Podcasts about book3

We host Malcom Harris to discuss his new book “What's Left: Three Paths Through the Planetary Crisis”This episode's co-hostsKyle, MarkTimestamps0:00 Opening 1:37 The Driving Factor of the Book3:23 Three Different Paths8:05 Meeting People Where They Are9:17 Three Paths Meeting13:49 Actionable Climate Crisis Solutions20:26 Stepping Out of Western Centric Solutions30:22 Infrastructure for Change36:10 International Market Disconnect41:05 Common Problem46:55 Radicalization of Power53:18 ClosingsIntro/Outro by The Prophet MotiveSupport us here: https://www.patreon.com/1of200

Host's Note - if you'd like to watch this interview, check out the YouTube video.This episode features our guest, Katie Kuperman, an anti-bullying advocate, copyright, mother, and author of the book “The Only Way Out: A Bully, A Victim, and A Bystander Whose Lives Will Never Be The Same”.  TOPICS COVERED:- Their Journey –  Katie Cooperman's journey as an anti-bullying advocate and mental health awareness promoter began with a deep emotional response to the tragic story of Amanda Todd. Inspired by Todd's experience with cyberbullying and its devastating consequences, Katie authored "The Only Way Out," a novel that explores the intricate relationship between bullying, mental health struggles, and overcoming adversity. - Inspiration for writing about anti-bullying- The depth of cyberbullying and its impact- Signs and symptoms that your child is being bullied- Building children's self-esteem- Combating online negativity- Bullying and mental health issuesGUEST RESOURCE RECOMMENDATIONS:1. Speak up!  Open, honest communication.  Find someone you can trust to talk with. 2. https://nationalparentyouthhelpline.org/3. https://988lifeline.org/4. https://www.nimh.nih.gov/health/find-helpFOR MORE INFO ABOUT OUR GUEST:1. Website 2. Book3. FB4. IG5. X6. LinkedInTAGS: #traumarecovery #traumarecoverycoach #traumahealing #healingfromtrauma #traumasurvivor #survivorhood #ifs #healingispossible #traumasurvivorhood #personalizedtraumahealingsystem #fullcirclewellspring #saramiley #cptsd #ptsd #AntiBullyingAdvocate #MentalHealthAwareness #Cyberbullying #AmandaTodd #TheOnlyWayOut #ManyWaysUp #Parenting #BullyingPrevention #MentalHealthSupport #FamilyResourcesSupport the Show.Trauma Survivorhood is hosted by Sara Miley, CTRC-A, IFS - an IFS-informed certified trauma recovery coach with her own private practice called Full Circle Wellspring LLC. For one-to-one coaching, IFS guidance, classes, and more - visit: www.fullcirclewellspring.comTo learn more about coachsulting and the Personalized Trauma Healing System™: www.personalizedtraumahealingsystem.comLike and Follow for latest news and promotions: www.facebook.com/fullcirclewellspring For all past episodes, check out the Trauma Survivorhood's podcast home: www.traumasurvivorhoodpodcast.comFor all the episode videos, check out: www.youtube.com/@fullcirclewellspring © 2024 Trauma Survivorhood with Sara Miley and Full Circle Wellspring LLC

Thank you for joining us on this episode of the Classic Children's Story podcast. Today we have more news of Uncle Wiggily and his adventures in his automobile. This week there's a party going on among the animal friends and Uncle Wiggily doesn't seem to be invited ... or is he? Find out in today's story! ****** Coffee fuels us up ... donations keep us going... please pop over to ko-fi for a coffee donation if you'd like to financially support our work. If you would like to get more inspiration and motivation, there are lots of inspirational positive videos, messages and artwork over there. Or take out a £5/month - Just For Kids membership to receive some nice special stories recorded just for the members & a shout out on the episodes❣️https://ko-fi.com/sleepstories... Many thanks, your listens, likes,  subscribes and support mean the world to us. This podcast is available on Spreaker, iTunes, Spotify, Google Podcast, Amazon, iHeartRadio and most podcast platforms and apps. If you like what you hear please feel free to share and to leave a review on your site of choice.Become a supporter of this podcast: https://www.spreaker.com/podcast/classic-children-s-story-podcast--4219679/support.

Thank you for joining us on this episode of the Classic Children's Story podcast. Today we have the next exciting chapter of fun with Uncle Wiggily and his Automobile with Percival the Dog & the Wibblewobble duck family❣️ ****** Coffee fuels us up ... donations keep us going... please pop over to ko-fi for a coffee donation if you'd like to financially support our work. If you would like to get more inspiration and motivation, there are lots of inspirational positive videos, messages and artwork over there. Or take out a £5/month - Just For Kids membership to receive some nice special stories recorded just for the members & a shout out on the episodes❣️https://ko-fi.com/happythought... Many thanks, your listens, likes,  subscribes and support mean the world to us. This podcast is available on Spreaker, iTunes, Spotify, Google Podcast, Amazon, iHeartRadio and most podcast platforms and apps. If you like what you hear please feel free to share and to leave a review on your site of choice.Become a supporter of this podcast: https://www.spreaker.com/podcast/classic-children-s-story-podcast--4219679/support.

In this episode, we're unwrapping a Christmas tale that's more shocking than charming - The Santa Clause Bank Robbery. We voyage back to Christmas, 1927 in Texas, a time of joy and celebration, When a bizarre story of how a jolly Santa Claus turned criminal mastermind orchestrated one of the most infamous bank heists in American crime history. It's a story filled with twists, turns, and a ho-ho-whole lot of drama.Join us, Kyle and Adam, as we dive into this tale about how this heist went down and the chaos it left in its wake. We're talking about everything from the meticulous planning to the wild getaway - trust us, it's like something straight out of a movie. If you thought your Christmas family gatherings were chaotic, wait until you hear about this historical Texas bank heist. So, grab your hot cocoa, settle in, and let's get into the holiday spirit, Compendium style!We give you the Compendium, but if you want more, then check out these great resources:1. "When Santa Went Rogue: The 1927 Texas Bank Heist" - Book3. "Santa Claus Bank Robbery" - WikipediaSupport the showConnect with Us:

Authors have been shocked to find out their books are being used to train AI. Alex Reisner, an American journalist with the Atlantic, acquired a data set of nearly 200,000 books known as "Book3", which contained pirated texts. The data is being used without permission by the likes of Meta and Bloomberg to program their generative AI. To discuss, Jesse is joined by author, chef and molecular biologist Nik Sharma.

» Die Themen der Folge 238: --- Abstimmung: mika als Fintech-Newcomer des Jahres nominiert: https://paymentandbanking.com/fintech-des-jahres-23-mit-eurer-stimme-ab-ins-finale/ (00:05:18) AI-Hardware und -Wearables: OpenAI + Jony Ive, AI-Pin, Pendant, Meta RayBan https://www.businessinsider.com/ai-devices-openai-next-apple-iphone-jony-ive-humane-meta-2023-10 https://www.axios.com/2023/10/04/ai-wearables-meta-humane-tab-rewind Black Mirror Folge: https://en.wikipedia.org/wiki/The_Entire_History_of_You TED-Talk zu AI-Pin: https://www.youtube.com/watch?v=gMsQO5u7-NQ (00:18:37) OpenAI mit eigener Chip-Entwicklung https://www.reuters.com/technology/chatgpt-owner-openai-is-exploring-making-its-own-ai-chips-sources-2023-10-06/ (00:23:00) Books3 und Bücher als Trainingsdaten für AI https://www.theatlantic.com/technology/archive/2023/09/books3-database-generative-ai-training-copyright-infringement/675363/ https://www.wired.com/story/battle-over-books3/ https://news.ycombinator.com/item?id=37685313 (00:27:02) Spotify mit Audiobooks https://m.faz.net/aktuell/wirtschaft/unternehmen/spotify-bietet-hoerbuechern-ohne-weiteren-kosten-an-konkurrenz-fuer-audible-19219665.html (00:30:42) Ozempic / Wegovy größer als AI? https://www.nbcnews.com/business/consumer/ozempic-drug-users-are-buying-less-food-walmart-says-rcna119000 https://www.bloomberg.com/news/articles/2023-10-03/barclays-recommends-shorting-fast-food-credit-because-of-ozempic https://www.theatlantic.com/health/archive/2023/05/ozempic-addictive-behavior-drinking-smoking/674098/ https://www.axios.com/2023/10/06/ozempic-weight-loss-drugs-food-business (00:37:00) Nobelpreis Physik: Attosekunden (00:39:44) Nobelpreis Medizin: mRNA https://podcasts.apple.com/us/podcast/babbage-the-2023-nobel-prizes-in-science/id508376907?i=1000630221550 (00:42:11) FTX f'd durch SBF https://www.businessinsider.com/ftx-investor-sequoia-removes-sam-bankman-fried-profile-2022-11 (00:52:52) Google-Antitrust: Internet als Google-Web https://www.nytimes.com/2023/10/02/technology/microsoft-ceo-testifies-google-search.html (00:59:23) SEC gegen Elon https://www.theguardian.com/technology/2023/oct/05/elon-musk-investigation-securities-fraud-twitter-takeover (01:02:29) Twitter/X vor weiterer Demontage https://www.stern.de/amp/digital/online/elon-musks-twitter-bricht-werbung-weg--er-reagiert-mit-verzweifelter-massnahme-33886268.html https://www.reuters.com/technology/us-ad-revenue-musks-x-declined-each-month-since-takeover-data-2023-10-04/ https://arstechnica.com/tech-policy/2023/09/musks-x-spreads-more-disinformation-than-rival-social-networks-eu-says/ https://www.theatlantic.com/technology/archive/2023/10/twitter-x-decline-negative-user-experience/675570/ https://www.wired.com/story/x-israel-hamas-war-disinformation/ Yoel Roth auf der CODE-Konferenz: https://www.youtube.com/watch?v=M9XoUUYeZD8 (01:06:41) Facebook und Instagram bald kostenpflichtig? https://www.wsj.com/tech/meta-floats-charging-14-a-month-for-ad-free-instagram-or-facebook-5dbaf4d5 (01:11:17) Esports bei Asienspielen https://technode.com/2023/09/21/e-sports-makes-debut-at-the-asian-games-2023-in-hangzhou-china/ (01:15:12) Buchtipp

Jeff and Rebecca talk about Book3 (and reactions to it), a survey about what libraries think of book bans, the U.S. suing Amazon, and more. Subscribe to the podcast via RSS, Apple Podcasts, and Spotify. For more industry news, sign up for our Today in Books daily newsletter! Autumn is here, which means it's time to curl up with a great read and get cozy — whatever your version of cozy looks like. Whether it's romance, creepy reads, modern classics, or escapist reads you crave, TBR can help you find the perfect books for your fall reading, with options curated to your specific reading tastes. Visit mytbr.co to find out more and sign up — it only takes a few minutes! This content contains affiliate links. When you buy through these links, we may earn an affiliate commission. Discussed in this episode: First Edition! The Book Riot Podcast Patreon Results of the parent perceptions survey BR partnered on with EveryLibrary The Atlantic got the data about the 183,000 books in Books3 AI training set FTC sues Amazon for unlawful monopoly The Vaster Wilds by Lauren Groff The Book of (More) Delights by Ross Gay This Other Eden by Paul Harding Land of Milk and Honey by C Pam Zhang How to Fight Book Bans & Censorship Learn more about your ad choices. Visit megaphone.fm/adchoices

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

The "Book3" AI training dataset and fair use in AI. How hackers can easily steal your personal information for just $15. Jason Howell reviews the Samsung Galaxy Z-Fold 5.  Kyle Barr of Gizmodo joins the show to talk "Book3", an AI training dataset taken offline recently, and how this information was used to train AI systems that raises concerns about copyright and fair use in AI training. Joseph Cox of the recently launched 404Media shares how hackers can steal someone's identity easily through credit headers from a credit bureau for just fifteen dollars. Finally, Jason Howell spent some time with the Samsung Galaxy Z-Fold 5, and he shares his review and thoughts on the latest iteration of the folding device. Host: Jason Howell Guests: Kyle Barr and Joseph Cox Download or subscribe to this show at https://twit.tv/shows/tech-news-weekly. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit

Hoy te cuento todo sobre las nuevas portátiles Samsung Galaxy Book3 lanzadas en Argentina, ademas; YouTube está a punto de volverse MUY agresivo con los bloqueadores de anuncios; WhatsApp aspira a ser el rey de las videollamadas grupales y mucho más... Los temas del día: Reddit les dice a los manifestantes que reabran subreddits https://www.theverge.com/2023/6/28/23777195/reddit-protesting-moderators-communities-subreddits-private-reopen WhatsApp aspira a ser el rey de las videollamadas grupales Google Play Store se vuelve azul antes de la supuesta actualización de Material You https://www.sammobile.com/news/google-play-store-turns-blue-ahead-of-alleged-material-you-upgrade/? YouTube está a punto de volverse MUY agresivo con los bloqueadores de anuncios https://phandroid.com/2023/06/29/youtube-is-about-to-get-very-aggressive-with-ad-blockers/? TikTok acaba con una de sus funciones más interesantes https://twitter.com/MattNavarra/status/1673603752484384770? APOYANOS DESDE PAYPAL https://www.paypal.me/arielmcorg APOYANOS DESDE PATREON https://www.patreon.com/radiogeek APOYANOS DESDE CAFECITO https://cafecito.app/radiogeek Podes seguirme desde Twitter @arielmcorg (www.twitter.com/arielmcorg) También desde Instagram @arielmcorg (www.instagram.com/arielmcorg) Sumate al canal de Telegram #Radiogeekpodcast (http://telegram.me/Radiogeekpodcast)

De Samsung Galaxy Book3 Pro 360 is een laptop en tablet in één. Een groot helder scherm met mooie kleuren maken hem erg geschikt voor creatievelingen die graag met Photoshop aan de slag gaan. Op compactheid en batterijduur scoort de toch wel prijzige twee-in-een-laptop minder goed. Verder in de Tech Update Google en Meta gaan AI toepassen in hun advertentietools. Twitter is begonnen met het verwijderen van blauwe 'verified' vinkjes bij gebruikers en bedrijven die daar niet voor betalen.  See omnystudio.com/listener for privacy information.

Welcome to episode 307 of the Mobile Tech Podcast with guest Nirave Gondhia of The Shortcut -- brought to you by Mint Mobile. In today's show, we recap Samsung's latest Unpacked event, and share our first impressions of the Galaxy S23 and Galaxy Book3 series. We also discuss the upcoming Nothing Phone (2), OnePlus folding phones, and Oppo Find X6 series, then cover news, leaks, and rumors from Vivo, Sony, and Apple... Fun!Episode Links- Support the podcast on Patreon: https://www.patreon.com/tnkgrl- Donate: https://tnkgrl.com/tnkgrl/- Support the podcast with Mint Mobile: https://mintmobile.com/mobiletech- Nirave Gondhia: https://twitter.com/nirave- My Samsung Galaxy S23 series hands-on: https://hothardware.com/reviews/samsung-galaxy-s23-series-hands-on- Vivo X90 Pro now available globally: https://www.theverge.com/2023/2/3/23582760/vivo-x90-pro-price-release-date-features-1-inch-sensor-camera-120w-fast-charging- Nirave's Samsung Galaxy Book3 Ultra hands-on: https://www.theshortcut.com/p/samsung-galaxy-book-3-ultra- Nothing Phone (2) coming to the US: https://www.xda-developers.com/nothing-phone-2-us-release-2023/- OnePlus folding phone names: https://9to5google.com/2023/01/30/oneplus-foldable-names/- Oppo Find X6 series details: https://www.gsmarena.com/three_oppo_find_x6_models_leak_including_pro_with_snapdragon_8_gen_2_1inch_sensor-news-57379.php- Sony Xperia 1 V leaks: https://www.gsmarena.com/sony_xperia_1_v_image_leaks_it_might_literally_be_the_hottest_snapdragon_8_gen_2_device-news-57429.php- Apple folding iPad rumors: https://www.macrumors.com/2023/01/30/foldable-ipad-kickstand-2024/

In this episode, Henri of C-TekGh And Elikem discuss the announcements from Samsung's Galaxy Unpacked event and NCA's Vodafone approval. Also, we talked about things that happened while we were away, Like ChatGPT and other Ai stuff taking over the internet. Further Reading: Telecel Group to acquire Vodafone's operations in Ghana (techpoint.africa) NCA finally approves Vodafone sale to Telecel | TechGH24 AirtelTigo gets new buyer, rebranding to start soon | TechGH24 AirtelTigo buyer has no telecoms background, brings in a strategic partner – TechGH24 Bolt introduces Ride-Now-Pay-Later in Nigeria | TechGH24 Introducing The Ghana Tech Company Directory - Tech Nova (technovagh.com) [Galaxy Unpacked 2023] The A to Z of Galaxy Unpacked 2023: Unveiling the Latest Era of Samsung Galaxy Innovation – Samsung Global Newsroom Connect with us on all social media platforms @ctekgh or visit our site ctekgh.com

The Verge's Nilay Patel, Richard Lawler, Allison Johnson, and Monica Chin discuss the announcements from Samsung's Galaxy Unpacked event. Further reading: Samsung's S23 and S23 Plus look a little more Ultra  The Samsung Galaxy S23 Ultra is a minor update to a spec monster Where's the Galaxy S23's satellite connectivity, Samsung? Samsung Galaxy S23 vs. S23 Plus vs. S23 Ultra: spec comparison  The Galaxy Book3 Ultra is Samsung's shot at the MacBook Pro   Samsung's Galaxy Book3 gets new chips and a big display upgrade  Anker launches cheaper USB-C fast charging options for Samsung Galaxy phones  Where's the Galaxy S23's satellite connectivity, Samsung? Apple's iPhone 14 Pro supply problems sank its holiday revenues Apple won't name a new head of hardware design Anker finally comes clean about its Eufy security cameras Mark Zuckerberg says Meta is making this the ‘year of efficiency' White House goes after app store ‘gatekeepers' Apple and Google Apple and Google face mounting pressure to remove TikTok from app stores Learn more about your ad choices. Visit podcastchoices.com/adchoices

On this week's episode of The MacRumors Show, we focus on Samsung's newly announced Galaxy S23 lineup, reviews of the new HomePod, and the latest rumors around Apple's first foldable device. Following Samsung's announcement of the Galaxy S23, S23+, S23 Ultra, and Book3, we weigh up how some of the devices compare to the iPhone and MacBook Pro. We also look at the recent reactions to the new ‌HomePod‌'s audio quality, how it compares to the original, and the controversy around it continuing to leave white rings some wooden surfaces. Finally, we take a look at this week's rollercoaster of rumors about Apple's plans for foldables. On Monday, Apple analyst Ming-Chi Kuo said that Apple is planning to launch a foldable iPad with a carbon fiber kickstand in 2024. Bloomberg's Mark Gurman then said that he had not heard of any such device in the pipeline for next year. Display analyst Ross Young reiterated Gurman's sentiments, but added that Apple was working on a notebook with a 20.5-inch foldable display for 2025. Amid these reports, we try to get to the bottom of what is really going on with Apple's first foldable device. Follow us on Twitter @danbarbera and @HartleyCharlton. Watch a video version of The MacRumors Show on our YouTube channel and subscribe to keep up with all of our Apple-focused videos.

Samsung unveils their flagship Galaxy phones and laptops for 2023 at their semiannual Unpacked event, with the Galaxy S23, S23 Plus, and S23 Ultra, and the Galaxy Book3 Ultra, Book3 Pro, and Book3 Pro 360. Host: Jason Howell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

Samsung unveils their flagship Galaxy phones and laptops for 2023 at their semiannual Unpacked event, with the Galaxy S23, S23 Plus, and S23 Ultra, and the Galaxy Book3 Ultra, Book3 Pro, and Book3 Pro 360. Host: Jason Howell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

Samsung unveils their flagship Galaxy phones and laptops for 2023 at their semiannual Unpacked event, with the Galaxy S23, S23 Plus, and S23 Ultra, and the Galaxy Book3 Ultra, Book3 Pro, and Book3 Pro 360. Host: Jason Howell Download or subscribe to this show at https://twit.tv/shows/twit-news. Get episodes ad-free with Club TWiT at https://twit.tv/clubtwit Sponsor: GO.ACILEARNING.COM/TWIT

This is a *dramatic* reading of a short story in my 3rd Book (a short story collection): "WRITING AS A FIRST COMMANDMENT VIOLATION" COMING THIS SUMMER. Dropping on Amazon. https://www.amazon.com/dp/B09CMW71JC?binding=paperback&qid=1649328722&sr=8-1&ref=dbs_dp_rwt_sb_pc_tpbk . . . Enjoy some background on the book, with the reading to follow, all in preparation for the release of my new book (Book #3) --- title and subject matter yet to be announced. -- Find More Art, Design, Stories: www.nickshermandesign.com Instagram for : @nickshermancreative Substack: https://thecreativebrief.substack.com

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

This week Dan and Chris are diving into 'The Ember Island Players' the seventeenth chapter of Book Three 'Fire'.

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

In today's episode, Jen and I invite you to listen in as we discuss the ways in which we believe that as homemakers, we are preserving civilization. By reflecting on who and what we want to be known for, we are empowered to authentically build strong foundations within our homes by choosing where we invest our efforts and where we spend our time... and how that significantly impacts our home life, the world in which we live today, and the generations to follow.   "As we take care of our homes, love our children, welcome in our neighbors, bake a loaf of bread, put some flowers out... we are being a civilized, restorative force in the world." - Jennifer Pepito (@jenniferpepito on Instagram) A few little things that were mentioned in today's episode + the coordinating details:1. The Peaceful Press Homeschool Curriculum (Use code: PEACEFUL for 20% off as you plan for next school year! Thanks, Jen!)2. Jen's book that is available for pre-order: Mothering by the Book3. We are the Gardners by Joanna Gaines + Kids4.  A Charlotte Mason Companion by Karen Andreola5.  For the Family's Sake by Susan Schaefer Macaulay6.  Little House Series by Laura Ingalls Wilder7.  Hero on a Mission by Donald MillerJoin our community of thousands of women worldwide, as we navigate the joys and hardships of homemaking, alongside one another! The Homemaker's Club currently gathers on Instagram.The Homemaker's Club™ is a sisterhood of women who value the old-fashioned ways and traditions of making house a home. We are the homemakers, gathered for good. ™

This week Dan and Chris are diving into 'The Southern Raiders' the sixteenth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Boiling Rock Part Two' the fifteenth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Boiling Rock Part One' the fourteenth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Firebending Masters' the thirteenth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Western Air Temple' the twelfth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'Day Of Black Sun Part Two' the eleventh chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'Day Of Black Sun' the tenth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'Nightmares And Daydreams' the ninth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Puppetmaster' the eighth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Runaway' the seventh chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Avatar And The Fire Lord' the sixth chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Beach' the fifth chapter of Book Three 'Fire'.

The terminology of complex adaptive systems sounds academic and abstruse, but the subject is not: it's about the real-life, in-your-face problems and challenges that face a business every day. The secret to solving the challenges of complexity is adaptation. Luca Dellanna, a business expert on the subject, joins Economics For Business to explain how any firm and all management teams can harness the power of adaptation. Key Takeaways and Actionable Insights Complex systems are a business's everyday environment, and every business behavior is an adaptation. Every action a manager or leader takes should be aimed not just at its direct outcome but also for the adaptations triggered in your team, i.e. the longer term, second order future behaviors that are made more likely as a consequence of the immediate action. Take motivation as an example. Motivation results less from direct efforts (such as a “motivational speech”) but rather from the establishment of an environment in which good effort is recognized and rewarded. Your system action could be as simple as checking back with employees regarding assignments very quicky and providing feedback. This shows that their behavior is observed, appreciated and valued — a motivational environment to which they will adapt positively. A different environment can be demotivating, with negative long term consequences. Fast, tight feedback loops are the engines of adaptive systems. Feedback is the energy of adaptive systems, and Luca urges that the feedback loops must be fast and tight. After-action feedback should be as close to immediate as possible, so that there is no uncertainty about whether action is praiseworthy or not. Dashboards and end-of-period bonuses are too delayed for motivational purposes. Similarly, feedback should be highly specific to the action in question, as opposed to a general — and, even worse, vague or unclear - evaluation. These “motivational moments” or “mission moments” can contribute to the sense of a shared mission and vision. The opposite case can generate “motivational losses”. When a team member or colleague shifts from motivated and engaged to unmotivated and disengaged — ready to quit perhaps — it's a motivational loss. These can be avoided. Treat these occasions as incidents, to be investigated and addressed. Usually, the best solution is productive clarity, because motivational losses usually occur in the event of unclear objectives or unclear directions. The solution to lack of clarity is to make it impossible to be misunderstood, and to do so from the very outset, so that there is never a need to be remedial. People have mental contracts, and it's important to understand and empathize with them. We all have two contracts, the one we sign, and the one in our mind which includes a host of intangibles that are unexpressed in the written contract. We might expect to receive promotion after an appropriate period of hard work, even though there's nothing in the written contract to that effect, nor has anyone made us that promise. It's an implicit contract. It's important to identify and understand these mental contracts, and to end, through clear communications that can't be misunderstood, all misconceptions that can lead to unfulfilled expectations. Signaling must be clear and costly. Leadership behaviors act as signals to the rest of the organization. The signals must be clear and unambiguous. Words can be misunderstood or can be perceived as self-contradicting when there is inconsistency. Behaviors can be more clear and more consistent. Luca gave a safety example: instead of instructing individuals to wear helmets in unsafe areas, managers should go to wear the work is being done, and demonstrate the behavior. The more “costly” the signaling behavior to the manager, the more clear the signal. Luca gave the example of the founder of the Dupont explosives businesses living with his family at the factory where explosives were made. He put “skin in the game” to demonstrate the importance of safety in a notoriously unsafe industry — a costly signal, and one that had the desired effect. How to become a systems thinker: practice adaptive thinking and apply it to yourself. Adaptive thinking can be practiced. It can become an expertise. Think through every reality to determine how other individuals are adapting to behaviors of others that concern them or affect their work. How do people adapt to the words that are spoken to them, or the instructions that are given to them? What are the likely second and third order effects? Always ask yourself, how is the system adapting? Then apply adaptive principles to yourself. Fashion tight and specific feedback loops for yourself so that your actions generate immediate feedback. How are people adapting to your actions? Make sure you are using the right mental models. Check your assumptions. Additional Resources Luca-Dellanna.com "Managing Adaptive Systems" (PDF): Mises.org/E4B_157_PDF The Power of Adaptation: A Guide to Bottom-up Growth that Lasts by Luca Dellanna: Mises.org/E4B_157_Book Teams Are Adaptive Systems: 12 Principles For Effective Management by Luca Dellanna: Mises.org/E4B_157_Book2 Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb: Mises.org/E4B_157_Book3

This week Dan and Chris are diving into 'Sokka's Master' the fourth chapter of Book Three 'Fire'.

The terminology of complex adaptive systems sounds academic and abstruse, but the subject is not: it's about the real-life, in-your-face problems and challenges that face a business every day. The secret to solving the challenges of complexity is adaptation. Luca Dellanna, a business expert on the subject, joins Economics For Business to explain how any firm and all management teams can harness the power of adaptation. Key Takeaways and Actionable Insights Complex systems are a business's everyday environment, and every business behavior is an adaptation. Every action a manager or leader takes should be aimed not just at its direct outcome but also for the adaptations triggered in your team, i.e. the longer term, second order future behaviors that are made more likely as a consequence of the immediate action. Take motivation as an example. Motivation results less from direct efforts (such as a “motivational speech”) but rather from the establishment of an environment in which good effort is recognized and rewarded. Your system action could be as simple as checking back with employees regarding assignments very quicky and providing feedback. This shows that their behavior is observed, appreciated and valued — a motivational environment to which they will adapt positively. A different environment can be demotivating, with negative long term consequences. Fast, tight feedback loops are the engines of adaptive systems. Feedback is the energy of adaptive systems, and Luca urges that the feedback loops must be fast and tight. After-action feedback should be as close to immediate as possible, so that there is no uncertainty about whether action is praiseworthy or not. Dashboards and end-of-period bonuses are too delayed for motivational purposes. Similarly, feedback should be highly specific to the action in question, as opposed to a general — and, even worse, vague or unclear - evaluation. These “motivational moments” or “mission moments” can contribute to the sense of a shared mission and vision. The opposite case can generate “motivational losses”. When a team member or colleague shifts from motivated and engaged to unmotivated and disengaged — ready to quit perhaps — it's a motivational loss. These can be avoided. Treat these occasions as incidents, to be investigated and addressed. Usually, the best solution is productive clarity, because motivational losses usually occur in the event of unclear objectives or unclear directions. The solution to lack of clarity is to make it impossible to be misunderstood, and to do so from the very outset, so that there is never a need to be remedial. People have mental contracts, and it's important to understand and empathize with them. We all have two contracts, the one we sign, and the one in our mind which includes a host of intangibles that are unexpressed in the written contract. We might expect to receive promotion after an appropriate period of hard work, even though there's nothing in the written contract to that effect, nor has anyone made us that promise. It's an implicit contract. It's important to identify and understand these mental contracts, and to end, through clear communications that can't be misunderstood, all misconceptions that can lead to unfulfilled expectations. Signaling must be clear and costly. Leadership behaviors act as signals to the rest of the organization. The signals must be clear and unambiguous. Words can be misunderstood or can be perceived as self-contradicting when there is inconsistency. Behaviors can be more clear and more consistent. Luca gave a safety example: instead of instructing individuals to wear helmets in unsafe areas, managers should go to wear the work is being done, and demonstrate the behavior. The more “costly” the signaling behavior to the manager, the more clear the signal. Luca gave the example of the founder of the Dupont explosives businesses living with his family at the factory where explosives were made. He put “skin in the game” to demonstrate the importance of safety in a notoriously unsafe industry — a costly signal, and one that had the desired effect. How to become a systems thinker: practice adaptive thinking and apply it to yourself. Adaptive thinking can be practiced. It can become an expertise. Think through every reality to determine how other individuals are adapting to behaviors of others that concern them or affect their work. How do people adapt to the words that are spoken to them, or the instructions that are given to them? What are the likely second and third order effects? Always ask yourself, how is the system adapting? Then apply adaptive principles to yourself. Fashion tight and specific feedback loops for yourself so that your actions generate immediate feedback. How are people adapting to your actions? Make sure you are using the right mental models. Check your assumptions. Additional Resources Luca-Dellanna.com "Managing Adaptive Systems" (PDF): Mises.org/E4B_157_PDF The Power of Adaptation: A Guide to Bottom-up Growth that Lasts by Luca Dellanna: Mises.org/E4B_157_Book Teams Are Adaptive Systems: 12 Principles For Effective Management by Luca Dellanna: Mises.org/E4B_157_Book2 Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb: Mises.org/E4B_157_Book3

The terminology of complex adaptive systems sounds academic and abstruse, but the subject is not: it's about the real-life, in-your-face problems and challenges that face a business every day. The secret to solving the challenges of complexity is adaptation. Luca Dellanna, a business expert on the subject, joins Economics For Business to explain how any firm and all management teams can harness the power of adaptation. Key Takeaways and Actionable Insights Complex systems are a business's everyday environment, and every business behavior is an adaptation. Every action a manager or leader takes should be aimed not just at its direct outcome but also for the adaptations triggered in your team, i.e. the longer term, second order future behaviors that are made more likely as a consequence of the immediate action. Take motivation as an example. Motivation results less from direct efforts (such as a “motivational speech”) but rather from the establishment of an environment in which good effort is recognized and rewarded. Your system action could be as simple as checking back with employees regarding assignments very quicky and providing feedback. This shows that their behavior is observed, appreciated and valued — a motivational environment to which they will adapt positively. A different environment can be demotivating, with negative long term consequences. Fast, tight feedback loops are the engines of adaptive systems. Feedback is the energy of adaptive systems, and Luca urges that the feedback loops must be fast and tight. After-action feedback should be as close to immediate as possible, so that there is no uncertainty about whether action is praiseworthy or not. Dashboards and end-of-period bonuses are too delayed for motivational purposes. Similarly, feedback should be highly specific to the action in question, as opposed to a general — and, even worse, vague or unclear - evaluation. These “motivational moments” or “mission moments” can contribute to the sense of a shared mission and vision. The opposite case can generate “motivational losses”. When a team member or colleague shifts from motivated and engaged to unmotivated and disengaged — ready to quit perhaps — it's a motivational loss. These can be avoided. Treat these occasions as incidents, to be investigated and addressed. Usually, the best solution is productive clarity, because motivational losses usually occur in the event of unclear objectives or unclear directions. The solution to lack of clarity is to make it impossible to be misunderstood, and to do so from the very outset, so that there is never a need to be remedial. People have mental contracts, and it's important to understand and empathize with them. We all have two contracts, the one we sign, and the one in our mind which includes a host of intangibles that are unexpressed in the written contract. We might expect to receive promotion after an appropriate period of hard work, even though there's nothing in the written contract to that effect, nor has anyone made us that promise. It's an implicit contract. It's important to identify and understand these mental contracts, and to end, through clear communications that can't be misunderstood, all misconceptions that can lead to unfulfilled expectations. Signaling must be clear and costly. Leadership behaviors act as signals to the rest of the organization. The signals must be clear and unambiguous. Words can be misunderstood or can be perceived as self-contradicting when there is inconsistency. Behaviors can be more clear and more consistent. Luca gave a safety example: instead of instructing individuals to wear helmets in unsafe areas, managers should go to wear the work is being done, and demonstrate the behavior. The more “costly” the signaling behavior to the manager, the more clear the signal. Luca gave the example of the founder of the Dupont explosives businesses living with his family at the factory where explosives were made. He put “skin in the game” to demonstrate the importance of safety in a notoriously unsafe industry — a costly signal, and one that had the desired effect. How to become a systems thinker: practice adaptive thinking and apply it to yourself. Adaptive thinking can be practiced. It can become an expertise. Think through every reality to determine how other individuals are adapting to behaviors of others that concern them or affect their work. How do people adapt to the words that are spoken to them, or the instructions that are given to them? What are the likely second and third order effects? Always ask yourself, how is the system adapting? Then apply adaptive principles to yourself. Fashion tight and specific feedback loops for yourself so that your actions generate immediate feedback. How are people adapting to your actions? Make sure you are using the right mental models. Check your assumptions. Additional Resources Luca-Dellanna.com "Managing Adaptive Systems" (PDF): Mises.org/E4B_157_PDF The Power of Adaptation: A Guide to Bottom-up Growth that Lasts by Luca Dellanna: Mises.org/E4B_157_Book Teams Are Adaptive Systems: 12 Principles For Effective Management by Luca Dellanna: Mises.org/E4B_157_Book2 Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb: Mises.org/E4B_157_Book3

This week Dan and Chris are diving into 'The Painted Lady' the third chapter of Book Three 'Fire'.

This week Dan and Chris are diving into 'The Headband' the second chapter of Book Three 'Fire'. Plus we ponder how a seemingly unimportant plot teaches us a lot about the Fire Nation and Aang.

This week Dan and Chris are diving into 'The Awakening' the first chapter of Book Three 'Fire'. Plus we get very off-topic for some bonus nonsense at the end.

Abranyah blinked through the rain, peering down both ends of the street, waiting for activity.   Music in Book3, Chapter 15: Cullah - Please Bring Me Shelter (CC BY-SA 4.0) Blue Dot Sessions - Bask VX (CC BY-NC 4.0) Guitar Drone 1 - Ghost Hunter (CC BY-NC-SA 3.0) Podington Bear - Submerging Blue-Black (CC BY-NC 3.0) Podington Bear - Dark Water (CC BY-NC 3.0) The Rifleman - Day Of The Hunter (1960, clipped) Podington Bear - Satellite Bloom (CC BY-NC 3.0) Crowander - Prayer (CC BY-NC 4.0) Crowander - In The Sun (CC BY-NC 4.0) Blue Dot Sessions - Fog Interlude (CC BY-NC 4.0) Kai Engel - Rejecting the Sirens (CC BY-NC 4.0) Blue Dot Sessions - Big River Run (CC BY-NC 4.0)

3.2 - Book3, Chptr2 - Dil Aur Dilli

Comedian Brandon Gorin joins the cast to wrap up our series on the 1965 Frank Herbert novel, Dune. We discuss how Brandon read the wrong book for research (Children of Dune), how disgusting the Harkonnens are, and "Water Under the Bridge".

Join us as we chat through chapter 16 - Professor Trelawney's Prediction of Prisoner of Azkaban. We discuss Hermione's possible time travelling romances, alternative Hogwarts staff relationships, and whether Hagrid has ever drunk centaur milk. Who wants us to write an erotic fan fiction novel about Ron and Madame Rosemerta? Is Professor Trelawney addicted to bad news? We answer these and other questions you never knew you needed answers to! Beware spoilers and swearwords ahead! If you like the podcast please subscribe and CONTACT US: Send us your thoughts, questions or theories at hogsmeadiapodcast@gmail.com and we will discuss them on our podcast!. FACEBOOK: Share your thoughts with us on our Facebook page Hogsmeadia https://www.facebook.com/Hogs-Meadia-Harry-Potter-Podcast-104568288431110

Book3, Chapter 2 Dil Aur Dilli

Why isn't everyone an entrepreneur? Perhaps we don't explain it well enough or in language that lets everyone in on the wonders and the thrills of the pursuit of new economic value. Scott Livengood chooses reframing — thinking in new and different ways about an established concept — to widen the audience for entrepreneurship. Reframing entrepreneurship in the context of popular culture. Scott recently published a multimedia e-book called The Startup of Seinfeld (Mises.org/E4E_99_Book1). In the book he articulates a comprehensive survey of concepts and principles of entrepreneurship, including the entrepreneurial mindset, risk and uncertainty, intellectual property, business models, planning, finance, and many more. The cultural frame Scott selected is everyday city life as illustrated by the characters and situations and market interactions in 180 episodes of Seinfeld. In Scott's hands, this is not a show about nothing, but about entrepreneurship. The multimedia approach is facilitated by a series of links in the e-book to YouTube video clips of short scenes from multiple Seinfeld episodes that are illustrative of entrepreneurial concepts and principles. You'll find the concepts of economic calculation, opportunity, product design, arbitrage, intellectual property, judgment, planning, uncertainty, and several more. The text accompanying the videos is an exposition of economic principles underlying these concepts. There's a lot to learn, and it's fun! A major point to take away is that entrepreneurship is everyday life: people imagining new ways to serve others and meet their needs, and employing design and economic calculation, judgment under uncertainty and marketing and communications to facilitate a valuable exchange. Reframing the teaching of entrepreneurship and strategy. The philosophy underpinning the teaching method in the e-book has been forged in the university classes and seminars that Scott teaches, and for which he prepares meticulously and conducts comparative research into learning and teaching effectiveness. He has found that embedding the principles of entrepreneurial economics and business strategy in cultural iconography illustrated via multimedia technology results in a significant increase in student engagement, participation, learning, and understanding. Humor, for example, is a language and a style that can draw students in, engage them at a deeper level of curiosity, and help to deliver the serious economic message. This kind of approach helps students think of entrepreneurship as more of a normal life choice for themselves — a life of creative problem-solving. Students can think about their ends and the means open to them in a different way. If they are inclined to “social entrepreneurship”, they can learn that that simply means a distinctive identification of ends, without any attempt to operate outside the profit-and-loss system of sound entrepreneurial practice. Reframing entrepreneurship for the disadvantaged. Scott's ultimate test for reframing entrepreneurship for a different audience in a different culture has been presented by his teaching for Education for Humanity. This is group associated with his university, Arizona State, and dedicated to helping displaced refugees. These students who are displaced from their homelands by war and conflict and find themselves in refugee camps in countries that are alien to them, like Uganda and Lebanon. Their prospects for further education are narrow. What are the pathways out of the poverty and restrictions of refugee camp life? Scott's chosen task is to teach them entrepreneurship. Where to start? The basis is empathy — digging deep to understand their situation, circumstances, and context, and understanding them as individuals and identifying their needs and wants. Language becomes critical — using concepts and examples they can relate to. It's contextually impractical to teach entrepreneurial finance in terms of bank loans and venture capital. But Scott can teach individual and family budgeting: how to calculate and manage income and expenditures, how to save, how to build up sufficient savings to make a capital purchase, and how to generate an income stream from that capital. The particular capital artifact may be a second cow for a head of household that uses the first one for feeding the family. The family has knowledge and skills in milking and animal husbandry that can be put to use in their new entrepreneurial business of selling milk and dairy products to other families, or bartering for other kinds of nourishment. Eventually, the family may advance to the use of micro-loans or other forms of micro-finance and expand their entrepreneurial holdings. Scott can now teach about the trust nexus of paying interest and paying back loans, and about return on investment and capital accumulation. Progress comes quickly as a result of starting in the right place. Entrepreneurial communities. One of Scott's realizations has been the power of entrepreneurial communities. In the refugee camps, family entrepreneurs collaborate, learn together, assist each other, and seek to raise the prospects of the entire community. Failure to pay back a loan, for example, would be a setback for the group, and group norms and institutions arise to guard against such a loss of trust. Scott sees direct application of this learning about normative entrepreneurial community action in other parts of the world, including rural communities here in North and Central America, and in the inner city initiative of Entrepreneur Zones in the US. By embedding entrepreneurship in culture, the collaborative service ethic emerges more clearly and emphatically. Additional Resources Enjoy Scott Livengood's book about the culture, concepts, and principles of entrepreneurship: The Startup Of Seinfeld: A Multimedia Approach to Learning Entrepreneurship: Mises.org/E4E_99_Book1 Read the work of Nobel prize-winner Edmund Phelps, mentioned in the podcast introduction, on Mass Flourishing (Mises.org/E4E_99_Book2) and economic Dynamism (Mises.org/E4E_99_Book3).

Why isn't everyone an entrepreneur? Perhaps we don't explain it well enough or in language that lets everyone in on the wonders and the thrills of the pursuit of new economic value. Scott Livengood chooses reframing — thinking in new and different ways about an established concept — to widen the audience for entrepreneurship. Reframing entrepreneurship in the context of popular culture. Scott recently published a multimedia e-book called The Startup of Seinfeld (Mises.org/E4E_99_Book1). In the book he articulates a comprehensive survey of concepts and principles of entrepreneurship, including the entrepreneurial mindset, risk and uncertainty, intellectual property, business models, planning, finance, and many more. The cultural frame Scott selected is everyday city life as illustrated by the characters and situations and market interactions in 180 episodes of Seinfeld. In Scott's hands, this is not a show about nothing, but about entrepreneurship. The multimedia approach is facilitated by a series of links in the e-book to YouTube video clips of short scenes from multiple Seinfeld episodes that are illustrative of entrepreneurial concepts and principles. You'll find the concepts of economic calculation, opportunity, product design, arbitrage, intellectual property, judgment, planning, uncertainty, and several more. The text accompanying the videos is an exposition of economic principles underlying these concepts. There's a lot to learn, and it's fun! A major point to take away is that entrepreneurship is everyday life: people imagining new ways to serve others and meet their needs, and employing design and economic calculation, judgment under uncertainty and marketing and communications to facilitate a valuable exchange. Reframing the teaching of entrepreneurship and strategy. The philosophy underpinning the teaching method in the e-book has been forged in the university classes and seminars that Scott teaches, and for which he prepares meticulously and conducts comparative research into learning and teaching effectiveness. He has found that embedding the principles of entrepreneurial economics and business strategy in cultural iconography illustrated via multimedia technology results in a significant increase in student engagement, participation, learning, and understanding. Humor, for example, is a language and a style that can draw students in, engage them at a deeper level of curiosity, and help to deliver the serious economic message. This kind of approach helps students think of entrepreneurship as more of a normal life choice for themselves — a life of creative problem-solving. Students can think about their ends and the means open to them in a different way. If they are inclined to “social entrepreneurship”, they can learn that that simply means a distinctive identification of ends, without any attempt to operate outside the profit-and-loss system of sound entrepreneurial practice. Reframing entrepreneurship for the disadvantaged. Scott's ultimate test for reframing entrepreneurship for a different audience in a different culture has been presented by his teaching for Education for Humanity. This is group associated with his university, Arizona State, and dedicated to helping displaced refugees. These students who are displaced from their homelands by war and conflict and find themselves in refugee camps in countries that are alien to them, like Uganda and Lebanon. Their prospects for further education are narrow. What are the pathways out of the poverty and restrictions of refugee camp life? Scott's chosen task is to teach them entrepreneurship. Where to start? The basis is empathy — digging deep to understand their situation, circumstances, and context, and understanding them as individuals and identifying their needs and wants. Language becomes critical — using concepts and examples they can relate to. It's contextually impractical to teach entrepreneurial finance in terms of bank loans and venture capital. But Scott can teach individual and family budgeting: how to calculate and manage income and expenditures, how to save, how to build up sufficient savings to make a capital purchase, and how to generate an income stream from that capital. The particular capital artifact may be a second cow for a head of household that uses the first one for feeding the family. The family has knowledge and skills in milking and animal husbandry that can be put to use in their new entrepreneurial business of selling milk and dairy products to other families, or bartering for other kinds of nourishment. Eventually, the family may advance to the use of micro-loans or other forms of micro-finance and expand their entrepreneurial holdings. Scott can now teach about the trust nexus of paying interest and paying back loans, and about return on investment and capital accumulation. Progress comes quickly as a result of starting in the right place. Entrepreneurial communities. One of Scott's realizations has been the power of entrepreneurial communities. In the refugee camps, family entrepreneurs collaborate, learn together, assist each other, and seek to raise the prospects of the entire community. Failure to pay back a loan, for example, would be a setback for the group, and group norms and institutions arise to guard against such a loss of trust. Scott sees direct application of this learning about normative entrepreneurial community action in other parts of the world, including rural communities here in North and Central America, and in the inner city initiative of Entrepreneur Zones in the US. By embedding entrepreneurship in culture, the collaborative service ethic emerges more clearly and emphatically. Additional Resources Enjoy Scott Livengood's book about the culture, concepts, and principles of entrepreneurship: The Startup Of Seinfeld: A Multimedia Approach to Learning Entrepreneurship: Mises.org/E4E_99_Book1 Read the work of Nobel prize-winner Edmund Phelps, mentioned in the podcast introduction, on Mass Flourishing (Mises.org/E4E_99_Book2) and economic Dynamism (Mises.org/E4E_99_Book3).

Some of my favorite passages from the book Conversations with God book 3. Shout out to Accomplishment Coaching to introduce me to the great Neale Donald Walsch   "Through you, I can know every aspect of Me. The perfection of the snowflake, the awesome beauty of the rose, the courage of lions, the majesty of eagles, all resides in you. In you I have placed all of these things—and one thing more: the consciousness to be aware of it." "Life is a single occurrence, an event in the cosmos that is happening right now. All of it is happening. Everywhere. There is no “time” but now. There is no “place” but here." "Believing that you cannot have something is the same thing as not desiring to have it, for it produces the same result." "You've moved away from each other. You've torn apart your families, disassembled your smaller communities in favor of huge cities. In these big cities there are more people, but fewer “tribes,” groups, or clans whose members see their responsibility as including responsibility for the whole. So, in effect, you have no elders. None at arm's reach, in any event."   "Ultimately, all thoughts are sponsored by love or fear. This is the great polarity. This is the primal duality. Everything, ultimately, breaks down to one of these. All thoughts, ideas, concepts, understandings, decisions, choices, and actions are based in one of these. And, in the end, there is really only one. Love." "Most people believe if they “have” a thing (more time, money, love—whatever), then they can finally “do” a thing (write a book, take up a hobby, go on vacation, buy a home, undertake a relationship), which will allow them to “be” a thing (happy, peaceful, content, or in love). In actuality, they are reversing the Be-Do-Have paradigm. In the universe as it really is (as opposed to how you think it is), “havingness” does not produce “beingness,” but the other way around. First you “be” the thing called “happy” (or “knowing,” or “wise,” or “compassionate,” or whatever), then you start “doing” things from this place of beingness—and soon you discover that what you are doing winds up bringing you the things you've always wanted to “have.”   "Seek only to be genuine. Strive to be sincere. If you wish to undo all the “damage” you imagine yourself to have done, demonstrate that in your actions. Do what you can do. Then let it rest. That's easier said than done. Sometimes I feel so guilty. Guilt and fear are the only enemies of man."   "Yet I tell you this: So long as you are still worried about what others think of you, you are owned by them." "Whatever you choose for yourself, give to another. If you choose to be happy, cause another to be happy. If you choose to be prosperous, cause another to prosper." Let me know what you think about this book. Has anyone else read it? What books has anyone been reading that they would recommend to their peers during this time?

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~

感谢收听，期待你对本期节目的评论留言哦~