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I especially recommend this book for those of us with short attention spans - it's only 140 pages (and that's the large print version). But don't get the wrong idea, this book still has more depth and creativity than most 500 page books i've read and is a great read, even compared with today's science fiction standards.
This book has to be considered a classic considering it spawned a whole genre of time traveling books, movies, and tv shows whcih imitated it. Get a hold of a copy and read it today!
What I love about the book is how much further Wells went with the story. Towards the end of the book, our weary time traveller proceeds further into the future to actually witness our earth and sun dying. The barren lands growing cold. Life at its final stages. How utterly eerie yet thrilling all at the same time. Wells describes the sequences so vividly. Who would not do the same if a time machine was made available to them?
For you first time readers, enjoy. It is a terrific ride.
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The manner in which companies acquire knowledge from data can vary. Ikujiro Nonaka in his article "The Knowledge Creating Company (page 21)" provides a general approach. Nonaka suggests that creating new knowledge requires, in addition to the processing of objective information, tapping into the intuitions insights and hunches of individual employees and then making it available for use in the whole organization. Within this framework is an understanding of two types of knowledge: tacit and explicit. Both of these have to exist in an organization and exchange between and within each type is needed for creation of new knowledge. Another point in Nonaka's article is that the creation of new knowledge is not limited to one department or group but can occur at any level. It requires a system that encourages frequent dialogue and communication. Similar but more defined ideas are presented in David Garvin's "Building a Learning Organization (page 47)."
Garvin's approach focuses on the importance of having an organization that learns. Garvin defines a learning organization as one that is "skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights (page 51)." He describes five activities/skills that are the foundation for learning organizations. These are systematic problem solving, experimentation, and review of past experiences, learning from others, and transferring knowledge.
"Teaching Smart People How to Learn (page 81)" by Chris Argyris, deals with the way individuals within an organization can block the acquisition of new knowledge because of the way they reason about their behavior. In order to foster learning behavior in all employees, an organization must encourage productive reasoning. One caution is that use of productive reasoning can be threatening and actually hampers the process of learning if not implemented throughout the whole organization.
Leonard and Straus in "Putting Your Company's Whole Brain to Work (page 109)," address another way in which knowledge can be acquired. They identify two broad categories: left brained and right brained individuals, with different approaches to the same concept based on cognitive differences. Within these categories, there is great potential for conflict, which can stifle the creative process. However these different perspectives are important for full development of a new concept. Innovative companies should keep a balance of these different personality types to avoid stagnation and to encourage development of new ideas. The management of the cognitive types in a way that is productive for the company occurs through the process of creative abrasion.
One can surmise from the articles in general that data and information are valuable if they can be used to maintain the knowledge base or provide the basis for acquiring new knowledge. The organization that creates new knowledge encourages the following in its employees: creativity, a commitment to the goals of the organization, self-discipline, self-motivation, and individual exploration and identification of behaviors that may be barriers to learning. Cognitive preferences should be recognized and used to the companies' advantage. Finally, companies can learn from the best practices of others and from their customers. After knowledge is acquired, it can be disseminated for use throughout the organization and maintained in different ways.
One key method to maintain knowledge repeated in several articles is the importance of an environment that fosters innovation. Quinn et al, in "Managing Professional Intellect: Making the Most of the Best (page 181)," describe this as creating a culture of self-motivated creativity within an organization. There are several ways to do this: recruitment of the best for that field, forcing intensive early development (exposing new employees early to complex problems they have to solve), increasing professional challenges and rigorous evaluations.
Another way to maintain and use knowledge is through pioneering research, described by Brown in "Research that reinvents the Corporation (page 153)." In this process companies can combine basic research practices, with its new and fresh solutions, and applied research to the company's most pressing problems. Dissemination of new knowledge can occur by letting the employees experience the new innovation and so own it. As mentioned in the article by Nonaka, creation of a model that represents the new information is a way for transfer to the rest of the organization. Also the knowledge from the professional intellect within an organization can be transferred into the organization's systems, databases and operating technologies and so made available to others within the organization. An example of this is Merryl Lynch, which uses a database of regularly updated information to link its 18,000 agents.
Yet another tool for disseminating information within an organization is the learning history, described by Kleiner and Roth in "How to Make Experience Your Company's Best Teacher (page 137)." This makes use of the ages old community practice of storytelling to pass on lessons and traditions. The learning history collects data from a previous experience with insight from different levels of employees involved and puts it together in the form of a story that can be used in discussion groups within the organization. In companies where this has been used, it builds trust, provides an opportunity for collective reflection, and can be an effective way to transfer knowledge from one part of the company to another. In addition, incentives in the form of a report in response to the new innovation and achievement awards encourages employees to learn and helps with the dissemination of information.
So many books are merely ONE GOOD ARTICLE embedded in a thicket of verbiage. Chopping away through such a jungle of verbosity for the gist-of-it-all often proves tedious and disappointing. (Blessed are the laconic!) This book, on the other hand, just serves up a bunch of 'gists' -the pure meat and potatoes of ideas. Happily, the HBSP has published several other collections of this sort on such topics as leadership, change, and strategies for growth. Each of these is collection of first-rate 'gists'. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.
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John lulls you into a meditative trance - very similar to hypnosis, if not the same - then "betrays" you when you get there. It's as though he was under the wire, racing to get the tape completed before his time in the studio was up. So you're laying there in your trance, more than happy to cooperate, and there's no possible way you can formulate the images he asks you to because he doesn't give you a chance before he races on to something else. And the thing about being in a hypnotic trance is that you are overly sensitive to things like that. So you can't simply ignore them and move on. You get "stuck" on the fact that you've left an image behind that he asked you to "see".
Another thing that bothered me was that he asks you to breathe deeply counting to six, then doesn't keep track of rhythm of the count himself. So if you count to six in the rhythm he first demonstrates, you totally lose him after the third breath. That's another example of something that gets you "stuck". You're breathing in when he's telling you to breath out.
So I would recommend these tapes with reservations. They're very good for relaxation, but you may find that's all you get out of them.
Simply said, I love John Edward's books, tapes and Understanding Your Angels and Meeting Your Guides is one of my favorites, well so far.
I have always wanted to connect with those who have crossed and with my guides who help me but never quite knew how to go about it. Meditiation has always been a wonderful way to relax but until recently I was unaware how to use my meditation to find answers or guidance. John's tape has taught me how to guide myself through visualization to not only meet my guides but it has also given me the tools to meet with those loved ones who have crossed.
John's voice is calming and relaxing. At first, I would listen to his tapes day after day to meditate, now I am able to guide myself through the visualizations to remain in the meditation as long as needed.
As John explains on the tapes, meeting your guides does not automatically happen and I am here to say that he is not lying you us, patience is key.
Enjoy.
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My only real reservation about Clive's biography is his attempted psychoanalysis of Macaulay. I find Freudian explanations to be wholly fanciful. They don't work, in my view -- and this fact seems especially true in the case of Macaulay. Fortunately, Clive doesn't resort to psychoanalysis too much.
Again, overall this is a truly excellent biography.