Morelia, Mexico has provided many magical moments for me during my thirteen months as a resident here. One of those events occurred at Christmas when a new acquaintance gifted me with a book which I would never have found or bought for myself. The Thing About Jellyfish stunned, inspired, and informed me in unexpected ways from the first pages to the end.
Perhaps the biggest surprise (there were many) was its organization and embedded detail of an approach to scientific research, discovery, and reporting. The timeliness of that gift and my study resulted in profound fruitful impacts in the development of Workplace Hidden Opportunities (WHO). Those fruits are manifest here in the site structure and language of WHO.
The purpose of this post is to share that gift with you. Most of us are dealing with the dynamics of change and rediscovery in our lives whether on a personal, project, or enterprise level. Ali Benjamin’s book may provide for you the key to unlock your next discovery while providing a story at its page-turning best. It would be wonderful to gather and share comments here.
Here are some brief observations about the book.
The Thing About Jellyfish by Ali Benjamin
~ Art meets science in the most elegant fashion imaginable
~ Curiosity, questions, and quiet
~ The cadence of counting
~ Listening with the ears of a child or youth
~ Seeing with the eyes of a child or youth
The organization of Jellyfish (my translating questions)
1. Purpose p4 – (Why?)
2. Hypothesis p38 – (What if?)
3. Background p44 – (What?)
4. Variables p106- (Who?)
5. Procedure p166 – (How?)
6. Results p280 – (Connecting Dots?)
7. Conclusion p308 – (What’s next?)
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Apply to any project large of small and to an intention or event.
We explore not because we want to, but because we have to. Martin Daniel
This is not a political treatise but rather a prompt for insights on Workplace Hidden Opportunities primary mission of exploring the challenges and opportunities in the workplace. Because Government is one of eight global industry segments and a major component of the workplace, we think this discussion is relevant here.
I just read Barr’s letter (Sun 3.24) and want to share this observation at these unfolding of events.
I have been an outspoken critic of Trump since his announcement to run for President of The United States. (Perspective: I started my studies of history, political science and literature at the University of Texas in Austin my sophomore year 1966 and have been an ardent student of those interests and others since then. I read Trump’s book The Art of the Deal when published in 1987 as I was building my own real estate development company.)
The Mueller Report and the Barr Letter are positive moments in global democracy and US leadership. In short it debunks any notion of a witch hunt. It also reminds us that ineffectual proficiency, poor judgement, and inappropriate behavior are not criminal offenses. So who (if you are drawn to the shame and blame game) should we say is culpable or responsible?
I would propose that we look at the classic Pogo cartoon and The Constitution of the United States of America. To caption each, ‘We have met the enemy and the enemy is us.’ and ‘We the People . . .’
On Further Reflection
More important questions come to the fore that should be part of the conversation over the coming days, weeks, and months.
Question 1. Who owns what? In the case of the Mueller Report, who is the owner of that document?
Question 2. Is it time to rethink the Constitution of the United States?
Some observations I think are worthy of serious on-going conversation.
The world and the United States is in its third fundamental evolution of civilization since the late 1700s.
There were about 2.5 million people living in the United States’ original 13 States in 1776 in an agrarian culture and economy. The Industrial Revolution was emerging about that time in England and over the next one hundred years transformed the nature of life and work. Massive numbers of people migrated from rural agriculture lifestyles to work in factories in cities. Mass production of goods, increased efficiency, reduced costs and enabled more to be produced. Steam power enabled trains, railways and machinery that changed manufacturing and transportation forever. The Twelfth United States Census, conducted by the Census Office on June 1, 1900, determined the resident population of the United States to be 76,212,168, an increase of 21.0 percent over the 62,979,766 persons enumerated during the 1890 Census. The global population reached one billion mark in 1804.
We are now at the forefront of the third major transformation of civilization in the modern era, this time brought about by the Internet and the connection economy. Today the US population is approximately 330 million and global population is 7.2 billion.
Reflect now on the two questions posited earlier here. In that light, how would you answer those questions?
The fundamentals of society and all its impacts require an evolved understanding and thinking. The time for that leadership is now.
The Intelligence Network primary purpose is organizing and creating access for WHO Members to interact with one another. Think of it as an active directory of the membership for Members only.
The first three categories are levels of WHO membership.
WHO Mastermind is a designation of honor for selected members and contributors.
Global Eighty™ is a distinction (under construction) of ten companies in each of the ten industry segments that warrant attention for their impacts in the workplace. This designation is subject constant review and change based upon its WHO members and these enterprises global impacts (positive or negative).
LinkedIn Groups is a registry of relevant groups on LinkedIn (also under construction)with hyperlinks to those groups.
Using WHO’s powerful Search Box tool: Every page just under the Main Menu on the right is a Search Box. Enter your key word there and it will give you links to information on the WHO site relevant to that topic. If you don’t find what you are looking for simply use the Contact Us page and request your key word be added to the site.
This Intelligence Network registry is created for the benefit of WHO members to enhance their marketing and networking initiatives.
Technology & Performance Management is most likely to change and evolve more than all the other Sections of the WHO Index.
If we use the anatomy of the human body as a metaphor it has been eons since the skeletal or organ makeup of mankind has changed. All the while science and our understanding of everything from cellular structure, nutrition, et al have advanced exponentially. Such is the nature of our understanding of technology and its language.
Many of the terms we are using today to describe the application of technology to the workplace were unheard earlier in many of our lifetimes, and for some of us, in the last year. As you can see by the example of Artificial Intelligence the Index has been configured to re-indexing this categorization as circumstances dictate. The numbering system has also been constructed to add an infinite number of sub-classes until an alternative hierarchy demands itself.
WHO Index is meant to be a catalyst for creation.
Next up we look at the WHO Intelligence Network
Under us, each and all, is the land. How we treat it both in terms of improvements and depredation is of increasing importance as the population increases.
Components of real estate are twelve distinct and inter-relational areas of requirements, management, and costs applied to an individual piece of property, group of properties, or the broader universe of a portfolio.
Click on any of the images to enlarge.
This global industry is estimated to be valued at $50 trillion in land and improvements with nearly the same amount being spent annually on development, operations, and exchange transactions. As an industry it is only recently recognized (the earliest trade associations are less than 50 years old) and even more recently is now a major curriculum of universities, trade associations and the core focus of enterprises ranging from local proprietors to global Fortune 500 enterprises. With the accelerated advances in technology and communications these assets and operations are of ever-increasing importance to governments and enterprises alike. For a majority of enterprises this bundle of activities accounts for the second largest impact on the balance sheet and income statement.
This $50 trillion in asset value has in all likelihood an equal amount of operating costs. But nobody knows for sure! According to our research, fifteen thousand enterprises (US-based reporting to D&B) have corporate real estate portfolios ranging from one hundred to tens of thousands owned and leased locations. Two hundred thousand companies ranging from geographically focused small businesses to Fortune 500 global companies provide an array of related services for these portfolios to their clients’ internal corporate managers. Add to that university and government portfolios including municipalities, states (provinces et al), and federal agencies and there is no telling what the number might look like. It is a marketplace fragmented, difficult to define, and connect!
The WHO Index™ is an open-source mechanism to facilitate the organization of information and resources related to those components. The Index has been constructed to anticipate more granular micro definition based on specialized requirements.
Next up we look at Technology & Performance Management
Understanding the workplace is unique and common to each or the WHO defined industry segments.
The WHO Index™ research and development examined ninety-nine standard industry codes, distilled them for commonality of their marketplace focus, and use of those underlying real estate land and improvement assets.
These industry segments represent something of a dichotomy in that each have unique purpose while sharing many common attributes. Components of Real Estate details one aspect of that commonality. Technology and Performance Management is another example.
WHO examines equally the commonality and the uniqueness. The leaders that understand these distinctions hold a great competitive advantage in their growth and development, The Global Eighty™ Enterprises takes both a telescopic and microscopic look at ten enterprise in each of these eight segments.
If your expertise and focus is on one or more of these, we invite you to showcase your products and services here.