Have you ever known someone who’s ability you believed in, but whose character was questionable. Or how about someone who’s character seemed all so good, nice, together and pleasant but who had little ability and skill to do the job?

Trust is an assured reliance on the strength and character of someone or something. In terms of relationships, we trust those who are both able and willing to get things done… without both character and competence, we would have reason to doubt.

One cannot experience trust with another if both parties are not trustworthy (or worthy of trust in their own character and competence). Our word must be our bond, and if we commit to a task – see it right through to the end.

How is trust earned? The same way you eat an elephant. One bite at a time:-)

Est ce que vous aimeriez faire un investissement avec un rapport de 100 000% sans avoir à mettre des sous en bourse? Le meilleur placement financier que vous ayez n’est pas votre maison, votre PEL ou même votre emploi. Votre meilleur placement financier c’est vous : les talents que vous avez, l’éducation que vous avez reçue, l’expérience que vous avez obtenue, votre réseau de contacts, et votre manière personnelle de voir et d’interagir avec le monde. Ce « capital humain » est bien plus important et précieux que votre capital investi. La valeur de votre capital humain -spécialement pour les personnes dans la vie active- excède de loin n’importe quel revenu d’intérêts.

Pourquoi est ce si important? Cela suit la logique qui dit « Donnez un poisson à un homme et vous le nourrissez pour un jour. Enseignez lui l’art de la pêche, et il se nourrira toute sa vie durant. » Chaque fois que vous apprenez quelque chose ou ajoutez un talent a votre expérience, vous accroissez votre propre valeur.
Trop d’entre nous ont cessé d’apprendre quand ils ont quittés l’école. C’est une énorme erreur. Si nous voulons réussir, nous devons continuer d’apprendre. Nous devons nous polariser sur l’accroissement continu de notre expérience, de notre savoir. Les personnes qui n’évoluent pas sont vite dépassées. Nous en connaissons tous quelques uns, et vous savez de quoi je parle. Ces personnes ont pris dix ans de retard. Tout évolue autour d’elles, mais elles continuent de travailler selon de vieux schémas comportementaux. Et elles paraissent perdues.

Ne soyez pas trop fiers. Il est fort facile de déchoir. Cela prend du temps et de l’énergie pour rester à la page. Acquérir de nouvelles compétences peut être très difficile et peut vous mettre en danger parfois. Il peut être très dur pour quelqu’un, qui se sent sûr de lui dans un certain domaine, de s’exposer à une situation où il n’a pas toute les réponses.

Aussi difficile et intensif que cela puisse être, C’est un devoir absolu. Lorsque vous vous investissez vous-même, vous faites un dépôt qui vous rapportera des dividendes toute votre vie. Prenez un cours du soir et vous recevrez facilement un retour positif à 100 000% sur ce sujet. Comment est-ce possible? Si vous gagnez près de 15€ de l’heure comme employé dans une PME, quelle augmentation vous sera donnée si vous pouvez, en plus, maintenir le site web de l’entreprise et faire quelques modifications mineures quand cela est nécessaire? Et si vous avez appris comment créer et faire fonctionner le blog de votre entreprise? Cela pourrait devenir 16 € de l’heure ? Peut-être17? Un cours du soir à 100€ dans une association locale ou au CNAM, à l’AFPA peut vous rapporter un revenu supplémentaire pour le reste de votre carrière.
Vous devez toujours penser à améliorer vos capacités, votre expérience, obtenir un meilleur classement, et devenir encore plus précieux pour votre entreprise. Pensez à vous-même comme à votre propre entreprise : Moi, s.a.r.l. Les entreprises qui réussissent sont continuellement en train d’améliorer, agrandir, et développer de nouveaux produits. Quelles compétences pouvez-vous acquérir qui vous rendent plus précieux?

L’un des premiers points à voir est ces déficiences qui vous plombent. Vous en avez. Admettez-le. De quelle chose avez-vous le plus besoin pour passer au niveau supérieur? Un MBA? Un permis de conduire? Une capacité de transports? Un certificat de capacité hôtelière ? Ce n’est peut être pas si clair. Vous êtes peut-être un excellent employé, mais votre incapacité à vous socialiser vous empêche de développer votre réseau relationnel et donc d’obtenir une promotion méritée. Peut-être êtes vous effrayé de devoir faire un discours en public mais savez que vous en avez pourtant besoin. Cherchez parmi les associations locales, les cours du soir. Peut importe ce qui vous retenait jusque là, c’est maintenant le bon moment de franchir ce pas.

Pour épicer un peu votre apprentissage, choisissez aussi, en complément, d’autres sujets d’étude, ce qui élargira d’autant votre culture générale. Si vous êtes spécialisé dans un domaine très étroit, et en savez tout ce qu’il y a à en savoir, augmentez votre capital humain en apprenant de nouveaux sujets, dans des domaines totalement étrangers. Les apprentissages croisés sont excellents pour le cerveau et peuvent donner naissance à de nouvelles idées et de nouvelles façons de voir les choses.

En investissant sur vous même, vous pouvez recevoir une gratification bien plus grande que tout ce que vous pourriez trouver à la Bourse. Et ceci n’a pas de prix.

J’ai pensé que cela pouvais vous interesser. Si vous trouvez là une aide, vous aurez peut être à coeur de me le faire savoir en faisant une donation.

В прекрасной книге “Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance” есть схема, которая заставляет задуматься.  Выглядит она следующим образом:

Три стадии  обучения, и, в компании, три стадии роста сотрудника. Догмы Метавера подразумевают безсуловную ориентацию на третий тип обучения, и лишь иногда на второй. Однако насколько можно перейти ко второй и третьей стадии минуя первую? В программах бизнес-образования, дополнительных курсах, элитных по своей сути метаиграх этой проблемы не существует за счет фильтрации. Построить элитный вуз на основе входящих фильтров – тоже не сложно. Но миссия изменения всей системы подразумевает не только схему вторичной трансляции: за счет выпускников и программ повышения квалификации, но и путем естественного “трансфера технологий”.  И здесь схема лишь подтверждает собственный печальный опыт: возможно, для полноценного образовательного цикла необходимы все три стадии: от интенсивной коллаборации во время метаигры и свободного обсуждения до программ “затворничества”, предельно средневековых по своей сути, и жестких “классов-прогонов” по Коменскому. Так ли это?

В конструировании образовательной системы важны догмы: именно они определяют рамки и задают направление проектирования.

Ключевыми догмами Метавера являются догма Будущего, догма Полезности и догма Плотности.

Догма Будущего звучит так: “Метавер содержит в себе все основные институциональные и сетевые модели, в которых придется работать студентам по окончании учебы”.

Это означает: никаких “сдач” работ преподавателям.

Деятельность прозрачна. В университете функционируют учебные производства, учебные фирмы, учебная консалтинговая служба, учебные модели государственных организаций, учебные СМИ. Там, где нет возможности воссоздать реальный процесс – идет моделирование и практика в форме стажировки – с «зонтиком» онлайн. Работы не “сдаются”, а выполняются в рамках моделирования деятельности этих институтов. Тематические объединения моделируются по принципу закрытых сетей – гильдий. Все институты работают в онлайне. Оценка прозрачна, и формируется по трем направлениям: преподаватели, другие студенты, внешние посетители\эксперты. Студенты-старшекурсники естественным образом выступают в роли менеджеров-организаторов, приобретая соответствующие системные компетенции.

Факультеты условны, университет выпускает команды, а не индивидов. Множественная лояльность – студент за время обучения участвует в работе нескольких команд, и в последние 2 года получает право окончательной специализации.

Преподаватели (Ах!) работают в тех же “моделях” на различных позициях. Существует “круговорот знания”: прочитанная преподавателям лекция не уходит в небытие, а становится источником развития: презентация или материалы совместного со студентами мозгового штурма, или видеолекция попадают в единое хранилище знаний, становится доступным в интернете. Студенты работают над обработкой стенограммы лекции, классифицируют ее,комментируют тезисы, выполняют дополнительные задания, выкладывают на веб-ресурсах, работают с внешними “подписчиками” сервисов университета. Их работа, в свою, очередь, оценивается самим преподавателям. По итогам из каждой лекции формируется блок знания, с метаописаниями – готовый SCORM и IMS формат. Да, это резко повышает требования к лектору – и делает из каждой лекции “шедевр” – часть которого создано гильдейскими студентами.

Естественно, учебный процесс меняется кардинально. Годовой цикл состоит из работы моделей, коротких сессий лекторских шедевров, знаниевых интенсивов, и постоянного блока получения умений и навыков в практической деятельности, и, например, в языках. Годовой цикл завершается Метаигрой - которая формирует очередной срез компетентностного профиля студента.

Norman Vincent Peale’s The Power of Positive Thinking has been required reading in any self-improvement curriculum since the 1950’s, but have you ever thought about its antithesis, and how you might be inadvertently creating your own insecurities and failure?

This time of year I look through a lot of catalogs for small but highly personal gifts for friends and family. I was looking through one that had a lot of gag gifts and unusual memorabilia and there was an item billed as a “Motivational T-Shirt” that said “I didn’t come here to lose…” on the front of it.

I thought, “What an idiot!”

You see, there is a big difference between “I didn’t come here to lose…” and “I came here to win!” But a lot of people make this mistake and consequently program themselves for failure.

When faced with a new opportunity, they ask, “What if I can’t do this?” instead of “What do I do after I succeed at this?” Believe it or not, it’s been proven that this “framing” of situations plays a huge role in how you get along in your own environment, you self-esteem and confidence, and your chances of success in anything that you pursue.

(If you want to pursue it further, start with Maxwell Maltz’s Psychocybernetics, in which he describes the mental mechanisms that move us toward whatever we focus on, whether it’s good or bad for us.)

This kind of negative programming can turn you into an insecure wuss in a fairly short time, no matter how tough you are. The subconscious mind doesn’t discriminate between positive and negative and doesn’t process terms of negation in your speech or thoughts (it ignores words like “not”); it merely works very hard to bring you toward whatever you are focused on, so if you focus on “not failing” instead of succeeding, you’re actually focused on failure instead of success.

To bring this closer to home, if you’re sitting there reading this newsletter because you are having problems in your own relationship or marriage, you’re reading a lot of advice. If you’re reading multiple sources, you’re reading a whole lot more advice. And if every time you read something you think, “I’d like to try that, but what if I fail?” or “That sounds okay, but what if it doesn’t work?” you’re programming yourself for failure, frequently and effectively, even without regard for the advice you are reading.

You must question the advice you are given. Only a fool would follow blindly everything he reads. But when you question it, do so in a way that doesn’t sabotage your efforts. Ask, “Does this make sense?” “Can I see myself succeeding and moving on to the next step if I do this?” These are reasonable, direct questions that need to be answered and are in the proper context…

…after all, you’re looking for something to help you succeed, not something to help you fail, right?

So why concern yourself with failure??? Your questions should be about what will bring you closer to your goal, and nothing else. And anybody with advice worth using should be able to tell you how it helps and why it should help by virtue of having proven that it works, preferably with their own success among others, so if you can’t find answers to those positive questions, it’s time to look at something else, is it not? It’s the output (the RESULTS!), not the input, that is important, right?

Who cares how many copies of a book have been sold? Mine has sold a lot, and so have others, but that doesn’t tell you how many people mine or others helped! Would you care to guess how many books have been sold that advocated crying with a woman at a chick flick and leaving all decisions to her to make sure she felt like her position had been considered? Or how many books have advocated lying to a potential partner to get them in bed or even worse, marry them? I saw one recently advocating celibacy to enhance a marriage! Can you believe that crap? Marriages survive on compatibility, attraction, and intimacy. Celibacy destroys intimacy, and goes against the biological drives that torment all of us if not served. Using celibacy to enhance a marriage is like using hot fat to treat a burn!

Who cares how many degree titles somebody has trailing after their name? That doesn’t tell you whether they’re giving you proven, repeatable reality or some pet theory that hasn’t been tested and proven to work. (And yes, in case you’re curious, I do have fun little academic acronyms after my name, so I can say that.) It says they’ve been in class, not whether they learned anything, whether what they learned was factual, nor whether they can think rationally enough to apply what they learned. I don’t know about you, but when I was looking for help, I found lots of theories in lots of books, and they were such utter hogwash that didn’t work in the real world that I ended up having to research and write a book just to have something to use myself! Strange, and pathetic, but true!

And when you get right down to the nitty gritty, should you even care what it costs? According to a recent study, the average divorce in the U.S. costs $27,000 excluding alimony, child support, etc. Indeed, I received an e-mail today outlining a settlement of $275,000 up front, plus $150,000 per year, plus he has to maintain a $750,000 life insurance policy with her as the beneficiary so that she still gets future payments if something happens to him. And who knows what the lawyers got out of it! Most self-help products, mine included, are way under a hundred bucks! Indeed, mine’s presently under forty! Compared to the cost of a divorce (and we’re not even going to get into the pain of a divorce), that’s pocket change, and I can also tell you why it works, why you can expect it to work, and how many people it’s helping, including myself!

So the short answers are that my information was researched and tested with a fairly large group of women and then double-checked with the help of their husbands and boyfriends. To the best of my knowledge, based on testimonials I’ve received, it’s helped everyone who has used it (the only refunders have been two who made duplicate purchases and one thief who asked for a refund within one minute of having purchased it, claiming she’d read it and it didn’t provide the information she was looking for to help her pick up lesbian women!), and that in turn is why you can expect it to work for you, as long as you do actually use it instead of getting it, reading it, and then talking yourself out trying with questions like “What if this doesn’t work for me?” or “What if I can’t do this?”

When I refunded one duplicate purchase we both had a good laugh out of it. He commented, “Thank you, I am more embarrassed than anything else, the good news is that I found the book very informative and was sold twice so to speak. I had failed to sign up for the newsletter the first time.”

So there it is. This isn’t rocket science, or some 12-step program. It’s just the real story on what women want, what makes them tick, how to communicate with them, how to be fun and exciting without being a clown or a flake, how to feel good enough about yourself that your self-esteem and confidence levels make you a man that she loves being around instead of a man she feels like she has to raise and protect like a mother would do a child, and how to choose and hold out for a good woman or know if you have one already. I’ve not yet met a heterosexual man who couldn’t do everything in it, easily and naturally, within a short time.

So what about you? Are you sitting there in front of your computer staring at this newsletter and thinking, “What if it doesn’t work for me?” or are you thinking, “What will life be like after I get through this?” If it’s the former, there’s not a thing in the world that I or anybody else can do to help you. But! If it’s the latter, get your butt over to http://www.makingherhappy.com and download your copy of “THE Man’s Guide to Great Relationships and Marriage” and get busy, because this is what you’ve been looking for, real answers proven by real people.

In the meantime, live well, be well, and have a wonderful day!
David Cunningham

Labels: Competent Advice, divorce, Male Attitude, Saving a Marriage, Success

Anyone who did not see the roots and subsequent growth of the present crisis or who did not have the courage repeatedly to speak out in good time lacks either the competence or the integrity for a management position in banking.

Succession planning ensures we have someone ready to do a job tomorrow

In business, we use succession planning to ease short term supply problems ~ or in plain terms ~ to make sure that we have people available quickly, to do a job and to do it our way.

We have 3 basic methods of succession planning

#1  Do nothing or leave everything to chance

This is obviously the cheapest to do.   It also sets the base line.  Whatever else we do should work better than this, or we will stop doing it!

#2  Job cover for every position 5 years ahead

We make a database listing every job in the organization and every person in the organization. This massive  ’spreadsheet’ is repeated 6 times: now, next year, 2 years from now, etc.  Every year, the plan is reworked to make sure that there is someone to cover every job 5 years ahead.  That way someone’s training and work exposure is started well before they are likely to take on the whole role.  And if someone resigns, there is already somebody in-house, trained and ready to take over.

This is the most expensive system and it works best when an organization is very stable.

#3  Evaluate the depth and potential of every team

This method looks at the potential of “critical” teams.

The depth of each team is assessed by rating each member on a 3×3 grid.  On the vertical is their current performance (better than adequate, adequate, not adequate).  On the horizontal is their potential (unlikely to go higher, will go up another level, will go up 2 or more levels).

This is a relatively cheap method because most of the data is already available from performance appraisals or it can be gathered intuitively from a panel of managers.

Succession planning in the information age

The key to #3 is an assessment of how much higher a person will go in the organization.  The Economist today makes a good point.  The level that a person will reach is no longer very relevant.

What is relevant is a person’s ability to

• gather information
• analyze information
• make sense of it
• present it so other people can make sense of it and know what to do with it

I can imagine some people thinking these skills mean research skills.  That’s not quite what we mean.  We mean skills linked to the internet.

• Make a website in minutes to make data available
• Use Google Alerts, Twitter and Search to keep abreast of events and to rapidly deduce what is relevant
• Mashup data so that other people can see what is happening
• Ask questions that are relevant to people around them
• Present data so that people understand the underlying processes and quickly understand what decisions they should make
• Track the effects of action

This sounds geeky.  It is a little.  To do any of this well, though, we need to understand people and their context.

What do they need to know and what will they do once they know?

Succession planning will ask then

• Is the person aware of what is going on around them?  Do they gather and analyze the right information?  Do they ask the right questions?  Do they lay out information well?  Do people understand them and people find it easier to act quickly and effectively?
• Is the person developing his or her information talents?
• Are they able to take on larger leadership roles with more complex & dynamic information environments than they currently enjoy?

It would be good to write up the types of information contexts that people work in currently and the demands on their attention.

Welcome to Route 21

Вышел ключевой доклад (MileGuide) по образу будущего американского образования. Четкость и умение отсекать лишнее поражают: в коротком тексте, который можно скачать здесь: http://www.21stcenturyskills.org/documents/MILE_Guide_091101.pdf, даны основные определения, контексты и порядок действий по внедрению системы – де-факто, стандарта по компетентностному образованию на уровне школы и института.  Документ достоин отдельного анализа, отмечу пока кластер компетенций ICT\Global Awareness.  C ICT все ясно: управлять информацией, как раньше мы управляли людьми. Global Awareness можно  расшифровать (не перевести) именно как способность учиться у других: американцы четко понимают свое конкурентное преимущество и не собираются его терять.

Тематическая разбивка, лежащая в основе модели:
• Global Awareness
• Financial, Economic, Business and Entrepreneurial Literacy
• Civic Literacy
• Health Literacy
• Environmental Literacy

И два блока навыков:

Learning and Innovation Skills

• Creativity and Innovation
• Critical Thinking and Problem Solving
• Communication and Collaboration
Information, Media and Technology Skills

• Information Literacy
• Media Literacy
• ICT (Information, Communications and Technology) Literacy

Документ содержит внутри предельно простой механизм самооценки для каждой образовательной структуры, краткий набор последовательных шагов после прохождения тестирования, и отсылки к наборам механизмов реализации цели.

So the following post has almost no bearing on Dungeons and Dragons whatsoever, but it’s 4 in the morning and it’s finals week and at the moment it seems like a good idea.

Also it is an exercise in humility: while I like to think I am a moderately competent DungeonMaster, I am occasionally a very INcompetent human being.

I was just downstairs in the Microwave Room of my residence hall holding a bowl of add-water-and-nuke-it pasta.

Like so.

It had water in it, as is sort of required for add-water-and-nuke-it pasta, and I was holding it while waiting for a friend to clean out the microwave due to a prior spaghetti-o explosion.

Like this, only with more boom.

I then did something spectacularly fail-tastic.

I dropped the bowl, splattering wet noodles and clumpy cheese-water all over the floor, my jeans, my shoes, and the rather bare toes of an unfortunate friend standing at my side.

In D&D this would be known as rolling a 1 on a Dexterity roll.

Like this, only less edible:

nom nom.

I wasn’t even doing anything that would, in a game environment, necessitate a roll. I wasn’t chewing gum and walking and holding the bowl, or jumping rope while holding the bowl, or trying to catch something with one hand while holding the bowl in the other, or anything even remotely complicated.

I was simply standing there, talking, and holding the bowl.

And then suddenly I wasn’t holding it anymore.

So we just spent probably five to ten minutes cleaning the floor of my ridiculous cheese failure, and my jeans (and sneakers) are now in the tub.

***

In closing, all I have to say is this:

Guys.

Don’t do what I do. Please.

New innovations and new ventures based on new innovations are changing, shaping and developing economies. Therefore, innovations are stressed by international, national and regional innovation policies. Commercialization of new inventions (=innovation ? ) has been named as one of the greatest challenges in business economics. In knowledge intensive sectors, new business competence is needed together with technology added with open innovation ideology. The need for today’s learners is to learn how to start up a new (technology-based) venture. Harnessing business competence to manage an innovation or a new venture, including IPR issues, tools for business decisions, financing the venture, managing a small company and marketing of new venture are crucial.

Sales without understanding consumers is futile. Therefore the knowledge in these areas such as contemporary theoretical and methodological approaches to consumer research and consumer marketing, their theoretical legacies, and main applications and critique are important. Different streams of interpretive and cultural consumer research are equally important for a global or international venture. Contemporary research methods for consumer inquiry (e.g., online research, market oriented ethnography) are some of the recent additions brought by the technological and academic development. Global markets and the changing consumer culture is a new phenomenon happening as all we know.

The knowledge in decision science and choice behavior such as Rational decision making under uncertainty, utility theory, behavioral decision theory, Bayesian theory, quantification of uncertainty, preference estimation, non-cooperative game theory, fair division in cooperative games, and economic applications help in crucial stages of innovation decision.

On the business model side– economic, organizational and technological foundations of customer services, distribution channels, supply networks and inventive cooperation are key areas of focus. The approach to train oneself in this arena is to see the problems and cases ranging from the development of strategic capabilities of corporations and quality of customer relationships to the evaluation of opportunities offered by the communication infrastructures to the service markets.

Sales is the major hurdle for any start-ups. Therefore, entrepreneurs must have a basic understanding of the area of B2B sales. This includes developing an interest in the area of sales, understanding basic sales skills, theories, rules, regulations and practices. The needed thrust is to perform basic sales processes from planning, preparation, presentation, negotiation to closing deals. The emphasis must be heavily on business-to-business situations. Typical areas range from negotiation skills, presentation, contacting, pitching and writing a tender offer and negotiating a deal…

Digital marketing is replacing the traditional marketing and this requires an open mind to different types of rationalizations of digital marketing tools and techniques. Creating basic understanding of internet and mobile marketing together with pertinent issues in the Web 2.0 e.g. social media, virtual worlds, blogs and viral marketing is becoming crucial as well.

Without strategy we are left like a rudderless boat– therefore, research-based and practically grounded understanding of how strategy work is carried out in firms that operate across national borders is crucial. Attention is sought to questions related to balancing global strategical and local adaptation / translation. Case examples on strategy work in transnational firms need to be digested. Forming a substantiated view of strategy work in global context, and to critically scrutinizing the notions of strategy and strategic management will drive any entrepreneurs to the helm of success to create blue oceans and leaving the red oceans. Go and INNOVATE!

My granddaughter recently had a bout with the dreaded “swine flu”. She’s fine, has recovered fully and loves the attention she received during her “recent distress”.

However, a moment at the doctor’s office when she was tested and H1N1 was confirmed reminds me of a truth our culture is loathe to embrace. The doctor announced the test results and added, “Now, you don’t have to get the shot.” She found great comfort in that reality. She believes the illness is more welcome than the inoculation. “From the mouths of babes!”

Our culture’s worship of comfort masks the value of embracing conflict. Young trees are made stronger by the winds which stress the root system and create a healthy support network. Children kept safe from germs in a sterile environment are far more likely to contract disease.  People who are willing to deal with the conflict before them are far more successful and emotionally centered than those who escape it at all costs.

Our aversion to discomfort makes us weak. Our avoidance of conflict renders us susceptible to the trauma of unresolved turmoil.

What if like the corporate culture at Johnson & Johnson, “We welcome conflict”? Might we become more resilient, more innovative, more personally and organizationally healthy?

Conflict competence comes from embracing the inevitability of difficult moments, acquiring the skills to negotiate these shoals and anticipating the opportunities seized by going there with confidence.

Who needs the inoculation when the real thing might be better for us?

There are all sorts of things that create or kill attraction, both in dating and in committed relationships and marriage. In dating, unpredictability is wildly attractive, but in a committed relationship, while unpredictability is attractive to a degree (and under several unsurprising constraints), it is far surpassed by…

When I was growing up, I was constantly hammered about character, especially in terms of doing what you say you will do when you say you will do it. “Do what you say you’ll do, perform as if somebody is watching even when they aren’t, shake hands with a firm grip, look people in the eye when speaking or listening, always be on time no matter what, hold your head up and speak clearly. That’s what a man does, Son. He respects himself and is respected because of it.” The lesson “took,” too, so much so that while I hold nobody to a higher standard than I hold myself, incompetence and tardiness are nearly intolerable to me.

When you keep your promises consistently, no matter how large or small they are, it creates the one form of predictability that actually enhances attraction. Normally, predictability equates to boredom for women, and unpredictability in a man provides a never-ending chain of surprises and delights. However, doing what you say you will do in a timely manner, being on time for appointments and dates, and keeping people apprised of changing schedules when circumstances beyond your control do make keeping a scheduled appointment or milestone impossible is a hallmark of good character, personal strength, self-respect, and leadership, the combination of which is the hallmark of strong, heroic alpha male behavior that women find so irresistible.

In addition to projecting that crucial image of trustworthy, competent leadership, in this day and age, you’re also distinguishing yourself from the vast majority of other people as special, because incompetence and lackadaisical attitude has become so prevalent that while we don’t like it, most of us have come to expect incompetence, lack of commitment, and tardiness from the majority of people and businesses we deal with daily. Showing your partner that you are one of us rare men who get things not just done, but done well, and on time every time makes her feel as if she has the “catch of the county,” and when you do anything that tweaks and satisfies a woman’s sense of competitiveness, you’re making magic.

Another thing you must see is that even the most secure women want a man to make them feel “safe,” that is emotionally, physically, and financially (not so much that she will be “kept” as just being plain responsible, especially with debt-management and retirement planning), and showing such self-respect, leadership, and character marks you as a man into whom she can invest her emotions, energy, and life without fear of becoming one of the horror stories that other women are telling. You’ve heard the stories they tell, stories of men who falsely promised love to get sex, hung around just long enough to spend the woman’s savings, acted like such a great guy until the first time he got mad or depressed and beat her, left her, or just got drunk and worthless and stayed that way. Being able to see you as a man who gets things done is one of those really big things that makes the difference between a guy who’s a fun date and a guy she’ll give anything to spend her life with.

If you find yourself unable to meet a lot of commitments, consistently tardy, or having things blow up in your face frequently, and it doesn’t bother you, wake up, because you’re bothering the hell out of the rest of us. However, if you are indeed concerned and just can’t seem to find the answer, the first step is to make sure you are looking in the right place. It’s not the system’s fault or everybody else’s, or for that matter anybody’s FAULT. Fault and blame are the tools that losers use to evade what you should be focused on, which is RESPONSIBILITY.

When you take responsibility for performing competently and being timely, you can look to yourself for the answer. Am I late because I’m overloading myself, or because I just wait until the last minute to start? Am I incompetent because I don’t know enough to do a good job, or because I’m ill-suited to the task, or because I dislike it so much that I really don’t want to do it at all? Just find out what it is that is causing the problem and fix it. For example…

No, wait. Before I give you an example, I’m going to very quickly answer the question that has some of you scratching your head: “Why is it so important to be timely?” Because when you keep people waiting, you are wasting THEIR life, in addition to your own. It’s bad enough when you can’t respect yourself enough to do what you say you’ll do, but when you tie somebody else up by being late when you had the ability and the choice available to you to be on time, you’re disrespecting them, and interfering with their ability to achieve what they have on their schedule in a timely fashion. Look past the end of your nose and realize that your attitude and actions can have a negative impact on the lives of others that they have not earned, and minimize it. Otherwise, you make people want to disassociate from you at best, and beat you severely at worst – not exactly the formula for attraction, huh?

Now, for your examples…

If your wife is always riding you because the yard work is getting put off, ask yourself why it’s being put off. Is your schedule too over-loaded? Do you have arthritis or something else that makes it painful? Or something that makes it irritating, like a grass allergy? Is it just much lower on your priority scale than on hers and you never make it down that far on the list? If the cause is something that you can’t remedy yourself, then hire it out. If it is something you can remedy, like with a “riding mower” to overcome arthritis or a surgical mask and antihistamines to overcome allergies, do it. If you just hate doing it, then see if you can trade that chore with your wife or somebody else who does enjoy it for something that you enjoy doing that they aren’t good at or don’t like. Barter is the oldest form of trade, and the oldest form of cooperative problem-solving.

We do that at my house. I hate yard work. I don’t mind the labor, and I love being outside. The repetitiveness is boring, I have a grass pollen allergy, and it reminds me too much of the farm work I did as a child that I hated, which in turn wasn’t because it was hard work, but because it kept me from extra-curricular activities. Yes, it’s an “issue,” and maybe one that I could deal with better, but I don’t have to deal with it, because my wife loves to do yard work.

She likes repetitive tasks, likes being outdoors, and enjoys the fresh air and the smell of freshly cut grass. I’m an exceptionally-skilled chef, and I do all the cooking, which she doesn’t like to do. That’s not to say that I don’t help with an outdoor project, like setting a flower bed or building a planter, or that my wife doesn’t occasionally cook. We’ve each traded the ongoing responsibility for the timely completion of tasks that we deem as chores for the responsibility of the timely completion of tasks that we deem as fun and enjoyable.

The bottom line is that there is always a way to handle whatever comes up, if you just use your head and think it through instead of letting your emotions interfere or letting problems just fester unattended. And, when you handle things as they come up, meet your commitments in terms of both outcome and schedule, it builds your self-esteem and you are seen and appreciated by everyone else as a man’s man. It’s also an especially effective turn-on for the woman in your life, the kind that she will not only appreciate, but nurture and defend (but if it just stopped the nagging it would be great, right? LOL! Just kidding!)

Guys, there are a lot of small, simple things that you can do to spice up and strengthen your relationship that on the surface may not even seem to have any bearing on it, things that you should be doing for your own sake, or that of your business. When you understand your partner’s needs, both by knowing all you can know about female mental and emotional mechanisms and learning how to effectively communicate with her so that you can learn her individual needs as well, you can take a sub-mediocre relationship to rock solid and hotter than nine kinds of hell in a matter of weeks or even days, as many of my readers have, provided that the two of you are just fairly compatible and have a positive basis for the relationship.

(Having been through a shared trauma like an unwanted pregnancy, tornado, or a hostage situation and getting married in a fit of passion just because you survived it together without any common values, common priorities, etc., does not make for “fairly compatible” partners.)

What do you need to proceed?

Just some solid, tested and proven information like I’ve included in “THE Man’s Guide to Great Relationships and Marriage.” It worked for the 118 couples in the test group during its development, and if it’s not working for anybody who’s using it now, they’ve not told me. I get letters daily with success stories from readers, and in fact, here’s one that just arrived as I was getting this newsletter ready to post:

David,

Thank you so much for your newsletters and your e-book.

I have to say that you have helped me more than you could know. I started reading your book when things in my marriage went south. I was unable to salvage that relationship, due mostly to my spouse’s issues rather than mine. I was in extreme wussy mode towards the end of my marriage and have made great strides in removing that mentality from my existence.

I have since entered into another relationship and have put into practice many of the things that you suggest. My new lady friend has made comments to me such as “I really like your self esteem” – “everyone says you’re a nice guy, but there is a naughty side to you too” and other comments along this line.

I have caught myself at times slipping into wussy mode and have kicked myself out of it. Your teachings have helped me not only in this relationship but with myself in general. I can’t thank you enough.

Sincerely,
Steve

I often share readers’ letters when they hold a lesson for the rest of you and can be conveyed while maintaining the reader’s privacy, and this one just happened to pop up saying something you needed to hear, that a real guy with real problems took this ball and ran with it, and he’s happy now. You’re welcome to peruse my newsletter archive at your leisure at the address below for other testimonials and lessons, as well as download my free reports and put them to work for you right now. But…

Your best move right now is to go to http://www.makingherhappy.com and get your copy of this instantly downloadable e-book, “THE Man’s Guide to Great Relationships and Marriage,” and get started, because it works, and you should never put off until tomorrow the success and happiness that you can have today. That’s how a real man lives, getting it done when it’s there to do and moving on, happily, not stressing about what he’s going to do next.

In the meantime, live well, be well, and have a wonderful day!
David Cunningham

Labels: Competence, Confidence, Male Attitude, Projecting Respect, Self-Esteem, Taking Responsibility, What Women Want

I’ve been thinking of an idea that might make me and my colleagues play to our strengths for the rest of the year. I think we need to spend some time working out who we are as people, what our interests and strengths are and what we are terrible at or unwilling to do. If we can become more aware of our competences and incompetences, we can work more fluidly and allow each other the space, time and trust to develop things from our own perspective and expertise as part of an honest team. For example, I am a pretty disorganized person. I start a lot things that I don’t finish and I have trouble with keeping records. I need reminders about events and about deadlines for things that are not immediately important – in my opinion! But, will I change? Should I change? Do I have to change? These are my fundamental weaknesses, but I have many strengths too. Rather than try to eradicate my weaknesses or enforce that I do things in a way that does not come naturally, should I be trying to use my strengths as much as possible safe in the knowledge that there is support for the weaknesses?

Bonjour à tous,

À mon tour, j’apporte mon soutien à Olivier dans sa candidature à la présidence, et invite les JE France à se fédérer autour de lui.

Par ce soutien, je souhaite tout d’abord apporter le témoignage et la reconnaissance des JE Universités de Paris pour le travail formidable qu’Olivier a accompli au niveau local, en réussissant au cours de ses deux mandats à rassembler une équipe toujours plus nombreuse, à coordonner des évènements réguliers, à inscrire pleinement notre groupe dans les grands chantiers des JE France (comme Europe à l’école, la CoPo et le Taurillon), tout en favorisant au maximum les relations européennes, l’échange et le réseau qui sont pour moi primordiaux.

Je suis convaincu qu’Olivier est pleinement compétent pour assurer la présidence des JE France, et qu’il saura apporter à notre association les idées, le courage et le dynamisme dont elle a besoin. Ma confiance repose sur ses aptitudes personnelles, mais aussi sur la qualité du réseau dont il dispose: excellent connaisseur de nos partenaires et interlocuteurs à Paris, Olivier a également su montrer une présence forte au cours de nos séminaires en France et en Europe. Cet ancrage solide dans les réseaux parisiens, français et européens est, de mon point de vue, un atout considérable pour présider efficacement les JE France.

Je rejoins donc avec confiance la liste présentée par Olivier, en me portant candidat pour le poste de rédacteur en chef du Taurillon. À l’image de Laurent, je tiens à déclarer que quelle que soit la prochaine équipe en place, l’ensemble de la rédaction continuera de soutenir l’action du Bureau National et d’apporter sa contribution au fonctionnement et au développement des activités des JE France.

Dans l’immédiat, notre équipe candidate, cocktail effervescent d’idées et de projets, se tient prête pour vitaminer l’Europe, contre tous les souverainistes et les détracteurs du projet européen. Ou, pour l’exprimer d’une autre manière:

Vitamine E: Vigoureuse Vanne de Vérité, Verbe et Valeur Vainquant le Vide et la Vanité. Un V de Victoire, Versus le Volubile Verbiage Verbeux des Vaclav, de leurs Voraces Valets, et des Variés et Virulents Vociférateurs qui Violent la Volonté de l’Europe, y Versent leur Vil Vitriol et leurs Veules Vitupérations, et Valident leur Veto contre la Vox populi. Vitamine E pour Vitaliser nos Vaillantes et Vigilantes Vertus, Valoriser notre Volonté, et porter nos Valeurs Véhémentes et Vitales par toutes les Voies Visuelles et Vocales, et par tous les Vecteurs Valides. Vitamine E, une Voix Virtuose Voltigeant vers la Voûte, Volcanique et Vibrant Véhicule de Victoire, Vivifiant les Vaillants Vétérans de la Vie. Voilà ma Vision et ma Vocation Verbalisées, je Vote Vitamine E, et Vous?

Amitiés à chacun,

Maël Donoso
Président des Jeunes Européens Universités de Paris

Yes,”count on”, “depend upon”, “know that you will do as surely as the sun rises and sets”.  And you ask the same question of me.  What am I 100% committed to doing for you?  That is the foundation of our relationship.

Our relationship may be more. It will include

• What do we do together?
• What do we celebrate together?
• How important is our relationship compared to other relationships?  What priority does it have?
• How relevant is our relationship to coping with the trials and tribulations and  developing the opportunities already present?

Most people only look at the priority of a relationship.  They want total loyalty – which is unrealistic.  Blood is thicker than water, after all.  What counts is the essence.  What, what is it that I can count on you to do?

Disciplines study trust from different angles

• Economists use game theory to look at our interests and the constraints that lead us to be quite predictable.
• Politicians look at our interests and the alliances we make with others to pursue them.
• Poets urge us to put “ourselves inside the river” – to pay attention to the story unfolding around us
• Clinical psychologists measure our self-efficacy – how do we rate our competence to achieve something that seems hard
• Educational psychologists have championed collective efficacy – how do we rate the competence of our colleagues?
• Positive management scholars ask “what do we do well” and “what will we do more of”?
• Toyota management specialists tell us to take our ideas and run a formal experiment – find out what matters and respect it.

Do we understand the nature of our commitment to each other?

Collective efficacy, the tool used by educational psychologists, illustrates well where I am going.  Collective efficacy  is measured by the specific question: “how good is X at his or her job?”  Questionnaires and simple ratings are neat and tidy.  Cool stuff – we get a number and the higher the number, the better the school.  Important to know and understand.

It’s also important to put our finger on the nub.  Can we describe our relationships in simple, accurate and concrete language?

• What is it that we are totally committed to do for the people around us?  In what way are we utterly predictable to others?

• In what way are they utterly predictable to us?

• In what way is this our reciprocated commitment important to our lives?

• And are we talking about “what is” rather than “what isn’t”?  Are we talking about the relationship as it is, rather than as we want it to be?

Do we understand the network of commitments that are important to the good life?

I’ve always felt that there are 10 or so people in my life whom I need to trust entirely.  They include my banker, my mechanic, my butcher and my baker.   When 3 or 4 are unreliable, my life becomes miserable indeed.

I am magnificently happy though when I am surrounded by people who share a mutual commitment to me.  It may be a small commitment. It may be a relatively small circle.

But that sense that we are competent, dependable and principled is very important.

(As opposed to fickle, corrupt and inept – a phrase I heard on BBC.)

Our lives are as big and as magnificent as our sense that people around us are good people.

Celebrating that goodness will boost your sense of well-being.

• It’s worth putting our finger on the small contribution each person makes to our lives.
• It’s worth putting a name to its essential essence – not to what we want to change – but to what will never change because it is the essence of the person and what they will do for us.
• It’s worth hearing the words of others as they see what about us is predictable and counted upon (because they’ve observed our essence and don’t try to change us).

When we have mapped our network, or social graph, of commitments, when we begin with what is rock solid, how do we feel?  How much energy have we liberated?

I’d be interested to know how you approach these questions.  Have a great weekend.

I’ve spent half my career believing that the important skills in life and work are generic. From fundamental life skills, like being able to listen to and communicate with other people, to the ability to analyse a situation and think logically about it, I’ve told myself and the staff I’ve been responsible for that these are competencies that will always be in demand, and can be applied in any work or personal circumstances. Demonstrate that you have developed these and other similar tools, and that will be more important to prospective employers than the specific environment or sector in which you established that competence. Well, I’m beginning to question that assumption.

In the jargon of these things, these generic attributes are called “transferable skills”. Of course, if you work in nuclear physics then the specific technical skills are always going to be the ones you need. If we want them at all, we certainly don’t want the new nuclear power stations we’re about to have foisted on us designed by people who knew nothing about radiation but were good at getting along with their colleagues. But I don’t work in nuclear physics, and I assumed that HR skills, the ability to motivate and lead my team, project management of information technology, developing strategy, and the financial skill to manage a £5M budget would be as useful in, say, the management of the health service as in the management of education.

But apparently not. Recruitment consultants nearly always play safe, and safe means knowing that the candidates they’re putting forward not only have the right skills, but have developed them in the right places. In a recession there will always be a queue of people who have worked in exactly the same sector as the new job is in, and who’ll not need any settling-in period whilst they get to grips with a new context. They’ll be ready to hit the ground running, as is apparently always so vital an attribute. I’ve always thought that the most likely consequence of hitting the ground running is to fall flat on your face, but what do I know?

So my skills might be acknowledged as being of a high order, but they ain’t transferring anywhere.

Juste un mot pour vous signaler cette brève sur “un blog pour l’information juridique“, intitulé “Veilleur, un métier en soi“.

A l’heure où nombre d’entreprises font effectuer leur veille par des stagiaires, je ne peux qu’adhérer à ce postulat.

When you recognize this simple fact (that all experts were once beginners), you begin to have a little more patience dealing with those around you.  I’ve shared the following “Competence Cycle” with you once before, but it’s so important, it’s worth revisiting.  As people learn how to do new tasks, they will go through four predictable stages related to their confidence and competence.  The leader’s role is to help them progress through the four stages without damaging their self-confidence or causing too much risk to the those around them.

Stage 1 – Unconscious Incompetence
At this stage, the performer has little concept of what the task is actually going to entail. He is incredibly excited about it and feels enormous confidence that he is up to the task.  The problem is that this confidence is rarely based on reality.  The confidence comes from ignorance of the skills, knowledge and hard work necessary to complete the task.  Often, performers feel that success in previous endeavors will guarantee success in this one.  Sometimes they are right, but most often they are not.

Stage 2 – Conscious Incompetence
This stage is typically a huge letdown for the performer.  The high expectations he/she had have not materialized. The task is harder, bigger, less glamorous, more work…you name it.  They’ve made a big step, though.  Just recognizing that you don’t have the skill set or knowledge for the task is the first step toward getting them.  Now they know what they don’t know.  As long as the performer doesn’t regress to Stage 1 (i.e., go into denial about the skills and knowledge he needs), you’ve got him right where you want him.  Now that he knows he won’t be the next prodigy, he will typically be much more teachable.  What he needs from you is encouragement.  His confidence has been dealt a blow, and he needs to know that this is a normal stage…that all experts were once beginners. Keep the end result in front of him to motivate him through this stage.

Stage 3 – Conscious Competence
Progress has been made.  The performer has developed the competence to be able to perform the task.  The problem here is that the performer has to really concentrate on the steps to get it done.  She will typically be hesitant and afraid of making mistakes.  She might over-think the process, leading to avoidable errors and frustration.  Your role as the leader will be to be patient and allow her plenty of practice.  She may need a pep talk from time to time to remind her of how far she has come.  This is a necessary stage.  If she starts making too many mistakes in a row, her confidence could be seriously damaged. Give her a break so that she can get her mind off all the steps.  When she relaxes, she will perform better.

Stage 4 – Unconscious Competence
Eureka! You’ll rarely recognize the transition from Stage 3 to Stage 4 when it happens, but you’ll be able to see it in retrospect.  One day, you’ll observe the performer, and she will be performing the task without even thinking about it.  Be sure to point it out to her, because she probably won’t have realized it yet.  The beauty of this stage is that the new skills and knowledge have been integrated into the performer’s skill set.  She is now the expert that she originally set out to be!
Let’s see if this applies to even the incomparable Michael Jordan, leader of the six-time national champion Chicago Bulls team of the 90s.   Most would agree that, at the top of his game, Michael Jordan was Unconsciously Competent at basketball.  He could do just about anything he pleased on the court.  He didn’t have to count the number of steps before he made a lay-up (everyone knows he flew from half-court).  He didn’t have to think through his set-up before making the game-winning three-pointer at the buzzer.  He just did it – Unconscious Competence.

But remember, all experts were once beginners.  There was a time that MJ thought he was better than he really was.  He had the natural talent, but it wasn’t disciplined.  Going into high school, MJ was Unconsciously Incompetent about playing basketball.  Want proof?  Did you know that his game was so undisciplined that he was cut from his sophomore team?

It was a real wake-up call for him, and he moved immediately to Stage 2 – Conscious Incompetence.  But instead of letting that setback defeat him, he used it to motivate and challenge him to move through Stages 3 and 4 until he became the face of basketball (and Fruit of the Loom, and Gatorade, and Nike, and MCI, and …).  He lit up college basketball, was drafted as the #3 pick to the pros after his junior year and reached the pinnacle of his career by winning three, back-to-back national championships with the Bulls.

Then, full of the confidence that comes with incredible success, he decided that the skills that made him the best in professional basketball would also make him the best in professional baseball.  But being an expert in one field doesn’t make a person an expert in all fields.  The expert turned beginner, and MJ had to start the cycle all over again.  First, there was excitement and over-confidence.  Then, a major letdown as he got stuck in the minors with the Birmingham Barons.

Sometimes Stage 2 is enough to convince a performer he is better suited for something else.  MJ decided the following year that basketball was what he was really suited for, and he returned to help the Chicago Bulls win another three back-to-back championships.

Pick any expert in any field, and you’ll find that none of them were born that way.  Even the prodigies had to hone and shape their talent.  If it’s true for the most talented, it’s true for the average performer.  The best leaders know this and meet their performers where they are at.

Berny Madoff Jailbird Ponzi Fraud Confession for creating epic financial crime and accepts his guilt on 11 accounts but not conspiracy charge View Bernie Madoff’s statement in jail that the “problem occurred when I made commitments for too
much money and then I couldn’t put the strategy to work. It was my mistake not to just be out a couple hundred million dollars and get out
of it.” http://www.sec.gov/news/studies/2009/oig-509/exhibit-0104.pdf Madoff was in the securities industry for 50 years prior to his arrest and that he “wrote a good portion of the rules when it comes to trading.”Madoff stated, “I’m very proud of the role I played in the industry… of course I destroyed that now.”
Madoff stated that he served on the committee as to who should register as Investment Advisers. He said that they were trying to get hedge funds to register, and stated that “nobody wants to register” because then, they would be subject to prosecution for fraud
MADOFF stated that when dealing with the SEC, there was “never any hint” that SEC was looking for signs of a Ponzi scheme or that they were looking at his trading. He stated that this was “primarily because of the reputation I had.”
Financier Madoff Appeal Defiance is a living prove of Global Financial Institutes and SEC Systemic Fallacy and a testament of FED’s systematic financial fraud with Lori Richards resignation as head of the Securities and Exchange Commission office that inspects money managers and brokerages after congress grilled her for Madoff’s Ponzi scheme. View Madoff logic of risques to monetize Ponzi scheme at WS
Inspector General Kotz’s eight-month inquiry exhaustive look at how the agency missed chances since 1992 to detect a $65 billion fraud that burned thousands of investors. The inspector faulted the agency for inadequately pursuing tips, assigning inexperienced staff to conduct reviews and failing to seek trading records that would have revealed the scam Madoff undertook for decades: http://www.sec.gov/news/studies/2009/oig-509.pdf Madoff Defiance to appeal his absurd sentence to 150 years jail term for creating epic financial crime and accepts his guilt on 11 accounts but not conspiracy charge which reveals the substance of his crime deeds . PSEUDO HEDGE FUND ENTERPRISE PONSI PYRAMIDE SCHEMES OF FINANCIAL RISQUES EPITOMISES WALL STREET SYSTEMIC FALLACY.

Ex-financier Madoff statement – confession for being guilty for creating epic financial crime in the history of Wall street while rejecting only the conspiracy charge which illuminates escape con-artist mindset due to cognitive psychoanalysis discovery method

Now a jailbird Bernard Madoff has committed financial fraud worth over $ 65 Blns and prosecutors reserved the right to pursue up to $170 billion in criminal forfeiture along with the 11 prosecution’s charges against Madoff carrie a maximum sentence of 150 years
Madoff Confession: ‘In more recent years, I used yet another method to conceal my fraud. I wired money between the United States and the United Kingdom to make it appear as though there were actual securities transactions executed on behalf of my investment advisory clients. Specifically, I had money transferred from the U.S. bank account of my investment advisory business to the London bank account of Madoff Securities International Ltd., a United Kingdom corporation that was an affiliate of my business in New York. Madoff Securities International Ltd. was principally engaged in proprietary trading and was a legitimate, honestly run and operated business.
Nevertheless, to support my false claim that I purchased and sold securities for my investment advisory clients in European markets, I caused money from the bank account of my fraudulent advisory business, located here in Manhattan, to be wire transferred to the London bank account of Madoff Securities International Limited.
Technologos Financier Madoff Appeal Defiance Global & SEC Systemic Fallacy Testament
There were also times in recent years when I had money, which had originated in the New York Chase Manhattan bank account of my investment advisory business, transferred from the London bank account of Madoff Securities International Ltd. to the Bank of New York operating bank account of my firm’s legitimate proprietary and market making business. That Bank of New York account was located in New York. I did this as a way of ensuring that the expenses associated with the operation of the fraudulent investment advisory business would not be paid from the operations of the legitimate proprietary trading and market making businesses.’

TECHNOLOGOS CINEMASCAPES ON BERNI MADOFF’s PSEUDO HEDGE FUNDS ENTERPRISE AS PONZI OR QUANT MINDSET PYRAMIDE SCHEMES OF FINANCIAL RISQUES EPITOMISES WALL STREET ABSOLUTE SYSTEMIC FALLACY WHILE SEC AS FINANCES WATCHDOG IS EVIDENTLY IRRELEVANT. Madoff fraud exposes the SEC’s void of supervising the fund or even being directly IMPLICATED in the conartist scheme by covering it as it never examined his investment advisory business as $50 Blns fraud deal.
Technologos envisions creating an economic science institution to define a new financial order taking ni account cognitive insights of mental and psycho processes where information technology construct intelligent finance models infrastructure global topology and new financial theory of global monitoring framework analising phony market ideologies fallacies http://www.xmail.net/technologos/ALAN2.html View NOBEL PRIZE ECONOMY WINNERS WEBCINEMA AS ANTIDOTE http://www.xmail.net/technologos/ANASH.html and http://www.xmail.net/technologos/ALAN1. Greenspan legacy of financial meltdown with his acceptance of conceptual flaw in the financial monitoring system : The Fed Can’t Become Overseer of Financial Stability
http://www.xmail.net/technologos/ALAN.html

I checked out my blog stats just now and was really amused by how some people get here via Google.  A few recent highlights include:

• “is it true lady gaga got 2 body parts”: Why, yes, I’m sure she has several.  A cursory glance at paparazzi photos show two arms (complete with hands), two legs (ditto feet), a torso (with however many subdivisions you’d like to make with that), a head with everything in its normal place, and generally a bunch of weave.
• “joan holloway extraordinarily competent”: After saving the British exec’s life post-run in with the lawnmower, I would say yes (assuming this is a question).
• “what is a pig’s life cycle”: Listen to this and you’ll find out.
• “the masculinity of the taqwacores”: Sounds like a good title for an early-20th century British novel.
• “creepy whitye supremacists” and “talk radio xenophobia”: Seem to go together pretty well.
• “coulter dominatrix”: I assume this refers to Ann.  How terrifying.
• “jay z needs to be a role model”: You should probably tell him this, not me.

This could be a good recurring feature.