsy and artificial abstraction, to try to justify theories that to me are needlessly complex, counter-intuitive and of no practical use. For students of philosophy, and I'm sure this will come as no surprise to my regular readers, my theory is consistent with Maurice Merleau-Ponty's phenomenological view of epistemology. For those interested in the philosophical basis for this theory, I would recommend David Abram's Spell of the Sensuous, much of which is devoted to explaining Merleau-Ponty's philosophy. I'm merely interested in its practical implications, in work and in life.

My theory starts with learning. Learning is the process of direct and indirect experience and observation, and knowledge is simply the personal, collected, internalized result of learning. We learn in different ways (fig.1): The best way is through active participation, which engages all our senses in the learning experience. Next best is observation, where we see or hear but where some of our senses are not engaged. The least effective way is second-hand, through communication of reports from someone else. When a squirrel learns, by personal trial and error, how to defeat a baffle on a bird feeder, this is powerful knowledge, well retained and employed. When that squirrel instead watches another squirrel show how to do it, the knowledge is less valuable, less credible. The observing squirrel may not be able to replicate the other squirrel's moves, and the method may not be the best one for the observing squirrel, which may have a different body-weight or dexterity than the demonstrating squirrel's. And if one squirrel merely tells another, unfamiliar squirrel of the presence of food in a bird-feeder 'over there' that can be accessed by navigating around the baffle, that knowledge is even less valuable. The squirrel listening may doubt whether the baffle was or even can be overcome -- perhaps this second-hand report is merely bragging or a ruse on the part of the reporting squirrel.

In human activities, we now get almost all of our knowledge second-hand, through books, newspapers, television and online, and its relative lack of credibility causes us to develop and assign a trust 'rating' to different sources, based on how often, in our experience and that of others we trust, that report has turned out to be accurate or useful. A blogroll is one manifestation of that need to rate the trust-worthiness of second-hand sources of knowledge. Schools, unfortunately, now provide almost all learning second-hand, and it is not surprising that 'field trips' are so loved by students -- an experience to learn something first-hand. It is also not surprising that the most effective and credible form of second-hand report is the story, which conveys knowledge in a way highly analogous to the way we might have experienced it personally.

Why do we learn? The squirrel learns in order to survive -- by direct participation at first in play and then, often by observing its parents, in gathering food, building a nest etc. The squirrel draws as well on instinctive knowledge, which is coded in its DNA as an evolutionary advantage, which 'teaches' it the knowledge of its ancestors, for example to 'freeze' when it senses a predator species, which is often more effective than fleeing predators whose eyesight is attuned to motion, more than shape. That instinctive knowledge also tells it at what point, as the predator approaches, to flee, based on its ancestors' cumulative learnings of that point at which the probability of evasion through flight begins to exceed the probability of non-detection by the predator. Instinctive knowledge doesn't need to be learned, so it doesn't appear on fig.1 above. We're born with it.

In natural systems, where the community, the physical area in which animals spend their entire lives, is small and almost completely 'knowable', we learn only to survive and make a living, and because nature has evolved us, as an adaptive mechanism, to find learning fun (fig.2). In such closed systems, we can get almost all the knowledge we need from direct experience and observation, and from our instincts -- there is little need to rely on second-hand reports as a source of learning. As that physical area that we need to know to survive increases, we can no longer get by with direct experience and observation, so we need to evolve languages to convey more and more knowledge second-hand. Our society becomes inevitably more interdependent, and in addition to survival there are now three more reasons to learn:
  • To be a responsible citizen of that society we need to know as much as possible. Crows have fairly sophisticated and interdependent social structures, with 'travellers' that move back and forth between different crow communities, carrying information about the location of food and predators with them, and they have developed appropriately sophisticated languages to convey that second-hand knowledge. In fact, they have developed 'body' languages and sounds that communicate the location of food to other species (notably wolves and indigenous humans) on which they depend (since their claws are not strong enough to tear flesh and kill, they locate food for other species that can, and then eat the leftovers).
  • To be an intelligent consumer we need to know enough to evaluate our choices. In a society where you don't just eat what you kill and live where your ancestors did, there are often more choices than we can try out through direct personal experience.
  • To understand our purpose we need to learn as much as possible about our physical world and the history of life in it. We have an instinctive desire to understand how and why things are, which serves an evolutionary purpose -- it helps us to survive. As we assimilate more and more knowledge we assemble patterns and theories about how and why things are. These are belief systems (fig. 3). When early man observed how nature automatically corrected population and resource imbalances quickly and painlessly, he began to believe in a higher power. When more recently he invented civilization, a 'man-made' way to live apart from nature, he developed new, anthropocentric belief systems to justify and explain this new 'separate' purpose for living. Belief systems so powerful that they allow us to tolerate, and even celebrate, incredible suffering, and to ignore and disregard our intuitive knowledge, which is inconsistent with these belief systems.
So where does all this get us? Of what practical import is this theory? My prospective book is about the cost of not knowing, and that is the 'so what' of this theory:
  • Because we did not know the degree to which extreme and sustained suffering and outrage perverts the human mind, and the malleability of those minds, we allowed the slaughter of nearly a million innocent civilians in Rwanda in 1994, and of nearly 3000 in the US in 2001.
  • Because we did not know the consequences of reliance on catastrophic agriculture, we allowed millions to die in the Irish potato famine, eighty million more to die of starvation in China during Mao's Great Leap Forward, and the horrendous threats posed today by BSE (Mad Cow), the Asian bird flu, and as-yet-unevolved diseases and pests that prey on massive concentrated quantities of astonishingly homogenous, vulnerable human foods.
  • Because we did not know that nature uses diseases to winnow overcrowding, and that these diseases will always evolve faster than we can prevent or treat them, we allowed half the people of Europe to die in the Plague, and more than one billion to die of Smallpox, and despite 'clues' like AIDS of what is to come, future diseases we do not yet know, we still have not taken drastic steps to reduce human overcrowding on our planet.
  • Because we did not know the impact of our wasteful and thoughtless burning of hydrocarbons and forests on our planet's climate, we now face cataclysmic global warming and the paradoxical early triggering of the next ice age.
Not knowing led directly to the loss of biodiversity and much of the carrying capacity of our Earth, the demise of Enron and its auditors, the Great Depression, the dot com bust, the atrocities of Stalin, and the Great Extinctions that regularly obliterate much of life on our planet. And because we still don't know these things for sure, we allow ourselves to hesitate, to do nothing, to hope these problems will magically go away, to allow the conditions that almost certainly gave rise to these and other disasters to continue, to in fact continue to get worse.

I had dinner last evening with some of our neighbours, and we were talking about some of these immense problems, and one of my neighbours, a student of history, said that no problem in history has ever been solved until it got so bad for so many that there was a spontaneous revolution. What would it take, he asked, before these problems -- overpopulation, famine, oppression, violence, disease, resource scarcity, pollution, war, suffering, cruelty, misery -- got bad enough that people would rise up and demand immediate resolution?

I think the massive unrest and strife we see everywhere in the world indicates that we have already passed that point. However, in order to have a revolution there must be (a) consensus on the need for change, (b) consensus on the change that is needed, and (c) a simple process to bring about that change. Historically, the solution has been political -- to oust, violently if necessary, an identifiable oppressor, the cause of the problem, and replace him (or them) with new leaders committed to the consensus solution. And although billions have shown that they see Bush's corporatist imperialism, and the oligopolists' 'free' trade and globalization, to be causes of some of the major problems we face, once we get rid of these scourges, most of the biggest problems will remain. These more intractable problems have no identifiable enemy and, as yet, no consensus solution. They are systemic problems that can only be changed by a radical change to our entire global economic and political systems. And changes to these massive, entrenched and leaderless systems have historically almost never come about by political means, but rather by introduction of disruptive technology innovations that undermine the existing system, as the agricultural and scientific and industrial revolutions did. It is tempting to believe that scientists, not collective human energy and collaboration, are the only hope we have for saving us from ourselves, of rescuing us from our colossal ignorance.

What is the cost of not knowing when, even if we could communicate enough knowledge to achieve global consensus on the need for change and the change that is needed, there is still no simple process to bring about that change? If we were to magically and suddenly be able to bring knowledge to bear that would persuade the vast majority of people on the planet that unless we quickly reduce human population below one billion and reduce each human ecological footprint to no more than one eighth of the current Western footprint, would that be enough to precipitate a combination of voluntary abstinence, intense social pressures, and (over the objections of the very powerful elite) laws and taxes and sanctions, to ensure that these targets were met? We did bring about the end of slavery this way, and the end of the Vietnam War, and in much of the world women's suffrage. Is the intractability of our greatest problems really the lack of a simple, known solution, or is it rather the lack of consensus on the problem, and of its severity and urgency and what needs to be done to find a solution? -- The cost of not knowing.

Until the reactionary cult of leadership took over business thinking a few short years ago, there was a consensus that the best way to run a business was to agree on and articulate the business' objectives, get each employee to define their role in achieving those objectives, remove the obstacles that prevented them from fulfilling those roles effectively, and otherwise stay out of the way and trust the Wisdom of Crowds to produce better results than the arrogance of a few. Could the same principle, applied to the world's most challenging and threatening problems, work in society as a whole? And if not, why not?

It is the examples of slavery and the 60s peace movement and women's suffrage that have caused me, insufferable optimist that I am, to think that there is hope. The solution of reducing human population by 90% and ecological footprint by 10% (in the third world) to 90% (in the West) is daunting, but it's also a simple, clear, measurable objective. And if we have six billion people working on it, convinced that this is what must be done to save the world, there's no reason why it shouldn't be achievable. Women choose not to have babies if they know pregnancy would put their lives in danger, why wouldn't they choose likewise if they knew it put their world in danger? Would knowledgeable people agree to participate in an annual lottery for the right to have a baby, and live with the results, as they now compromise so many of their 'rights' for the greater good? Would they agree to a 100% tax on all wealth beyond sustainable consumption levels, to be distributed to the poor? Would they shut down permanently businesses that knowingly damage the environment? Would they abandon urban sprawl and big centralized governments in favour of self-managed, self-selected, self-sufficient communities if it could be shown that these are more socially and environmentally responsive, and responsible, political units? Would they wrench power, by citizen and consumer action, from unrepentant corporatists who refused to give up their excessive wealth and influence?

It is hard to give up old paradigms. I know a lot of people that see the salvation of the world in global government, to which all states will cede authority. I see no reason to believe that bigger more powerful governments, which largely got us into this mess, and which are more removed from the people they supposedly represent, would do anything but make the problems worse.

But as the Internet has shown, the real power in any system remains at the ends: The front lines, the communities, where people learn by direct experience what works and what does not, what makes sense and what does not. It is as individuals and as members of small communities that we define ourselves and establish our belief systems and commit ourselves to action and to change. As citizens and consumers and members of communities, if we only knew, we could accomplish what needs to be done.

It is time for a bloodless coup, the taking back of power and authority from central corporatist political and economic institutions and its reinstatement in local communities and in individuals. To bring it about, we need only accomplish these four daunting tasks:
  1. We need to communicate to everyone on the planet, one person at a time, that there is a better way to live: happier, healthier, safer, more egalitarian, more harmonious, more responsible, and sustainable for future generations. We need to tell everyone a new story of our planet's destiny.
  2. We need to achieve, by a great deal of open conversation, discussion, and sharing of knowledge, a huge consensus that there are two root causes underlying all the problems we face today and preventing us from achieving that better way to live: Overpopulation and overconsumption, and to set and agree upon deadlines and targets for solving these two problems. Just as in past we agreed that slavery and imperialism and suppression of women were our global enemies, we need to agree that overpopulation and overconsumption are our global enemies, a threat to everything we believe in and a threat to our future. With the right mix of empirical and intuitive knowledge, we can achieve this agreement.
  3. We need to organize six billion people to use their collective wisdom to tell us how to meet these deadlines and targets, and then free them to work in their communities to make it happen.
  4. We need to help each other clear away obstacles to success. That means a lot of humanitarian and peacemaking assistance, helping to build new infrastructure that will work in the new community-based world, redistributing resources from the rich to the poor, and disarming those that will try to establish new wealth and power hierarchies.
So maybe knowledge is power after all. About two centuries ago some new stories arose that were so compelling that they became the world's dominant religions, the basis for everything the vast majority of people on our planet believed, and still believe today. Those stories spread person to person, by word of mouth, before the printing press accelerated their influence. At that time the people of our planet were struggling with the new problems of civilization, like famine, disease, poverty, addiction and violence, and they were desperate for new knowledge, a new story, something to give them faith, purpose and direction. Today we face much greater problems on a much greater scale, but we also have powerful new resources for spreading knowledge, for telling a new story. We also have a much better sense of what the root causes of, and solutions to,  our problems are, and knowledge offers the most potent, perhaps the only, means to achieve global consensus and global mobilization to solve these problems.

The cost of not knowing is the end of our world. It's too great a cost to pay, and the answer, if we use the power of knowledge, is within our collective reach.

AVOIDING THE
LANDMINES IN ENTREPRENEURIAL
BUSINESS


AVOIDING THE
LANDMINES IN ENTREPRENEURIAL
BUSINESS
05/04/2004 09:08 PM
stepping stones
Diagram ©2004 The Caring Enterprise Coach
Today, the average North American entrepreneurial business lasts just four years, the average sole proprietorship even less. Yet entrepreneurship is not rocket science; it's nothing more (or less) than making a living for yourself with your business partners, instead of depending on some indifferent corporation to provide you with a living wage. Running a business is certainly no more difficult than raising a family, or landing a job and building a career with a big company. The essentials of entrepreneurship could easily be taught in every school, and there'd still be plenty of time left for the rest of the school curriculum. But, perhaps because big corporations and the governments they control want the 'labour force' to be meek, subservient, fearful and insecure, most people have come to perceive entrepreneurship as a complex and difficult art, fraught with danger, unprofitable, emotionally scarring, and demanding of enormous courage and energy. "It's certainly not for everyone", I keep hearing.

Entrepreneurship requires self-knowledge of what you're happy doing, what you're especially good at, how much you're willing to put into your enterprise and what you expect to get out of it. Without this self-knowledge, you're likely to be as miserable in your own business as working for some unappreciative boss, and that unhappiness will bear directly on its success. Beyond that, all you need are common sense, self-confidence, and a modicum of four key, learnable skills:
  • creativity (the ability to discover and apply new ideas),
  • communication (written and oral),
  • information processing (the ability to distil, analyze and interpret it), and
  • interpersonal (listening, appreciation, connecting, persuading).
Then it's simply a matter of learning and following the process that every entrepreneur has learned by trial and error,  to set up and operate your own business successfully, on your own terms, and actually have fun doing it.

One of the 15 steps in the process of establishing and running an enterprise is avoiding the landmines. In MBA school they now call this Risk Management. This article identifies ten of the major landmines for entrepreneurs, using some real-life examples. I don't believe any of the enterprises described below is still in business (though some of the entrepreneurs have moved on, learned their lesson, and succeeded in other businesses):
  1. Copycat businesses: Thirty years ago I did some financial consulting for a small start-up cruise ship operation. They acquired and completely renovated a ship, which was lovely, got the licenses, hired the appropriate staff, set up the business systems, and then waited for the customers to roll in. After all, the competing operations on the same run were all fully booked. But this operation was an unknown quantity, and before they realized that just being similar to a successful and busy business wasn't enough to succeed, they sailed off into the sunset, empty. Franchisees beware.
  2. Over-estimating the market: Consultants love to sell you spreadsheets that will 'forecast' your income and cash flow. An inventor friend of mine used one of these to persuade himself to produce and sell a new organic nutritional supplement he had developed. His research showed that the annual sales of this type of product North America-wide was $X billion. The spreadsheet encouraged him to plug this number in, along with his estimate of what share of this market he could capture over three years. Needless to say, he never sold anywhere close to this amount of product, because that's not how you go about forecasting sales.
  3. Being too far ahead of or behind the market: A client of mine bought the North American rights to a new technology that would extrude a rugged, colour-fast plastic that could be used in decking, fencing, and other outdoor applications. He spent a fortune setting up the manufacturing plant. Problem is, he did this in the 1980s, when plastics were distrusted as 'cheap', wood was cheap, and creosote in pressure-treated lumber was not yet known to be a carcinogen. Being 10-15 years ahead of the market cost him his life savings.
  4. Biting off too much: A company that I was brought in to help liquidate had been doubling its sales and employee headcount every nine months. They were providing turnkey computer networking equipment and installations to mid-size companies, and had recently moved upscale to large corporations, school boards and government departments. As its receivables and inventories soared, it started paying more money for qualified talent, and its suppliers and bank both put it on short leash. Finally, despite record monthly sales, it simply ran out of cash. The owner turned down two very opportunistic 'investors', who wanted control of the business in return for working capital, and the bank pulled the plug.
  5. Not listening to the customer, or offering a solution in search of a problem: A lot of entrepreneurs are inventors, scientists, artists, artisans, administrators, teachers or managers. Sales is not their forte, and they're more comfortable working with ideas, materials, plans or systems than with those pesky people called customers. If you're not at home spending a lot of face time with customers, better partner with someone who is. If you want to see what happens if you don't, just browse any of the free software sites on the Web and see how many downloads most of them have. Some of them are quite intriguing, but because they don't meet a customer need, they'll never be more than that. Great prescription for a hobby, deadly for a business.
  6. Not consulting with or listening to the right advisors: A client of our firm in the early 1990s, a company which had been in the commercial printing business for 80 years, brought us in for some technology and corporate finance consulting. As we learned about the business it became obvious, first, that they could not afford the new equipment they proposed to buy, and secondly, that their profit margins were going through the floor. They had built their reputation on high quality printing work, but the market was no longer willing to pay for it. The new equipment would allow them to automate and eliminate some labour costs (and keep up with newer competitors with no sunk costs), but the cost of the new equipment would exceed the savings. We advised the company they needed to find some new markets, new higher-margin products, and new customers who would pay more for their quality work, or else drastically cut costs. They were convinced their customers would stay loyal, and the market for quality printing would rebound. They didn't, and the company shut its doors two years later.
  7. Blowing the budget: As most women will tell you (but many men seem unable to fathom), budgeting is simply a matter of ensuring that the cash going out doesn't exceed the cash coming in. The problem is, every start up costs more -- sometimes two or three times more -- than initially expected. It takes enormous self-discipline, patience, pacing, and sometimes financial creativity, to mete out dollars at a rate that will ensure there is enough cash to launch the business under the worst case scenario. I know of a dozen businesses that closed before they opened because they failed to do so, and others that lost control of their business unwillingly because that was the price for a late cash infusion. 'Risk Capital' might be more accurately called 'Heartbreak Capital' -- it is obscenely expensive.
  8. Groupthink: Back in the 1970s I was appointed Deputy Receiver for a computer and peripherals distributor. They had been put on 'close watch' by the bank, and I had to get authorization for, and sign, every cheque. While I was there I attended and took notes at management meetings. I was assailed at each meeting when I presented my factual reports on profit and cash flow. I was nicknamed The Undertaker for my 'relentless pessimism', and almost physically ejected when I questioned the validity of some unsupported fees that had been paid by the much-loved CFO, who was on leave of absence looking after a very sick relative. The six-man management team, intact since the start of the company and each heavily personally invested in the company, used to come out of their meetings with cheers and high fives, confident, contrary to all logic, that the company was poised for turnaround and sales 'in the pipeline' would soon bring a return to happy days. They would feed off each others' boundless optimism. They just needed to work harder. Happier days never came, and the CFO, it turns out, had defrauded the company to pay for his relative's substantial medical bills.
  9. Litigation: A small biotech company whose CEO I met at a conference a few years ago was bemoaning the huge cost of registering and defending patents. He said they had been forced to sell off one promising product to a competitor in order to pay their legal bills to defend their other intellectual capital. That had slowed them down to the point they now feared that another competitor would beat them to market, rendering the results of the litigation largely moot. Big companies can afford armies of expensive lawyers. For small companies, significant litigation can spell disaster. The competitive advantage of the entrepreneur is agility -- when products get mired in legal wrangles, it may be better to cut bait and move on to other ventures than to fight adversaries with much deeper pockets in court.
  10. Buying the MBA hype: Graduates of business school are taught how to be middle managers of large enterprises. Unfortunately, that knowledge often don't translate well to entrepreneurial businesses. A client of mine brought in a young, very successful MBA grad (he had his own daily spot on one of the local radio stations), who had, it appeared, no experience at all with entrepreneurial business. The company, which was modestly profitable, bought the young man's well-delivered 'grow or die' message and decided to 'go upscale'. They spent a small fortune on advertising, and set up a sales office and warehouse in another country. Unfortunately, the media in which the ads appeared were not the ones used by the company's customers, and there was not enough money to properly penetrate the foreign market. The expenses produced almost no growth and almost sank the company. They salvaged the situation, and their business, by finding an enterprising competitor in the foreign country who took over the hemorrhaging 'branch plant', and then striking a reciprocal marketing alliance with them.
Many entrepreneurs I know feel very lonely, exposed, and helpless. The big consulting firms aren't interested in them until they grow bigger or go public. The smaller firms are selling one or two specific products, and rarely have entrepreneurial skills to share. And these suppliers are expensive. The government is cheaper, but with a few notable exceptions they aren't very helpful either. As a result, many entrepreneurs have formed their own 'support groups', helping each other to avoid the landmines, and learning from each other's experiences and failures. Retired entrepreneurs are another good source of advice, and a quarterly business breakfast with a trusted entrepreneur or advisor with some experience in the trenches can be an excellent investment. These breakfasts don't need an agenda -- they're run as an informal 'interview', with the advisor asking pertinent, open-ended questions and listening and offering counsel and options and ideas. They are a critical element of what my new business, The Caring Enterprise Coach, offers.

Another technique entrepreneurs can employ to alert themselves to potential landmines is establishing an Advisory Board made up of people who have well-rounded business experience, knowledge of markets, and skills the entrepreneur and his partners lack. Such Advisory Boards are often reciprocal, offering mutual support and advice in lieu of fees. I am constantly surprised how few entrepreneurs use such 'support groups', relying instead on their own instincts, the counsel of inexperienced and costly 'professional advisors', and others (bankers, customers, franchisors, and various 'agencies') who have only a nominal, and purely financial, interest in the entrepreneur's success. Some 'support groups' and networks have been set up as money-making ventures, but these tend to be unwieldy and their members terribly needy -- ten people looking for advice and new customers for every one capable of offering useful information or counsel in return. It's best to create your own.

The problem, of course, is that most entrepreneurs are paradoxically too busy fighting fires and avoiding landmines, to be able to invest time finding and networking with support groups and other valuable advisors who can help them avoid the next round of fires and landmines. But, despite the failings of the first generation Social Networking tools, such tools hold enormous promise. Although Shoshana Zuboff coined the term The Support Economy to refer to federations of businesses working together to support their shared customers, the first true Support Economy may well be entrepreneurs supporting each other.

AMERICAN
PROGRESSIVES GET ANGRY, AND BUSY


AMERICAN
PROGRESSIVES GET ANGRY, AND BUSY
07/17/2004 01:18 PM
kucinichA few interesting lefty sites to look at as weekend reading:

The indomitable Bill Moyers tells why progressives should be angry, and not complacent, about what has happened to the political, social, educational and economic systems in the US in the past few decades. My favourite excerpts:

A profound transformation is occurring in America: the balance between wealth and the commonwealth is being upended. By design. Deliberately. We have been subjected to what the Commonwealth Foundation calls “a fanatical drive to dismantle the political institutions, the legal and statutory canons, and the intellectual and cultural frameworks that have shaped public responsibility for social harms arising from the excesses of private power.” From land, water and other natural resources, to media and the broadcast and digital spectrums, to scientific discovery and medical breakthroughs, and to politics itself, a broad range of the American commons is undergoing a powerful shift toward private and corporate control. And with little public debate. Indeed, what passes for ‘political debate’ in this country has become a cynical charade behind which the real business goes on –the not-so scrupulous business of getting and keeping power in order to divide up the spoils...Let’s face the reality: If ripping off the public trust; if distributing tax breaks to the wealthy at the expense of the poor; if driving the country into deficits deliberately to starve social benefits; if requiring states to balance their budgets on the backs of the poor; if squeezing the wages of workers until the labor force resembles a nation of serfs – if this isn’t class war, what is? It’s un-American. It’s unpatriotic. And it’s wrong...What we need is a mass movement of people like you. Get mad, yes – there’s plenty to be mad about. Then get organized and get busy. This is the fight of our lives.

And he quotes this gem from Time magazine:

“When powerful interests shower Washington with millions in campaign contributions, they often get what they want. But it’s ordinary citizens and firms that pay the price and most of them never see it coming. This is what happens if you don’t contribute to their campaigns or spend generously on lobbying. You pick up a disproportionate share of America’s tax bill. You pay higher prices for a broad range of products from peanuts to prescriptions. You pay taxes that others in a similar situation have been excused from paying. You’re compelled to abide by laws while others are granted immunity from them. You must pay debts that you incur while others do not. You’re barred from writing off on your tax returns some of the money spent on necessities while others deduct the cost of their entertainment. You must run your business by one set of rules, while the government creates another set for your competitors. In contrast, the fortunate few who contribute to the right politicians and hire the right lobbyists enjoy all the benefits of their special status. Make a bad business deal; the government bails
them out. If they want to hire workers at below market wages, the government provides the means to do so. If they want more time to pay their debts, the government gives them an extension. If they want immunity from certain laws, the government gives it. If they want to ignore rules their competition must comply with, the government gives its approval. If they want to kill legislation that is intended for the public, it gets killed.”

This is part of the Demos website. Thanks to Ge ntleBreeze's excellent blog for the link.

And once they're angry enough, American Progressives now have an organizing body to do something about this travesty: The Progressive Vote PAC's United Progressive Alliance is working at the grassroots level to reform the Democratic Party into a genuinely progressive party, or at least get some progressive planks in its platform, from the bottom up.

GOOD,
NON-COMMERCIAL HEALTH INFORMATION


GOOD,
NON-COMMERCIAL HEALTH INFORMATION
09/11/2004 10:51 AM
lpiThe Linus Pauling Institute at Oregon State University has a site with useful information about 'micronutrients': vitamins, minerals, other nutrients (like Omega-3 Fatty Acids and Co-enzyme Q10), phytochemicals (trace chemicals in various plants), and the foods that contain all these nutrients. For each nutrient, you can learn its impact on the body, diseases it can help prevent or treat, where you can get it, and interactions with other nutrients, foods and drugs. The entire database can also be sorted by disease instead of by nutrient. Pauling was known, of course, for his controversial claim that large doses of vitamins can prevent the common cold and other diseases.

The site is very thorough, quite technical (but still comprehensible), and makes fascinating reading.

Thanks to tudogs.com for the link.

Speaking of health information, Health Central (the Dr. Dean Edell site) hosts the full (from what I can ascertain) contents of one of my favourite books, The People's Pharmacy. Learn how to make safe, effective treatments from natural, common ingredients that work better than most over-the-counter remedies. Find out which alternative remedies work, which are placebos and which are downright dangerous.

THE STOCK
MARKET AS PONZI SCHEME


THE STOCK
MARKET AS PONZI SCHEME
05/07/2004 01:32 PM
(Warning: some financial math ahead.)

s&p 500
A Ponzi scheme, named after its early 20th century inventor Carlo Ponzi, is a form of pyramid scheme. Basically it involves selling a nearly worthless security to a small group of investors, with the promise of great returns if they promote the security to more investors, and so on, ideally, forever. Like any pyramid scheme or chain letter, of course, it eventually collapses when it runs out of suckers. The first ones in get rich, and the last ones in (much greater in number) get shafted.

As we all know, the stock market is focused on the short term, and fluctuates wildly in response to a single quarter's earnings, external economic events, even rumour. If you look at it holistically and long-term, however, it has all the markings of a century-long Ponzi scheme, the most lucrative, and potentially most devastating, in history.

Let's take a look at the US S&P 500 as a surrogate for the entire stock market, the entire market for equity securities of listed public corporations. The index goes back to 1917, but was revamped in the 1940s and recalibrated so that the index for the average of 1941-43 was 10. It slowly rose to 100 over the next 50 years, and then to 1000 over the next 12 years.

This broad index earned, in 2003, about $55 per average share of the component securities, using GAAP (generally accepted accounting principles). So at its current level of about 1100, it has a P/E (price-to-earnings) ratio of about 20. That means investors are willing to pay $1100 now for a share that will theoretically 'pay back' $55 next year, and hopefully successively more in future years, to justify the 'present value' of $1100. To think of ir another way, it's like a bank charging you $55 this year, $65, say, next year, and so on for at least 50 years, as 'interest' on a loan of $1100. The 5% interest in the first year isn't very attractive for such a risky 'loan', but since future 'interest' will be dependent on (hopefully rising) earnings, there is the prospect of a very lucrative return eventually.

So the S&P 500, like all equities, is said to 'discount expected future cash flows'. A general rule of thumb says that the P/E ratio approximates the annual expected growth in earnings, so that means the investor in the market is expecting earnings to grow by close to 20% each year, essentially forever. How is that possible? Well, it isn't. Earnings grow because (a) prices increase, (b) costs decrease, and/or (c) volume increases. In a 'free' market economy, prices are determined (theoretically, now) by competition -- new competitors will enter the market, and/or existing competitors will adjust their prices, to the point that their return on invested capital is just high enough to justify the investment risk. That level, in a low-inflation economy where the alternative 'risk-free' investment in GICs and bonds is only 2%, is roughly a modest 7%, with the extra 5% compensating the investor for the risk implicit in equities. And, in the long run, volume can't increase -- there's only so much market for anything, and once it's saturated, earnings should therefore level off at a flat rate.

Let's suppose we've more or less reached that state now. Let's also set aside the fact that the $55 earned last year by the average share is likely considerably inflated -- there are undoubtedly some more undetected Enron-type exaggerations out there in some of these 500 companies, and GAAP allows capitalization of stock options and other near-fraudulent practices that significantly overstate 'true' earnings. Is the $55 a fair return on investment in these companies? To answer that question we need to calculate what the investment is. According to the S&P, this $55 represents a 17% return on investment. In other words, the net assets or 'book' value of the average share is $55/17% or about $325. We already indicated that a reasonable return, given the risk, was 7%, which on $325 would be about $22 per share.

Why are stocks earnings $55 per share when in a 'free' market they should only be earning $22? To answer this we need to look at the three components that make up ROI (or more correctly, return on equity -- ROE). These three components are: Margin (profit/sales), Turnover (sales/assets), and Leverage (assets/equity). Leverage can be inflated by excessive borrowing, which companies can get away with in times of low interest, but which boomerang when interest rates spike. Leverage can also be inflated by stock buy-backs, where the company essentially uses excess cash flow to buy back its own stock and hence increase the value per share of the remaining stock -- but this is a form of cannibalization, and leads to the same imbalance between debt and equity. Neither is sustainable. Turnover can be increased by lowering inventories, factoring and off-balance-sheet financing, but ultimately tops out -- you need to have a certain amount of money tied up one way or another in assets to be able to run an effective business. So you're left with Margin, which ultimately is the only explanation for the enormous ROE of $55/share, when in a free competitive market someone should be willing to accept $22/share.

The truth is that the market, and big corporations, are far from efficient. Many industries are heavily subsidized by governments to the tune of billions of dollars in kickbacks -- er, I mean, support payments -- per year. Big corporations also work as oligopolies to prevent smaller companies from entering their markets and charging more reasonable prices for their products. We, the consumers, are in fact paying $55 for goods and services that could be sold for $22 and would still provide the corporations with a very reasonable return. If and when government subsidies end, oligopolies are broken up, and the market for goods and services truly becomes free and open, the S&P 500 should then generate $22/share each year, a 7% ROE, still an attractive return in a low-inflation economy.

So we have a number of factors at work, conspiring to drive up stock prices in the unsustainable illusion that double-digit growth can and will continue forever, or at least until we're dead and it isn't our problem anymore. We have big corporations earning exorbitant returns, two and one half times a reasonable level given the risk, paid for by the taxpayer and consumer (the same people who then take what's left of their meagre paychecks and invest it, with insane trust in the brokers' unsustainable recommendations, in the stock market). And we have a P/E ratio that is already assuming that these wildly inflated, taxpayer subsidized, price-gouging levels of profit will continue to rise even further, at close to 20% per year, forever. Voilà, Ponzi scheme, par excellence.

Let's do the math. Take the $22 per share that big corporations should be earning per share in a properly regulated and open market. Acknowledge that the assumption that these earnings are going to grow in the future, when markets are saturated, consumers, corporations and governments are already buckling under grotesque and unprecedented debt loads and cannot afford to buy or pay more than they already are. Discount that annual stream of $22 of earnings for 50 years at a reasonable 7% discount rate. Know what you get for the fair value of the S&P 500 with these calculations? About 300. That is what, when you strip out the growth hype, the subsidies, the price-gouging, and the unsupportable P/E valuation, the S&P 500 should be trading at. Not 1100.

Eventually the Ponzi scheme will collapse. There may yet be time to con yet more foolish investors into believing that it will rise from 1100 to 1500 to 2000 or 5000 or higher, and if investors can be duped into believing that's what shares are worth, that's what they'll trade at. This scheme has been running for a century, and made many people millionnaires. But eventually we, or our children or grandchildren, will realize that the S&P 500 should be at 300, and since stocks always trade at what people think they're worth, that's where the S&P 500 will end up. The millions left holding the bag will lose most of their life savings, their pensions, everything.

(Oh, and if you change the assumptions about inflation and interest rates, the above valuation doesn't change. Future values and discount rates both go up proportionally, so the inflation-adjusted present value stays the same.)

Even the brokers can see the writing on the wall. They will now try to convince you that by wise investing you can 'outperform the market' by buying low and selling high, even if the market is ultimately doomed to do no better than go sideways. This is another great variant on a Ponzi scheme. It's the stuff that has hooked the new breed of gambling addicts called 'day traders'. For every investor whose holdings 'outperform the market' there will be, of course, at least one loser. But the magic of Ponzi is that it's always the other guy, the next guy, the not smart enough guy, who will get burned. You'd be better to play slot machines or buy lottery tickets -- at least the potential payout isn't overstated by 250%.

In addition to the perpetual-growth Ponzi scheme, and the 'outperform the market' con, brokers also make scads of money from IPOs -- initial public offerings. As James Surowiecki has elegantly pointed out, the IPO is a scam by which an aptly-named 'syndicate' of investment firms ('underwriters') buy a mass of shares from the company 'going public', at about half the price per share they know they can flog them to gullible investors, many of whom rely on these very brokers for investment advice. They then dump their shares on these investors, knowing that the price will promptly drop back close to the IPO price. The underwriting brokers get rich, and the unsuspecting customers get burned.

That's the reason Surowiecki and others, most recently Lawrence Fisher in yesterday's excellent analysis over at our mother ship Salon.com, have urged Google, potentially the most lucrative IPO of all time, to screw the brokers and either sell all the shares directly to the public by auction, or, even better, not to go public at all, and save the delirious investors the grief they will suffer when they find out Google has no direct line to God, and hence isn't worth a million dollars a share.

Eventually we, or our descendents, will learn (or have no choice but) to 'just say no' to dysfunctional stock markets and all the evils they breed. Until then, we'll continue to be addicted to short-term thinking, the illusion of perpetual growth, paying too much for everything we buy, subsidizing public companies with our taxpayer dollars, downsizing and outsourcing and offshoring as 'productivity enhancement', and putting up with the atrocious greed, corruption and devastation of insatiable global corporations that pull the strings of politicians like puppeteers, all in the name of 'maximizing shareholder value'. It's addictive gambling with a staggering cost, it's insane, and it's fraud.

HOW TO
SAVE THE WORLD
READING LIST


HOW TO
SAVE THE WORLD
READING LIST
07/18/2004 03:41 PM
.In Beyond Civilization, Daniel Quinn says:

People will listen when they're ready to listen and not before. Probably, once upon a time, you weren't ready to listen to an idea than now seems to you obvious, even urgent. Let people come to it in their own time. Nagging or bullying will only alienate them. Don't preach. Don't waste time with people who want to argue. They'll keep you immobilized forever. Look for people who are already open to something new.

When presenting a new idea, you don't have to have all the answers. It's better to say 'I don't know' than to fake it. Make people formulate their own questions. Don't take on the responsibility of figuring out what their difficulty is. We each internalize information differently. If you don't understand a question, keep insisting they explain it until it's clear. Nine times out of ten they'll supply the answer themselves.

Above all, listen. Your close attention is sometimes more important than your articulateness in winning converts. And learning is always a good thing.

When I've talked to people about the ideas I've presented in this blog, I get the sense that maybe 10% really understand and appreciate what I'm saying. Perhaps another 40% are ready to listen and want to believe, but either my inarticulateness or their internalization mechanism garbles the message. After all, saving the world (or, as one recent commenter 'geo' put it more accurately "changing how humans live so we as a species can continue to survive") is not easy or obvious, or we'd all be busy doing it. This reading list is for that 40%, in the hope that better writers than I can convey more clearly and compellingly what we need to do and why. The remaining 50%, I suspect, are not ready. Five years ago someone gave me The Spell of the Sensuous and I gave up after five pages -- I just wasn't ready.

Here's the list -- 56 books and articles that forever changed my worldview, and my purpose for living::

What Life was Really Like Before Civilization: Revisionist History
  • Full House, by the late Stephen J. Gould. The presence of man on Earth was a random occurrence, and after the next Extinction Event life on the planet is likely to evolve differently. We are not the Crown of Creation.
  • The Wealth of Man by Peter Jay. The life of pre-historic man was easy, idyllic, and very pleasant. Hunt big slow game an hour a day, relax and enjoy the rest.
  • The Worst Mistake in the History of the Human Race, (online) essay by Jared Diamond Why the adoption of agriculture was 'a catastrophe from which we have never recovered'.
  • Original Affluence, by Marshall Sahlins. If you wanted to defend a new society that featured rigid hierarchy, agonizingly hard work, suffering, frequent starvation and slavery, wouldn't you try to portray the alternative life as 'short, nasty and brutish'?
  • Extinction, by Michael Boulter. Our planet's history is one of cycles punctuated by massive extinctions and new beginnings. Our only choice is whether to end this one sooner (a century) or later (several millennia).
  • The Axemaker's Gift by Jame s Burke and Robert Ornstein. How innovativeness has been increasingly corrupted to concentrate and retain power, instead of making the world better.
What's Going On Under our Noses: The Real News
  • The Unconscious Civilization, by John Ralston Saul. How and why we've become helpless slaves of the political and economic system we built.
  • Ockham's Razor, by Wade Rowland. What's wrong with our modern values, and where to look for new ones.
  • People Before Profit, by Charles Derber -- How rampant corporatism ravaged the vast majority of people worldwide in the 1800s, and is doing so again.
  • State of the World, by WorldWatch Institute, The 7 trends that most threaten eco-collapse: population growth, rising temperature, falling water tables, shrinking cropland per person, collapsing fisheries, shrinking forests, and the extinction of plant and animal species.
  • World Scientists' Warning (online), by the Union of Concerned Scientists. "Human beings and the natural world are on a collision course. No more than one or a few decades remain before the chance to avert the threats we now confront will be lost and the prospects for humanity immeasurably diminished. A great change in our stewardship of the Earth and life on it is required if vast human misery is to be avoided and our global home on this planet is not to be irretrievably mutilated."
  • Dream of the Earth by Thomas Berry. "We are in trouble just now because we do not have a good story. We are in between stories. The old story, the account of how we fit into it, is no longer effective. Yet we have not learned the new story."
  • The Future of Freedom, by Fareed Zakaria Why we can't change another country's culture from outside it.
  • The New Rules of the World, by John Pilger An accurate, devastating portrait of the world in 2003.
  • The Demon in the Freezer, by Richard Preston. How vulnerable we all are to individual acts of terror, chaos and sabotage.
  • Against the Grain, by Richard Manning. How grain monoculture evolved, and how it's ruining the Earth.
  • Population Projections, by US Census Bureau. They're no longer assuring us that US and Global Population will level out at 300 million and 9 billion. Would you believe 1 billion and 12 billion by the end of the century, and still rising?
  • Global Warming, by NOAA. An online synopsis of US scientists' consensus on the causes and consequences of global warming.
  • This Overheating World - Worried? Us? (online essay) by Bill McKibben. Article in the UK journal Granta explaining the psychology, and cynical political expediency, of denial.
  • Are Cities Changing Local and Global Climates?, (online) by NASA. Studies of urban microclimates and how they contribute to local climate change and instability.
  • Restoring Scientific Integrity (online) by Union of Concerned Scientists. The Bush regime's distortion of scientific research to forward its own political agenda.
  • Climate Collapse, by David Stipp (online article) from Fortune Magazine. The possibility and chilling implications of global warming producing sudden drastic climate shifts.
  • Conservative Myths on Global Warming (online) by Blogger Carpe Datum. A brief but thorough explanation of the science behind global warming, and the reasoning behind scientists' connecting it to human activity and worrying about the risks of resultant instability
  • The Empire Strikes Out, by Kenny Ausubel. Corporatism and acquisitiveness run amok are ruining our world, but nature always bats last.
  • The Tragedy of the Commons, by Garry Harding. The commons, that which belongs in common to all of us, is disappearing -- Why nobody really cares.
  • Elizabeth Costello, by JM Coetzee. Why we tolerate a holocaust against our fellow creatures on Earth.
  • The Machine in Our Heads, by Glenn Parton. How the ecological crisis is rooted in a human psychological crisis.
About Gaia: What Nature is Really About
  • When Elephants Weep, by Jeff Masson. Compelling scientific evidence that animals feel deep emotions.
  • Mind of the Raven, by Bernd Heinrich. Compelling scientific evidence that animals are intelligent, co