I'm trying to put all that I have read and what has influenced my life together. Some of these I would like to share with you and I look forward to your comments. God Bless!!
Wednesday, June 08, 2016
The Egg
Monday, January 16, 2012
I Have a Dream - Martin Luthar King Jr.
My country 'tis of thee, sweet land of liberty, of thee I sing.Land where my fathers died, land of the Pilgrim's pride,From every mountainside, let freedom ring!
Let freedom ring from the mighty mountains of New York.Let freedom ring from the heightening Alleghenies of Pennsylvania.Let freedom ring from the snow-capped Rockies of Colorado.Let freedom ring from the curvaceous slopes of California.
Let freedom ring from Stone Mountain of Georgia.Let freedom ring from Lookout Mountain of Tennessee.Let freedom ring from every hill and molehill of Mississippi.From every mountainside, let freedom ring.
Saturday, March 19, 2011
How to Create a New You
The human body can be a source of the miraculous....
Yet you and I find ourselves with bodies that wear out, age, grow sick, and disappoint our highest aspirations for freedom and creativity. Clearly, the body needs to be reinvented...
I offer five breakthrough ideas that can completely alter how you see your body and what you do with it.
Breakthrough1 — Your Physical Body is an Illusion;
Breakthrough 2 — Your Real Body Is Energy;
Breakthrough 3 — Awareness Has magic;
Breakthrough 4 — You Can Improve Your Genes;
Breakthrough 5 — Time Isn't Your enemy.
Each of these breakthroughs overturns an outmoded belief that turns into a physical limitation. If you think of your body as a physical object, you will cooperate with aging, because what is aging but a physical object wearing out.
If you believe that time is your enemy, aging has gained another ally.
If you accept that your genes are fixed, they take away your freedom to change.
What these five breakthroughs have in common is this: you can change your body through consciousness, because despite its physical appearance, your body is the product of consciousness to begin with. There is no difference between a thought and a molecule in the brain. Each intention sends signals to every cell in the body, causing the cell to change. Therefore, the most natural way to achieve change is through the power of intention.
DEEPAK CHOPRA
Saturday, August 21, 2010
STEPS TO ACHIEVING GOALS
Todd Schaefer
TAKING a step into the unknown always forces us to stretch ourselves a bit more, even if we are confident with our craft. When we decide to take something good and make it better, we sometimes hit that mental “ceiling,” or the point which we hadn’t gone past before. If we want growth, expansion, healing, or whatever — we need to just take the next small step. I’ve discovered the need for taking non-limiting steps with my writing in order to bring it to the next level for my development. In the passing of my limitations at this step, I’ve discovered that much discomfort has subsided and all that remains is a whole bunch of joyous steps that I can take in any direction with the publishing and writing process. My mind continually says, “Wow! I can do this and this or even this now!” Lots of possibilities unravel themselves when we choose to keep taking steps forward because we know we’ll feel better when we do...
So often, we wish for success or we see it in another, yet what we’re seeing is the desire for us to make it a reality for ourselves. We don’t do this because we haven’t yet taken the step for ourselves. Or we’ve taken some steps, but not all of the ones that we could. There is always some step that we can take in courage. This makes us feel good. Sometimes, we need a friend to help us see that we can take that step and that we are worthy of taking that step. This is different from convincing or fooling ourselves that we are taking a step. Do you see the difference? This could apply for anything: career, relationships, you name it. In the bottleneck, we make excuses.
Saturday, April 25, 2009
COMPETITIVE ADVANTAGE
by-Michael Porter
COMPETITION is at the core of the success or failure of firms. Competition determines the appropriateness of a firm's activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Two central questions underlie the choice of competitive strategy. The first is the attractiveness of industries for long-term profitability and the factors that determine it... The second central question in competitive strategy is the determinants of relative competitive position within an industry....
Neither question is sufficient by itself to guide the choice of competitive strategy. A firm in a very attractive industry may still not earn attractive profits if it has chosen a poor competitive position. Conversely, a firm in an excellent competitive position may be in such a poor industry that it is not very profitable, and further efforts to enhance its position will be of little benefit. Both questions are dynamic; industry attractiveness and competitive position change. Industries become more or less attractive over time, and competitive position reflects an unending battle among competitors. Even long periods of stability can be abruptly ended by competitive moves. Both industry attractiveness and competitive position can be shaped by a firm, and this is what makes the choice of competitive strategy both challenging and exciting.
Saturday, April 18, 2009
COMPETITIVE STRATEGY
THE five competitive forces — entry, threat of substitution, bargaining power of buyers, bargaining power of suppliers, and rivalry among current competitors — reflect the fact that competition in an industry goes well beyond the established players. Customers, suppliers, substitutes, and potential entrants are all “competitors” to firms in the industry and may be more or less prominent depending on the circumstances. Competition in this broader sense might be termed extended rivalry. All five competitive forces jointly determine the intensity of industry competition and profitability. For example, even a company with a strong market position in an industry where potential entrants are no threat will earn low returns if it faces a superior, lower-cost substitute. Even with no substitutes and blocked entry, intense rivalry among competitors will limit potential returns. Different forces take on prominence, of course, in shaping competition in each industry. The underlying structure of an industry should be distinguished from the many short-run factors that can affect competition and profitability in a transient way. For example, fluctuations in economic conditions over the business cycle influence short-run profitability. Although such factors may have tactical significance, the focus of the analysis of industry structure, or “structural analysis,” is on identifying the basic, underlying characteristics of an industry rooted in its economics and technology that shape the arena in which competitive strategy must be set.
Friday, April 10, 2009
THE SCIENCE OF MANAGEMENT
AS ESSENTIAL as it is to the long-term health of organisations, knowledge about best practices for managing strategic innovation is scarce. For every strategic experiment studied, we observed a unique approach to management. There is no commonly accepted principle or standard. Management theory has evolved rapidly over the past few decades. For example, the once-popular notion that the essence of strategy is to maintain stability has given way to acceptance that stability is illusory. Modern strategists do not seek to build and defend a competitive advantage from change by, say, erecting barriers to entry. Instead, they recognise that to stay ahead, corporations must always look for new markets and new sources of competitive advantage. This shift in emphasis in strategy formulation demands a similar shift in the field of strategy execution, but the latter field lags. Although the what of strategy now focuses on innovation and change, knowledge of the how is still nascent. Truly understanding what works and why, requires multi-year, qualitative, interpretive study. The study of strategic innovation resembles history or psychology more than finance or economics. Furthermore, the little existing research-based knowledge emphasises the very early stages of managing strategic innovation, particularly the generation of and evaluation of creative ideas. That leaves much terrain uncharted... Limits to innovation have less to do with technology or creativity than with management skill.