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  • 1.  Question

    Posted 09-20-1998 07:59
    I have a question for anyone ....
    This was ask of me and I don't have an answer for the people .
    What do you get for a 13 year old child that is Totaly Blind for
    christmas?????

    They already have the Bop-It so that one is out


    Check Out the Following:http://www.geocities.com/SouthBeach/Tidepool/4615
    http://www.Talkcity.com/GardenWay/grandpa
    willie.1321.turtle@juno.com
    We Can Make A Difference,Just By Being Ourselves and Reaching for the
    Goals We
    Want to Get

    _____________________________________________________________________
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  • 2.  Question

    Posted 09-21-1998 10:23
    Wilbur Burton asked what do you get for q 13 year old child that is Totaly
    Blind. I don't know what you "get" them, but I hope that you "give" them
    love and a capacity for self reliance.

    Regards, Kim Boal


    At 06:58 AM 9/20/98 -0500, you wrote:
    > I have a question for anyone ....
    > This was ask of me and I don't have an answer for the people .
    > What do you get for a 13 year old child that is Totaly Blind for
    >christmas?????
    >
    >They already have the Bop-It so that one is out
    >
    >
    >Check Out the Following:http://www.geocities.com/SouthBeach/Tidepool/4615
    >http://www.Talkcity.com/GardenWay/grandpa
    >willie.1321.turtle@juno.com
    >We Can Make A Difference,Just By Being Ourselves and Reaching for the
    >Goals We
    >Want to Get
    >
    >_____________________________________________________________________
    >You don't need to buy Internet access to use free Internet e-mail.
    >Get completely free e-mail from Juno at http://www.juno.com
    >Or call Juno at (800) 654-JUNO [654-5866]
    >
    --------------------------------
    Kim Boal
    College of Business Administration
    Texas Tech University
    Lubbock, TX 79409
    (806) 742-2150
    KimBoal@ttu.edu


  • 3.  Question

    Posted 09-21-1998 11:33
    Walk man or a radio or a top to spin or a braile magaxine
    a plant to feel grow. let me know what thoughts other have


  • 4.  Question

    Posted 09-21-1998 17:39
    Hi Wilbur,

    Given that this is a list about management education, I would get them
    something related to learning. 13 is the perfect age for a musical
    instrument which helps him/her to learn something new and is wonderful for
    self-expression. We could use more of that in corporations, too.

    Judi Neal
    Director, Center for Spirit at Work
    University of New Haven
    www.spiritatwork.com

    Wilbur A Burton wrote:

    > I have a question for anyone ....
    > This was ask of me and I don't have an answer for the people .
    > What do you get for a 13 year old child that is Totaly Blind for
    > christmas?????
    >
    > They already have the Bop-It so that one is out
    >
    > Check Out the Following:http://www.geocities.com/SouthBeach/Tidepool/4615
    > http://www.Talkcity.com/GardenWay/grandpa
    > willie.1321.turtle@juno.com
    > We Can Make A Difference,Just By Being Ourselves and Reaching for the
    > Goals We
    > Want to Get
    >
    > _____________________________________________________________________
    > You don't need to buy Internet access to use free Internet e-mail.
    > Get completely free e-mail from Juno at http://www.juno.com
    > Or call Juno at (800) 654-JUNO [654-5866]


  • 5.  Question

    Posted 01-14-2004 19:31
    I commented on the "decision" string back a few weeks ago, and someone referred to my comment as "ironic." What I said was, I think we should start with how we make decisions - watch how we do that now, and then see how far we are from our "theories" about making decisions. If that is irony, someone please tell me how.

    Edryce


    ---------------------------------
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  • 6.  Question

    Posted 01-15-2004 11:48
    I can?t answer your question if you can?t see it Edryce, so if its OK I
    will answer your question in a different way.


    Decisions are not precursors of our actions, they exist in a context that
    we have to take a decision about ? a decision is more like a link in a
    chain than a beginning of anything. We can look backwards and identify a
    critical decision in the sequence of incidents that led up to where we are,
    but this is in itself a decision.

    We are conscious that we need to make a decision when we do not know what
    to do about some event. When we don?t know what to do, we tend to rely on
    what Anderson calls deparadoxifying strategies, of which there are a large
    number. In management, (frequently MBA style management) we substitute a
    process for the problem, such as strategic plans, performance evaluations
    and many other worthy routines described by contributors on this list. Such
    routines tend to generate a number of options and a means for ranking them.
    It does not matter if these do not work well, we can always tinker with the
    process or try another one. We can also try a social strategy by knowing,
    or claiming to know, what power brokers and stakeholders really want, and
    simply offer actions commensurate with political pressures rather than
    think about the problem. Or we can try a temporal strategy, dealing with
    the bits we understand and muddling through the rest of it. Finally a
    cognitive strategy assumes that some other person knows what to do, and we
    copy their actions, probably the strategy that leads to management fads
    from time to time.

    It?s possible that paradigms, in so far as they relate to decisions, are
    merely articulations of these deparadoxifying strategies in some specific
    context in a language that disguises the condition of not knowing what to
    do.

    All good wishes

    ?Someone?

    alias

    Steven Henderson
    Wizard Consulting: Magical Solutions to Mythical Problems


  • 7.  Question

    Posted 01-15-2004 15:06
    Colleagues,

    Steve Henderson's mention of de-paradox-ifying strategies intrigued me.
    When I looked closely at them, I began to wonder if I could name other
    strategies.

    Perhaps as a collective, we could extend my extensions to fully abuse
    Steve's thoughtful posting.

    Process strategy: Develop strategic plans, performance evaluations, etc.,
    that generate a ranked list of options

    Social strategy: Learn or claim to know what power brokers and stakeholders
    want, then act accordingly.

    Temporal strategy: Deal with the part we understand and muddle through the
    rest.

    Transfer strategy: Assume that some other person knows what to do, then
    copy their actions.

    Contrarian strategy: Do homework to find the best answer, then do the
    opposite.

    Follower strategy: Ask the boss, then do what he/she says.

    Scholar strategy: Take time to learn all about the subject, then wonder why
    someone else already made the decision.

    Ego strategy: Claim to know the answer and act accordingly.

    Systems strategy: Claim the answer is in the numbers or statistics and act
    accordingly.

    Guru strategy: Find an expert, real or self claimed, and act according to
    their directions.

    Evangelist strategy: Convert a lot of people to your opinion, then say it
    was a group decision.

    Deity strategy: Claim to have been told by a god and act accordingly.

    Devil strategy: Act first, then claim, "The devil made me do it."

    Any additions?

    Best,

    Gary

    ----------------------------
    Innovation and Branding - done Strategically

    Gary Lundquist - The Accelerator
    Market Engineering International
    303-840-9929 www.market-engineering.com
    garyl@market-engineering.com

    Making and keeping satisfied customers,
    at a profit, over time,
    in a competitive environment.


  • 8.  Question

    Posted 01-16-2004 09:52
    Good challenge Gary - he are a couple of tries from me.

    Ontological strategies: A problem you think that you understand causes the
    problem you don?t understand eg lack of innovation is caused by
    inappropriate organisational structure. You can then go for reorganisation
    (or reengineering if you want to combine it with a process strategy, or
    copy an innovative firm?s structure for a cognitive strategy) rather than
    tackle the problem. Thus we can end up applying whatever solution we like
    to whatever problem we face (see garbage can ? Olsen et al)

    Visioning Strategies: The problem you don?t understand is associated /
    combined with other problems and opportunities so it appears relatively
    trivial in the wider scheme of things and, if you are lucky, someone else?s
    problem.

    Do you think that there is a general deparadoxising model of deparadoxing
    strategies?


    Steven Henderson
    Leadership Counselling inc : for when your best just isn?t enough


  • 9.  Question

    Posted 01-16-2004 13:31
    Colleagues,

    Oddly enough after my attempt at humor, Steve may have a valid question.

    Is there a general deparadoxising model for deparadoxing strategies?
    Of course. It is science.
    Or more specifically, scientific research.

    Science: Processes of deriving knowledge, principles, and methods
    through observation, study, and experimentation.
    Scientific method: A rigorous process of experimentation and
    observation for testing hypotheses in ways that exclude the influence of
    cultural and social values and the biases of the experimenter

    Other definitions, just for the fun of it.
    Paradox: A statement that seems contradictory but may actually be true
    Deparadoxify: Resolve the contradiction through unbiased study
    Mystery: Something unexplained, unknown, or kept secret.
    Demystify: Discover and disseminate unbiased explanations
    Myth: An unscientific account that achieves a measure of acceptance
    Demythify: Discover and disseminate a more scientifically correct
    account
    Paradigm: An habituated pattern of belief
    Deparadigm: Become conscious of and compensate for one's belief systems
    Bias: A mental inclination, partiality, prejudice
    Debias: Become conscious of and compensate for one's inclinations

    200 years ago, the answer would have been...
    Philosophy: Theory or logical analysis of the principles underlying
    conduct, thought, knowledge, and the nature of the universe.
    Philosophy still contributes to resolving paradoxes, yet can suffer from
    personal and cultural bias.

    Best,

    Gary

    PS: An addition to my list of deparadoxifying strategies
    Echo strategy: Do what we did before. before. before. before...
    ----------------------------
    Innovation and Branding - done Strategically

    Gary Lundquist - The Accelerator
    Market Engineering International
    303-840-9929 www.market-engineering.com
    garyl@market-engineering.com

    Making and keeping satisfied customers,
    at a profit, over time,
    in a competitive environment.


  • 10.  Question

    Posted 01-16-2004 14:56
    Gary,
    Your confidence in 'Science' and the 'Scientific Method' seems to imply
    that these are the guarantors of objectivity. I believe this is a myth,
    and precisely what Steve is referring to when he writes:

    "You want to look at decisions (or whatever) before you apply a
    paradigm. The word paradigm means "way of seeing". Thus, you cannot look
    at anything and comprehend it without invoking a paradigm by definition.
    What you see, and where you look, are governed by the paradigm, whether
    this is explicit or not."

    I think the work of C West Churchman and Ian Mitroff on Inquiring
    Systems lay out a good explanation for the paradigms used by individuals
    and groups, and in particular for the process we call the "scientific
    method". The very "hypotheses" they choose to test comes from their own
    preferred way of choosing what to look at and for. What is presented as
    "objectivity" is true within their own framework, but fails the test
    within other frameworks. This is not an either-or proposition, but a
    both-and one. It is kind of like the six blind men who encountered the
    elephant. Each described what they experienced, but none was able to
    describe the total reality. I'm not even sure that taken together we
    could say we have the whole picture.

    -----Original Message-----
    From: Gary Lundquist [mailto:garyl@market-engineering.com]
    Sent: Friday, January 16, 2004 1:31 PM
    To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
    Subject: Re: Question


    Colleagues,

    Oddly enough after my attempt at humor, Steve may have a valid question.

    Is there a general deparadoxising model for deparadoxing strategies?
    Of course. It is science.
    Or more specifically, scientific research.

    Science: Processes of deriving knowledge, principles, and methods
    through observation, study, and experimentation.
    Scientific method: A rigorous process of experimentation and
    observation for testing hypotheses in ways that exclude the influence of
    cultural and social values and the biases of the experimenter

    Gary Lundquist - The Accelerator


  • 11.  Question

    Posted 01-16-2004 15:05
    Science as a general deparadoxifying strategy? Hmmm. A body of knowledge
    that has to posit the existence of undetectable dark matter because it
    can't explain 80 per cent of the universe sounds like something quite full
    of its own deparadoxifying strategies to me. In particular, faith in
    scientific method seems quite close to process deparadoxifying strategy.

    I might be tempted by a solution along Popperian lines - falsification etc.
    - but of course this would only tell us when we were wrong, something more
    or less assumed in deparadoxifying strategies anyway.


    All good wishes

    Steven Henderson
    N Wave Consulting : Cold Fusion of Science and Technology
    Tomorrow's solutions round about tea time


  • 12.  Question

    Posted 01-16-2004 16:29
    Colleagues,

    Bob Carr notes the potential for failure of science. I recently posted a
    list of 8 different ways that any experiment and subsequent reporting could
    contain bias.
    No argument, Bob. The best we can do is rarely actual truth. It simply
    establishes a snapshot of our best estimate of truth. And we (humanity)
    keep working on it.
    Still, most scientists actively work to produce unbiased results. The
    fact that they can't see their own biases means their work is always subject
    to critique. On that basis, however, we humans have resolved lots of
    paradoxes.

    (That includes, of course, the disciplines of management, marketing,
    government, warfare, finance, economics, relationships, etc., when
    scientific methods are applied.)

    Steve Henderson questions science as a deparadoxer because it has recently
    discovered a paradox. Accelerating expansion of the universe where we
    expected deceleration. We can hardly conceive of a way to explain
    acceleration, so we call it dark matter.
    That's no different than the development by every (every!) human society
    of a creation myth. Early on, we had no answers, so we solved a wide range
    of paradoxes by inventing gods.
    500 years ago, Copernicus resolved a paradox by moving the earth out of
    the center of the universe, and he was ridiculed. As Kuhn notes in The
    Structure of Scientific Revolution, there is a natural cognitive delay
    between finding and answer and getting the world to accept that answer. (To
    change its paradigm) It took 100 years to gain broad acceptance of the
    Copernican model.
    So, Steve, the fact that we are working at the edge of our abilities
    today doesn't mean our toolkits are not powerful ways to identify and
    resolve mysteries, myths, and paradoxes.

    If we want to understand anything, we need to learn about it.
    If we can reduce the impact of bias and paradigms, we stand a better
    chance of gaining accurate insight.
    Science isn't perfect, but it is a damn sight better than the next
    thing.

    Best to all,

    Gary

    PS: The most fascinating paradox today may be this. To put the theories of
    electromagnetism, relativity, and quantum mechanics into a single
    mathematical framework, we must postulate that the universe is made of 10
    special dimensions plus time.

    ----------------------------
    Innovation and Branding - done Strategically

    Gary Lundquist - The Accelerator
    Market Engineering International
    303-840-9929 www.market-engineering.com
    garyl@market-engineering.com

    Making and keeping satisfied customers,
    at a profit, over time,
    in a competitive environment.