Podcasts about Toffler

Cáel's second vacation with Aya and friends.Book 3 in 18 parts, By FinalStand. Listen to the ► Podcast at Explicit Novels.Loving your enemy is easy. You know precisely where the two of you standJust in case anyone cares, I do not hate China or the Chinese People. As a Global Power, the PRC is fair game as a great antagonist. Not only do they have, as of 2015, the world's largest economy, largest population and a truly global Diaspora, they also have a rather totalitarian governance system that enables them to devote scary levels of resources to any endeavor they set their minds to.I usually paint all governments to be entities capable of great good (rarely achieved) and great evil (because it makes such enticing fiction). In my stories, it often falls to the people within those institutions to make judgment calls on what is the right thing to do. In my final analysis, there are no 'Evil' governments, just evil people who use the system to get what they want(Right where we left off)"Aya," I spoke to her when she'd finished up by giving Mu a strong dose of a pain killer, "Now go back to the galley and find the nice medic-lady there. She has a bottle filled with some of those kick-ass sedatives. Inject everyone else but me, you, Zhen here and Mu, Mu's had enough drugs for one day.""Okay," she popped up. She turned fearlessly to face her former tormentors and jailors."I had them all swear an oath to Ishara to not kill, harm, or restrain you in any manner, so have fun hunting them down. You've got about thirty minutes.""Is Dot with us right now?" she gave me a bone-tired smile. I nodded. "This is going to be fun," she shouted and off she went.'I'll be by her side', Dot whispered to me. She rose forth from the seat within me and followed Aya out into Seven Pillars Hell. Technically, I believed it was the Diyu of the Fiendish Child. Those malicious bastards suffered every accident, misfortune, and nearly-impossible odds malfunction in the process of being subdued by a 9 year old Amazon.Four of them died in the process of trying to kill her, when stopping her became obviously impossible. Two had their guns blow up when they tried to shoot her, dismembering their hands and wrists. One guy was strangled in his emergency oxygen supply mask. The last guy lunged forward, slipped on a cup and broke his neck when his head was caught in a folded armrest.Twenty-eight nerve wracking minutes later."All done," she gave me an exhausted yet triumphant chirp. "Should I strap Mr. Mu into a chair? He's passed out.""Zhen, buckle your brother into a chair and hurry back. I'll hold us steady until you get back."Remember, I had only the use of my left hand. My right had to stay on the dagger to keep things powered up."Buckle-up after you've gotten Duan Mu secured, Aya. That's his proper name.""I know that. I was trying to keep them irritated so they would act irrationally. You taught me that," Aya bathed me in her sinister ways and means.Finally, it was down to me and Zhen. "Do you think we will succeed, Cáel Wakko Ishara?" "I'm giving it my best shot." "The little girl was right," Zhen groaned. "She told us we'd regret not killing you in New York when we had the chance. I thought she was being an annoying spoiled brat. I was wrong." Pause. "I know you have no reason to answer me truthfully, but when we, the rest of us, die, could you make sure my brother's body is returned to my father so that he can join our ancestors in the family grave?" "Why do you think I would lie to you now that we are alone?" That was a loaded question. I did the majority of my lying when I was alone with a woman. "I, will you give me your Oath, in your Goddess's name?" "Nope. My Goddess has pretty much been exhausted by your boys trying to break their vows to me and Aya. I'll tell you what I will do, " "What?" "Show me your tits and I'll promise to do my best." "What? You want to see me naked?" she grew indignant. "No!" It was her being a vaginal virgin (I knew the type ~ good oral technique and bed play, but no 'go-uppy' the cunt, or ass) and me not being Han Chinese, therefore being a 'Stinky Barbarian'. "Listen, I've never flown a commercial jet before and neither have you. Odds are we are both going to be dead in the next ten minutes. After all the hell you have put me through, can you at least give me some fucking inspiration. No one will ever know. Besides, imagining the perfect swell of your breast and the smooth tautness of your stomach, well, you are so damn perfect it is distracting!" I protested against the World's grand injustice (me not being Han and thus not worthy of seeing her goodies). "Do you really think we are all about to die?" she studied me. "I'm doing my best, but, yes, I believe we are," I stared deep into her dark brown orbs.'You are despicable,' Ishara chortled. 'I promise you, plant your seed and she will bear you a son.' "Very well, hold onto the controls," she said as she released her joystick. She rolled up her padded (high-tech body-weave) shirt carefully. I was a past master of looking while pretending not too look. Still, "Can I look yet?" I hesitantly questioned. Sure, we were about to slam an Airbus-350 into the Pacific Ocean, or a concrete runway, no lights, in a cyclone, but she was 'working it'. For all she knew, this striptease would be her last living memory. "No." A few seconds passed. "Now?" "No." Oh, her top was just cresting her highly aroused nipples, she had tiny, erect nipples. The smallest I had ever seen, but long, almost like tiny awls. Finally she'd played it out as long as possible. "Okay." "No, wait," I begged. "Let me make sure everything is stable. I want to look at you for as long as I can. This will probably be the last happy moment of my life, so I want to make the most of it." That made her happy. I puttered around for five seconds, then pivoted around to take in her full, topless view. I didn't say anything for the longest time. "Aren't you done yet," she grumbled. "We are about to crash." "Oh, sorry," I turned away. She rolled her top down quickly and we returned to trying to keep the people we loved most in life alive. I sensed as sense of disappointment in her nonetheless."Perfect," I whispered. She caught it. "What did you say? Is something wrong?" she worried, studying her crippled command console for any errors she might have missed. "I said 'perfect'. I knew it, your body is perfect," I confessed. Pause. "Oh, " "Now I have something to live for," I declared. "I will never let you see me naked again. This was a one-time thing!" "That's two things I have to live for then," I countered. "Bringing us in alive and seeing me naked once more?" she had to be sure. "I was going to say 'seeing you naked again' and 'living', but I can see that your priorities make more sense," I conceded. "Ah, you are right, that I am right." Pause. "Good luck." "On seeing you naked again, or surviving our landing." "Let's start out by landing the plane. "And then, Duan Zhen?" "We will see, Cáel Ishara."{9 pm, Tuesday, August 16th ~ 23 Days to go}{aka 2 am Wednesday, Aug. 17th ~ 22 Days to go (Havenstone time)}(The following is in Mandarin until I note otherwise)"What are you doing?" I struggled to keep the panic from my voice."Killing all these alarms," Zhen responded. She was grinding her teeth in frustration and fear. "There is nothing we can do to fix those problems.""My, right rudder, its barely responding," I grunted. This was fly-by-wire, not typical manual control, so my concern was entirely mental, not wanting to miss our turn south into the sole runaway on Johnston Atoll. With the steady degradation of the plane's electronics, we wouldn't make the 360 for another pass.Landing from the southern end of the runway would put the cyclone force winds behind us. There would be no way for the plane's two inexperienced pilots to make that miraculous landing happen. No, we had to approach form the north, into the winds and allow nature to slow us down."On it, I'm good," she confirmed that her co-pilot's systems were still doing their job. "Tell me when we are making our final approach." Zhen, my Seven Pillars of Heaven co-pilot (and designated assassin), couldn't see where we were going. Our avionics had perished earlier in this disaster.Goddess Dot Ishara was communicating with Goddess SzélAnya who was frolicking in this maelstrom; the Draconic Storm Divinity was in her element. Dot was 'in' her element as well ~ her last living mortal descendent (me), if you didn't count all those unborn offspring I'd been contributing to in the past few weeks.'Are you thinking about me, Wakko?' she whispered into my mind. I was Wakko Ishara. I was supposed to be Yakko, but that hadn't worked out. As the 'main girl' in the relationship between me, the leader of her Amazon House, and Yakko Ishara ~ my first Ishara ancestor ~ she earned the slot of Dot (see Warner Bros.) Ishara.One of her earliest gifts to me was to make my mind inviolate to ALL supernatural penetration which was the reason she was bothering to ask about my thoughts and intentions.'Yes,' I thought back. 'I'm worried you are expending too much energy on my behalf, Dot.''Opposed to leaving you alone with SzélAnya? I don't trust her around you. She'd make a little Dragon-offspring/avatar with you if I'm not careful.''If you aren't careful? Don't I get a say in all of this?''No. Trust me, she's clingy and you are more active than a whole temple of Babylon's whores. Her mortal avatar would further bond your two legends together and your Legend is already the prop, placed with House Ishara.' Translation: My Goddess was clingy. After all, she'd meant to say my legend was her 'property'."Flaps!" Zhen yelled at me. "Check your flaps. Mine keep shorting out.""On it," I replied. I'd 'zoned out', so she'd screamed at me to get my attention back on task. Altitude, 1200 meters, which meant flaps at, fuck if I knew."What do I set them, Oh Shit!" I realized I'd forgotten something horribly imperiling."What?" Zhen shot me a furious look."Fuel! We've got to start dumping the fuel!" I screamed."Why?""Fireball, Zhen. If we hit hard, this bitch will barbeque us," I spit the words. "Don't you watch any airplane crash movies?" I added."The Airbus 350 has plenty of, safeguards,""You mean like all the other ones that have failed us in the past half hour?""Opening main tanks #1 and #2," she grumbled. "If we are struck by another lightning bolt we could blow up in mid-air.""Won't happen," I feebly jested. "The Storm Goddess loves me.""Does she love my brother and I?""Nah. She wants you and everyone else on this plane dead, but she's humoring me right now.""Flaps," she reminded me. "Why would she care about you?""Having no other useful skills, I am a truly remarkable lover."Zhen spared me a blistering look."You have seized this aircraft from my brother, me and forty of our best Special Operations Strike Warriors. That does not qualify you as 'unskilled'," she lambasted me."Oh no? You should see a 'real' Amazon in action," I teased her. "I'm just an intern who hasn't yet completed his 84 day trial period." I also worked the flaps."Too much," she snapped. "If we drop below 400 kilometers per hour, these winds will slam us into the Pacific."I was adjusting the flaps appropriately as we began our final roll to the left when a cloud-to-cloud bolt of electricity coursed through our craft. We didn't blow up."Thank you, SzélAnya," I whispered."What?" Zhen worried. Fucking up now would be the end of us all.'Your gratitude is overdue, Cáel,' SzélAnya slipped her murmur into the crashing thunder and another lash of raw, natural fury. 'We will talk later.'"I thought you said she loves you.""Umm, did I forget to mention I told her I was going out for pizza and never called her back?""That makes no sense," Zhen glared at me briefly. I was gifted with a visual of our plane in perspective to the runway. Yay, five meter waves were smashing into the atoll. I adjusted our yaw to the right."We are three kilometers out," I advised her."Flaps, spoilers," I went over my limited Alal-knowledge. This stuff worked on a piston driven commercial liner and it was the only flight data I had."Landing gear," Zhen responded. She had to throttle up a little because all that drag was cutting into our speed.'You are being blown too far to the east,' SzélAnya advised. I did the best I could."What are you doing?" Zhen was starting to sweat."Responding to divine intervention.""I, I see it!" Zhen's panic turned to exultation as she could finally make out the pale concrete runway surrounded by the angry sea.Too disasters hit us simultaneously."The left landing gear is not fully deployed," Zhen cautioned me."We are coming in too fast anyway," I dryly noted. The Goddess had brought me in on target, but she knew nothing about aircraft aeronautics.The Airbus came down too hard, too fast and our left landing gear snapped on impact. Sarrat Irkalli's parting gift was decay. Every design weak point gave in. The front fuselage broke apart, my hand on the dagger slipped and the power died. The front 25% of the plane spun off to the west while the remainder shot down the runway and off the southern end of the island.Sadly we went off into the lagoon between the western side and the barrier reef. In a delayed bit of good fortune, our careening section went head to head against a massive storm surge."Go!" I screamed at Zhen.She snatched up her Jian that she had used to pin the undead necromancer Tsu. I was right behind her, though I did stop to retrieve Sarrat Irkalli's dagger and pluck the two bone reliquaries from his neck before following Zhen's tight, athletic buns out of the cockpit and toward Aya. My diminutive better half was still in her seatbelt and clutching the medical bag to her chest.(English) "Cáel, I think we are sinking," she noted with a twinge of concern and more courage than I felt like utilizing. As Zhen was rescuing her brother the enormity of my mistake sunk in. All the Seven Pillars people were unconscious thus unable to save themselves from drowning. Aya's survival came first. I'd worried about my 'would-be executioners' later.I swept up Aya so fast it took me a second to realize she was poking me. She had retrieved the trinkets Felix had given Mu, our phone cards, my Dot-treats and my Amazon blade. I quickly strapped the blade to my arm. The water was rushing in through the severed back section.I turned to see Zhen struggling with her brother. Her look said it all. She expected them both to die. She wouldn't abandon him to save herself and the waves were too rough to make it with him."Get as far as you can," I shouted to her over the typhoon strength winds. "I'll come back for you."Her face expressed how little faith she put in my promise. Zhen had no choice left to her. I cut off two lengths of seat-belt to give Aya a harness to wrap over my shoulder and opposite underarm. I used the second piece to create her harness I linked with my own. {Back to English as the primary language}"He'll come back for you," Aya tried to assure Zhen while I worked."Aya, take a deep breath then expel it," I advised. The second she did I dove into the water. I had never attempted to swim in water this nasty, but I had been dumped into a white water rapids before. That was the best I had.Somehow in the madness, I pointed myself in the right direction. Once more, the storm came to my rescue. Two monster waves picked us up and pushed us toward the edge of the runway.'Go to the north end of the island,' Ishara told me. There is a building there that will shelter you, and Cáel, I must leave now. Don't do it.''I can't not try,' I replied. 'Can you help Aya?' I gave one last appeal. No reply. I twisted southward to locate the next monster wave. My precious cargo pressed tightly to my upper torso, I flipped over so that my feet were facing toward the onrushing runway. I'm not as dumb as I look, or sound.I bent my knees in the same way they instruct you when you go cliff diving. Up we went. I pulled Aya and I as deep into the water as possible, up, up, crest and then down-down-down. My bare right foot hit something jagged and sharp. I'd worry about bleeding later. The momentum of that contact tried to tilt me head-first, but I resisted.My left foot slapped down on a hard, smooth, granular surface, the sea wall. Now I swam backwards with my free arm while I raced to get my right foot back under me. My body ended up surging forward, yet I was in control of my movements once more. I rolled with the impact, taking the brunt to my left shoulder while shielding Aya with my right. Three rolls and I was on my feet again."Aya!" I beseeched my companion."That was fun," she yelled back over the hurricane force winds. "Let's try to do this next year," the rest was lost. I kept staggering forward in about a foot of water that the storm had flooded over the land. I looked behind me.The next wave was unfriendly. The one behind that one appeared to be a lot like what I imagined a Berlin Wall-sized tombstone would look like. I ran. I survived the first wave then gave Aya a cautionary squeeze. I felt her tiny lungs inflate, soak up the salt-water spray and oxygen then flush the air back out.A few more steps then we plunged back sideways into the monster current ~ the wave had already crashed."What did you say?" I shook Aya as we surfaced once more."Next year, much later next year," she grinned up at me."Aya, do you think you can,""Yes. Go find them. You gave her your word," she hugged me."Stay on the runway, head north, Dot says there is a building up there that is still intact. Aya, take this," I handed her the pistol and a spare mag."Do you promise you won't let me die today?" she shouted over the winds. I had to think about that. Aya rammed the pistol and magazine into her medical bag's side pocket. Oaths had their own power and maybe, just maybe, Dot Ishara would help me honor this one."I swear to you, I will not let you die today," I yelled back."Then go and hurry," she hugged me as I cut her loose. "She needs you more than I do. Go!" With that, we separated. Aya slugged forward a few steps, was staggered by another wave then turned and gave me her 'thumbs up'.I turned to the south and the blinding winds and terrible surf. I had to try. Alal kicked in. Jumbo commercial airliners = no help. Shipwrecks = he'd survived a few. I mapped out in my mind the waves, winds and their direction relative to the plane. I could still make out its half-submerged shape.The edge of the runway had a U-shaped seawall which created a peak that channeled the waves. I couldn't see the structure itself due to the high tide, but I could locate the wall by watching the waves break. If I could get to the outside of the eastern peak, I would have an easier time going about this rescue. Also, if Zhen wasn't brought in by the same waves that saved Aya and I, she would be driven to the northwest, parallel to the island.I could intercept them. I'd effective killed everyone else. Maybe, I dove in.'Don't!'“Too late, SzélAnya,” I vaulted off the semi-submerged sea wall, then let the undertow pull me along the broken coral rocks the Navy had put there when they expanded the airfield in the 1960's.I kept my hands on the rocks, rock climbing in reverse. The waves passing overhead tried to pluck me up and return me to the land. I moved as rapidly as I could, until my muscles ached from the water's chill and oxygen starvation. My lungs were on fire. I let the next wave pull me up.Fortune favors the foolish should be my new motto. I broke the surface just after another large wave passed by. I kept my breathing short and steady, despite my burning hunger for air. Gulping air would only earn me a mouthful of salt water. I took the reprieve in the storm's efforts to drown me.The 'foolish' was waiting for me four meters away, slightly behind me and to the East. Zhen was being dragged past the atoll. I kept one eye on her progress and the other on the waves. A monster rolled up, I dove under and thus resurfaced less than two meters away. Zhen had Mu in a classic rescue swim position. He was still likely to suffocate in this downpour.The look in her eyes was, pure confliction. I cut through the last bit of ocean to be at her side. My first action was to point to the next tidal beast heading for us.(Mandarin) "I've got him. Dive beneath the wave," I hollered. Had she resisted, all three of us would have been screwed. She didn't.I took another deep breathe then sort of freaked her out. I clamped my mouth over Mu's and expelled my air into his lungs. My right arm snaked under his left with my hand grabbing the back of his head. I shoved his head tightly against my face, pressing his nose shut, then dove. Zhen was right behind me.After that, we had our routine down. Zhen took Mu every fourth wave. Breathing for both him and me was tough. I'd take him back for the fifth and slowly we made ourselves to the eastern shore. I hit first, fell flat on my face but kept a hold on Mu. I temporarily lost sight of Zhen. One life at a time.I lugged Mu up, staggered his unconscious and my exhausted forms a few feet and then was toppled by yet another wall of water. This time, when I returned to a standing position, I check Mu's breathing. He would make it. I few more steps, another wave. I kept my footing that time. Another, Zhen came careening our way from the North. The waves had swept her passed us.Zhen immediately looped her arm under Mu's right arm. That allowed her, me and our shared burden to slog another meter inland, then the next wave caught up with us. Zhen fell; I stumbled, but righted myself and thus kept Mu from being washed away. Zhen rolled a few feet forward, rebounded up, only to be shoved away when a gust of wind hit us.On her next attempt, she rejoined us. From that point onward, we were far enough away from the land's end so that we were slogging through standing water and could resist the waves that impacted us.(Mandarin) "You came back," she shouted.There were all kinds of romantic, chivalric and very true responses to that. I chose a half-lie. (Mandarin) "I really wanted to see your tits one more time," I yelled. The looks she gave me was priceless. She was convinced I was a lunatic ~ no doubt about it.While she puzzled out her reaction/retort, we chanced upon a Quonset hut. In its lee, we caught a break from the worst of the wind. We also picked up a little Epona who had made the same logical choice (to get out of the wind) as we had. My heart leapt for joy. She was grinning like an impish hellion as she tried to tell me something.I leaned down until her lips were touching my ear."I forgot to pack my swimsuit," she chortled."It's probably sitting at home along with my surfboard," I kissed her on the forehead. "How about we get inside, somewhere?" Aya nodded.(Mandarin) "Let's go," I roared. Zhen nodded briefly. We turned Mu around so we would be dragging him with his back to the winds. The journey to the structure SzélAnya had pointed me at (the J O C building) took over an hour and a half to cover the two kilometers. Along the way, Aya discovered her inner Peter Pan.That was the childish fiction I was going to use to explain what she did when I regaled this episode to her Mother, assuming we made it back. In common parlance, a gust of wind that must have been about 150 kilometers per hour picked her up and off she went. Hell, I'd honored my oath to Zhen. I dropped Mu and raced after my own personal good luck fairy.A freak micro-burst, shot Aya up so high I lost track of her in the rain.'Please'.I saw my tiny human javelin plummeting to earth several meters away. Aya had refused to mitigate her fate by releasing the medical bag. I jumped, caught her and took another hard spill to the ground, Aya on top of me. She said something to me.I made it back to my knees, clutching a standing Aya firmly to my chest."I said 'I've had enough fun for today," she sputtered. "Can we go inside now?"'You now owe me a life, I go,''Thank you'. If she heard me, she didn't acknowledge it. The storm didn't relent its assault, that was for sure.I couldn't risk losing Aya again. I had placed Zhen and Mu on solid ground so she returned to being my top priority. I slogged my way through the typhoon, cyclone, 'what have you', only to find a solid steel door between Aya and safety. I felt volcanic fury building up inside me. Then I remembered I still had a few firearms,The QCW spoke and the door popped opened. I raced around the first interior corner, deposited Aya, ran back to the door, reverse course, raced back to Aya, kissed her cheek then ran back out into the blinding rain and battering winds. Zhen was right where I'd left her. She had relied on me coming back, damn her.(The J S O C Building)Five minutes later, I had the Seven Pillars twins inside and the door wedged shut. We were all temporarily safe. Here and there small puddles of water had formed from leaks above, but otherwise the structure was solid, sound and safe. Zhen and Mu were on the opposite side of the room. After she tended to her brother, she looked my way.I took the medical bag from a wide-eyed and happy Aya."We are down to two of them," she shivered. "Perhaps you should ask her to surrender now, while they still can?" I snorted then chuckled."Do you really think the proud scions of Duan will bow before the Amazons?" I asked her. Aya fatigued mind worked that question over."No, you are right. I don't think they are smart enough to know when they are beat. Cáel, they called me 'Chǒul u de cuüw ', or something like that," Aya kept her eyes on Zhen. "What does that mean?" It took me a second to piece that together. You can tell a great deal about people if you catch them talking about you behind your backs, or when they think you can't understand what they are saying."Ugly Bug," I translated. Aya snorted."That was rude. We can call her 'L s la ninda'," she proclaimed loud enough for Zhen to hear, "and we can call him Amar."I had to applaud her choice of names for our would-be killers.See, L s la ninda roughly translated from Amazon to English as 'cupcake'. Amar was Amazon for 'calf' which was a play on his Mandarin name, 'Mu'."Dumu?" I indicated her. Aya's eyes sparkled. Duma was the diminutive for 'daughter'."Atta," she murmured back. That was 'respectful Father'; a title no Amazon girl had addressed a man with in, well maybe, ever. The term was largely religious and only used in the terms of female divinities referring to divine paternals."Take the gun," I withdrew the QSW-06 from the medical bag. "I'm going to take a look at Mu."I wasn't a surgeon, most of my medical skills were self-taught (I get hurt a great deal), I was personally acquainted with pain and I wasn't easily grossed out. Alal's past granted me beaucoup knowledge to fill in the gaps. Mu was going to be okay.His problems were the bullet hole, blood loss, our mutual damp condition and his complete exhaustion. Zhen knelt close by as I cut open his pants. The bullet was still in him. I was guessing the round had cracked his femur, not broken it. I cleaned out the wound with minimal disturbance to Mu's sleep. The antiseptic came next, followed by the wrapping and finally a syringe of general antibiotic.(Mandarin) "Let's find something to dress ourselves in and then we all need to get out of these wet clothes. If we don't shed these clothes soon, we'll get a chill we don't need," I advised.(Mandarin) "How bad is it?" she asked. She meant her brother's condition.(Mandarin) "He'll be okay. Feel free to try and kill me when you wish. He doesn't need me anymore." That, pretty much confirmed for her what she suspected, I was a lunatic.(Mandarin) "Well, okay. Thank you. I will not kill the child; I have given you my word."(Mandarin) "Are you talking about 'Ugly Bug'?"(Mandarin) "Oh. I thought she didn't know our language either," she blushed then frowned. "She never revealed she understood our words."(Mandarin) "She doesn't. Aya has a phenomenal memory. All Amazons are taught from a very young age to develop a strong eye for detail. This includes remembering words spoken around them, even if they don't know their meaning."That silenced her. The medical kit gifted us with five glow sticks.The women paired up to search the first, second, third and fourth floors; I didn't trust Zhen to find something useful and report it to me. I knew women. She wouldn't kill Aya tonight and Aya would keep her

Check out my Tronic Radio on your favorite streaming platforms here: https://ssyncc.com/tronic-podcast Recorded Live at Toffler (part 2) This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

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Christian Smith live from Toffler, Rotterdam, Holland No Tracklist This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

We'd love to hear from you about this episode.Humans have been innately connected to nature from the beginning of our species. Nature has served as the first teacher, providing countless lessons about life. Few things capture children's attention, imagination, and hearts like the natural world.Like most adults, children are spending much more time inside. Time spent in nature is enjoyable and necessary for increased health, wellness, growth, and development. Many researchers agree that children who spend time outside are happier, more in control of their attention, and less anxious than their peers who spend more time indoors.   Being in nature has been shown to build a child's confidence, teach responsibility and empathy, and improve cognitive performance. Problems associated with separating children from nature include increased symptoms of depression and anxiety, increased rates of obesity, and attention deficit disorder. Welcome to Episode Forty-Three of The Nature of Wellness Podcast.  In this episode, we sat down with Sarah Milligan-Toffler, President and CEO of the Children & Nature Network. This amazing organization's mission is " to increase equitable access to nature so that children–and the natural world–can thrive."Sarah reflects on how her family's conservation efforts led to a career built on connecting humans to the natural world.  Sarah shares the importance of providing quality educational opportunities and resources for children and adults, how to find ways to "Nature Everywhere," and how we can work together to create a world in which children have access to the benefits of nature everywhere they live, learn, and play.This conversation made us feel like kids again. Please subscribe, rate, and leave a review anywhere you listen to this podcast.We appreciate you all. Be Well-NOWChildren & Nature Network Websitehttps://www.childrenandnature.org/* The unbelievable Shawn Bell produces the Nature of Wellness Podcast, making us sound good.** The NOW theme song was penned, performed, produced, and provided by the dynamic duo of Phil and Niall Monahan. *** This show wouldn't exist without our amazing guests and all of you who listen. Please like, subscribe, follow, and review to help us get these important messages out to more folks who can benefit from them. Thank you all.Birds of a Feather Talk TogetherA podcast all about birds. Two bird experts, John Bates and Shannon Hackett, educate...Listen on: Apple Podcasts Spotify

Nghe trọn nội dung sách nói Quyền Lực Tri Thức Trong Tư Tưởng Chính Trị Của Alvin Toffler trên ứng dụng Voiz FM: https://voiz.vn/play/2656 "Quan điểm của A.Toffler về quyền lực tri thức - hay sự lên ngôi của sức mạnh tri thức là một trong những quan điểm được nhiều nhà khoa học, kinh tế, chính trị, xã hội học… thừa nhận. Quan điểm này như một tuyên ngôn của thời đại mới - thời đại kinh tế tri thức. Chính vì vậy, tư tưởng của A.Toffler về quyền lực tri thức thu hút sự quan tâm của nhiều giới. Hiện nay, đã có một số công trình trong và ngoài nước nghiên cứu về tư tưởng của A.Toffler và các tác phẩm của ông. Những công trình nghiên cứu đó mang lại nhiều ý nghĩa và có giá trị nhất định đối với những ai muốn tìm hiểu về vợ chồng nhà tương lai học, kinh tế học, xã hội học này. Tuy nhiên, nghiên cứu về A.Toffler với tư cách là một nhà chính luận mà không nghiên cứu một cách hệ thống tư tưởng quyền lực tri thức của ông là một thiếu sót lớn. Do đó, để tìm hiểu về tư tưởng của A.Toffler xem tư tưởng của ông có thể được vận dụng và vận dụng những phần nào trong việc xây dựng và triển khai lộ trình phát triển kinh tế tri thức, phát huy có hiệu quả và sử dụng có hiệu quả nhất nguồn tri thức của con người Việt Nam và khai thác nhiều nhất tri thức của nhân loại tạo nền tảng để thực hiện mục tiêu đến năm 2020 nước ta căn bản trở thành nước công nghiệp theo hướng hiện đại được xác định trong Báo cáo chính trị của Ban Chấp hành Trung ương Đảng khóa X tại Đại hội đại biểu toàn quốc lần thứ XI của Đảng, là lý do ra đời của chuyên khảo này." Tại ứng dụng sách nói Voiz FM, sách nói Quyền Lực Tri Thức Trong Tư Tưởng Chính Trị Của Alvin Toffler được đầu tư chất lượng âm thanh và thu âm chuyên nghiệp, tốt nhất để mang lại trải nghiệm nghe tuyệt vời cho bạn. --- Về Voiz FM: Voiz FM là ứng dụng sách nói podcast ra mắt thị trường công nghệ từ năm 2019. Với gần 2000 tựa sách độc quyền, Voiz FM hiện đang là nền tảng sách nói podcast bản quyền hàng đầu Việt Nam. Bạn có thể trải nghiệm miễn phí đa dạng nội dung tại Voiz FM từ sách nói, podcast đến truyện nói, sách tóm tắt và nội dung dành cho thiếu nhi. --- Voiz FM website: https://voiz.vn/ Theo dõi Facebook Voiz FM: https://www.facebook.com/VoizFM Tham khảo thêm các bài viết review, tổng hợp, gợi ý sách để lựa chọn sách nói dễ dàng hơn tại trang Blog Voiz FM: http://blog.voiz.vn/ --- Cảm ơn bạn đã ủng hộ Voiz FM. Nếu bạn yêu thích sách nói Quyền Lực Tri Thức Trong Tư Tưởng Chính Trị Của Alvin Toffler và các nội dung sách nói podcast khác, hãy đăng ký kênh để nhận thông báo về những nội dung mới nhất của Voiz FM channel nhé. Ngoài ra, bạn có thể nghe BẢN FULL ĐỘC QUYỀN hàng chục ngàn nội dung Chất lượng cao khác tại ứng dụng Voiz FM. Tải ứng dụng Voiz FM: voiz.vn/download #voizfm #sáchnói #podcast #sáchnóiQuyềnLựcTriThứcTrongTưTưởngChínhTrịCủaAlvinToffler #ÔngVănNăm

The Toffler's were perhaps best-known for their innovative books, “Future Shock” and “The Third Wave.” Alvin and Heidi Toffler had a daughter, Karen, who died in 2000 at the age of 46 after more than a decade of suffering from Guillain-Barré Syndrome. After her death, the Toffler's established the Karen Toffler Charitable Trust, to help fund neurological medical research breakthroughs. Newt's guests are: Deborah Westphal, Executive Advisor of the Karen Toffler Charitable Trust, and two of the Trust's Toffler Scholars and grant recipients; Adithya Gopinath, Postdoctoral Neuroscience, University of Florida and Vijaya Kolachalama, Associate Professor, Boston University. Learn more at https://tofflertrust.orgSee omnystudio.com/listener for privacy information.

In the 1960's author Alvin Toffler began discussing the theory of Future Shock, a human condition brought about by the rapid change of multiple areas of life; business, domestic, familial and financial. How prophetic his subsequent book 'Future Shock' turned out to be. The 21st century is seeing a manifestation of all the things that Toffler predicted - and then some! Included in his predictions is the paralysis felt by decision-makers and a failure to move with the shift in process. In this show, Keith Smith, host of The Fuel podcast, highlights some of the words of wisdom from previous guests to illustrate the point that while we may all be facing Future Shock, it's always possible to immunize yourself from it. Learn more about your ad choices. Visit megaphone.fm/adchoices

A look back at our future One of the most successful, and influential, futurists of our time was Alvin Toffler. is 1970 book Future Shock, and his 1980 bestseller The Third Wave, set millions of readers on a new path of thinking. As you listen to this 1990 interview try to remember where you were and what you were doing in 1990. Then judge for yourself if Toffler's forecast was accurate. Get PowerShift by Alvin Toffler As an Amazon Associate, Now I've Heard Everything earns from qualifying purchases. You may also enjoy my interviews with John Sculley and Al Neuharth For more vintage interviews with celebrities, leaders, and influencers, subscribe to Now I've Heard Everything on Spotify, Apple Podcasts. and now on YouTube. Photo by Vern Evans #future #information #power

Recorded live at Toffler on Saturday June 17th in Rotterdam, The Netherlands Facebook: https://www.facebook.com/tofflerrotterdam Instagram: https://www.instagram.com/tofflerrotterdam Web: https://www.toffler.nl Subscribe to the podcast RSS:
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 . 01. Rodriguez Jr. & Liset Alea - Amplify (Live Edit) [Feathers & Bones] 02. Digitalism - Binary [Ritter Butzke] 03. Yulia Niko, EREZ - I'm Everything (Chemical Surf Remix) [Get Physical] 04. Fauxplay - Bliss (Malinder Remix) [Music To Die For] 05. Undo, Casiowaves - Here We Are [..] 06. No Hopes, Andrey K - Membrane [DAYS like NIGHTS] 07. Floormagnet - Fantasies [FM Recordings] 08. Danny Serrano - Get Down [Circus] 09. Jamie Stevens - Stuck On A Feeling (Hernan Cattaneo & Marcelo Vasami Remix) [Meanwhile] 10. Simon Doty - Heat Of The Moment [Anjunadeep] 11. Yotto, Sansa - Meadow (TH;EN Remix) [Odd One Out] 12. Lane 8 - Rave [This Never Happened] 13. Reset Robot - Service [..] This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Post Lean." Our guest is Frode Odegaard, Chairman and CEO at the Post-Industrial Institute (https://post-industrial.institute/). In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin (https://www.augmentedpodcast.co/102). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Post Lean. Our guest is Frode Odegard, Chairman and CEO at the Post-Industrial Institute. In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. Augmented is a podcast for industrial leaders, process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Frode, welcome to Augmented. How are you? FRODE: Pretty good. TROND: Yeah. Well, look, talking to Norwegians living abroad that's become a sport of mine. You were born in Norway, software design from there, became an entrepreneur, moved to Silicon Valley. I also know you have an Aikido black belt; we talked about this. This could have become its own podcast, right? There's a long story here. FRODE: [laughs] Absolutely, yeah. TROND: But you're also the CEO of the Post-Industrial Institute, which I guess used to be called the Post-Lean Institute. But in any case, there's a big connection here to lean, which is a global community for leaders that are driving transition towards something post-lean, post-industrial, post-something. So with that context, tell me a little about your background and how you ended up doing what you're doing. FRODE: Born in Norway, as you pointed out. My folks had a process control company, so that was kind of the industry I was born into was industrial controls, which included visiting factories as a child and installing process control systems. So I was doing, you know, circuit board assembly at age eight because when you grow up in a family business, that's what you get to do. And I quickly gravitated towards software. I think I was 13 when I was working on my first compiler. So my first passion was really programming and language, design, implementation, and that sort of got me interested in theoretical computer science. So very far from what I do today, in some ways, but I think theoretical computer science, especially as a software architecture and all that, teaches you how to think and sort of connect the dots, and that's a good life skill. At 17, I started a software company in high school. And when I was 22, I immigrated to the United States after some trips here. I was on a Standards Committee. I was on the Sun User Group board of directors as a European representative. It was a weird story in itself, how that happened. So yeah, 1990, 1991, I'm in Silicon Valley. TROND: So you jumped ship, essentially. Because, I mean, I've heard a lot of people who come to the U.S. and are inspired, but you just basically jumped off the airplane. FRODE: Yeah, I like to say I was here as an entrepreneurial refugee. Things are different now in Norway, but for a long time, they had strange taxation rules, and very difficult to start companies and scale them. But also, they didn't really have the fancy French word. They didn't really have the milieu. They didn't have a community of people trying to build companies in tech. So tech was very much focused on either military applications, that was its own little industry and community, or the energy industry, the oil industry in particular. TROND: All of that seems to have changed quite a bit. I mean, not that you or I, I guess, are experts on that. As ex-pats, we're outside, so we're looking in, which is a whole other story, I guess. But I'm curious about one more thing in your background so Aikido, which, to me, is endlessly fascinating, perhaps because I only ever attended one Aikido training and, for some reason, decided I wasn't going to do it that year, and then I didn't get back to it. But the little I understand of Aikido it has this very interesting principle of using the opponent's force instead of attacking. That's at least what some people conceptualize around it. But you told me something different. You said there are several schools of Aikido, and one of them is slightly more aggressive, and you belong to that school. I found that quite interesting. FRODE: [laughs] Now I'm wondering about my own depiction of this, but the Aikido that I study is known as Iwama-style Aikido, and it's called that because there was an old town in Japan, which has been absorbed by a neighboring city now, but it was called Iwama, and that's where the founder of Aikido moved during the Second World War, and that's where he sort of completed the art. And that's a long technical story, but he included a fairly large weapons curriculum as well. So it's not just unarmed techniques; it's sword-knife stuff. And it's a really beautiful art in that all of the movements with or without weapons are the same, like, they will follow the same principles. In terms of not attacking, of course, on a philosophical level, it calls itself the art of peace. In a practical sense, you can use it offensively to, for example, if you have someone who is grabbing your child or something like that, this person is not attacking you, but you have to step in and address the situation, and you can use it offensively for sure. TROND: Very interesting. I was going to jump straight to what you're up to now, then, which is, I guess, charting this path towards a different kind of industrial enterprise. And you said that you earlier called your efforts post-lean, and now you're calling them post-industrial. It's this continuity in industry, Frode. Tell me a little bit more about that. FRODE: I think a good way to think about approaches to management and understanding the world around us is that various management practices, and philosophies, and ideas, and so on, have been developed in response to circumstances that were there at the time. So if you think about Frederick Taylor and the problems that he was trying to solve, they initially had a lot to do with just getting work organized and standardized. And then, in 1930s, you start seeing the use of statistical methods. Then you start seeing more of an interest in the psychology of work and so on. And lean kind of melts all of these things together. A great contribution from Toyota is you have a socio-technical system and organizational design where you have a new kind of culture that emphasizes continuous learning, continuous problem solving using some of these ideas and tools that were developed much earlier. Now, in the post-war years, what we see is information technology making business more scalable, also contributing to complexity, but certainly making large companies more scalable than they would have been otherwise. And what we see in the mid-1990s leading up to the mid-2000s is the commercial internet, and then we get smartphones. That's the beginning of a new kind of industrial landscape. And what we see then is instead of an increasing tendency towards centralization in firms and business models, you start seeing this decoupling and decentralization. And what I discovered was that's actually a new thing for the human species. Ever since the invention of agriculture 10,000 years ago and then cities in the Bronze Age a little over 5,000 years ago, and then the industrial revolutions, we've seen a culmination of improved mastery of the world, adapting the world to our needs, which is technology and increasing centralization. You had to move to where the work was, and now we're sort of coming out of the pandemic (Let's hope it doesn't come back.) that has accelerated in the pandemic, so you have this decentralization, decoupling. And this continuity and the way I started using the term post-lean, and we can jump back and forth as you'd like, it was just because a lot of the assumptions behind the lean practices and how those practices were implemented were based on the idea that you had organizations that lasted a long time. You had long employee tenures. You had a certain kind of a...I don't like this term, but a social contract between the firm and workers and managers and workers. And they would come and do their work on-site in person at the factory, and this world is kind of disappearing now. And so there's all of this work now being done. I think manufacturing labor forces peaked at a third of the workforce some decades ago. But now it's down to about 11%, even though manufacturing as a share of the economy has remained fairly constant since the 1940s. It's gotten more productive. So there are also all these new jobs that have been created with people doing different kinds of work, and much of that work is knowledge work. And a lot of these industrial-era management practices and ideas have to be changed for knowledge work. And so that was sort of my initial discovery. That happened in the early 2000s. I started a company in 2004, which was called initially Lean Software Institute. I wanted to basically take these ideas and adapt them to software development. And that was generalized for knowledge work in general. And because we have big clients like Lockheed Martin in the aerospace defense sector, we rebranded the company to the Lean Systems Institute. And so for ten years, myself and a small team, we did organizational redesign work looking at not just workflow but also a bunch of these other factors, which we can talk about, that you have to take into consideration like knowledge management and so on. And then it was about 2014, 2015, when I discovered, hey, even though we kind of extended lean to look at all these other things, there's this decentralization happening. And maybe we should fundamentally revisit what firms should look like and how the external landscape outside the organization changes the way we think about designing companies. TROND: Yeah. I found it interesting, obviously, that you started from the software angle. And you told me earlier that, in some ways, your kind of Lean efforts are almost in parallel to, I guess, what could be called the lean movement, although there's such a variety of lean practitioners out there. They're obviously not all in the manufacturing industry. That's the whole point. Toyota managed to inspire a whole host of other companies that had nothing to do with automotive and nothing to do even with any kind of basic manufacturing. And I guess the software industry is no different; you know, the industry as such was inspired by it. And as you said, Lockheed Martin, and perhaps not only for their manufacturing side, were inspired by it when running their software or other types of maybe even office-based knowledge work. So as you're coming to these realizations, what sorts of things is it that you then start to think about that are the same and that are different in terms of the classic assumptions of lean, as you know, reducing waste or improving a process in a specific way with all the assumptions, so stable labor force like you said. FRODE: In that initial period from 2004 to 2014, that's when I really worked on adapting lean to knowledge work. And so you could see some people were trying to reduce knowledge work to kind of a simplified version of itself. They were trying...and so I call that the reductionist approach where they then could count documents as inventory, and they could have a Kanban system and all of that. And the agile movement in software became very enthused about doing just that. And I think what we did was we went the opposite route, so we took an expansionist approach. So we said, well, we got to keep adding practices and models to the original lean to deal with not just the value stream architecture of an organization but also its structure, so organization architecture, how it manages information, and the shape of that information, where it's stored, and how it's designed. And it's also that's information architecture. And, of course, what we know from wonderful people like Melvin Conway, who discovered that there's a direct relationship between your technology architecture and the shape of the organization, is we really need to also take into consideration what we then called product architecture. Because if your product architecture, and your organization architecture, and your workflow, your value stream architecture is mismatched in product development as well as in manufacturing, that leads to huge misalignment. And that's a cause of massive inventory problems and so on. And then the last of the five dimensions that we have in this model, which we call the lean systems framework, was a way to look at an organization's culture. So there are values that you explicitly promote, so we call them the organizational ideals. And then you have the actual behaviors that don't always live up to the ideals. And then you have people's beliefs about the past, the present, and the future, so we call all of that social architecture. And I think the last bit of work we did in this model, which is a pretty rich model or a metamodel of organizations, is we added the way to look at leadership styles and leadership effectiveness as a function of character and competence of perceived effectiveness. So this was used in a bunch of mostly large organizations over a period of 10 years, and Lockheed was able to get a 72, 73 production in lead time, largest subcontractor in the Future Combat Systems. I think that's the biggest defense project in the history of the United States. [laughs] It was canceled by Congress in the end, but yeah, they got some great results. And a lot of that was because workflow bottlenecks were caused by these other problems in these other four dimensions that had to be addressed, so that was kind of our initial realization. And then there's that big break where we look at decentralization, and how is that causing us to revisit the assumptions about organizational design? So it's not like we get new dimensions of organizational design as much as starting to think about what's the ideal design. And those answers turn out to be very different than they have been up till now. TROND: So that's interesting. So both...you were kind of discovering some...maybe not weaknesses, just, you know, some social change that was happening that is affecting organizations nowadays, you know, in America or anywhere else trying to implement lean principles. But also, what you were saying about the agile movement and what's happening in software industrial organizations that it doesn't reflect what needs to be happening in industries across the board and perhaps not even in their own organizations because it is, I guess, if I paraphrase you a little bit, the agile principles they are very valid for achieving a very smooth software development process. But they're not so valid for a lot of other aspects having to do with social and organizational phenomena that you also need to take into account eventually. So, I mean, if that's correct, it's interesting, right? Because everybody obviously focuses on what they are doing. So the agilists, I guess, they're optimizing a software development process. The lean folks, the classic lean folks, are optimizing a production line. But today's knowledge work is, I guess, over these years also, Frode, it has changed a bit. FRODE: It has changed, and there is more machine systems, software systems. We have more tools, although we're still in the early stages of what's going to come with the use of AI to make knowledge work more productive and so on. But I think one thing that's important, because I don't want to throw anyone under the bus here, is practitioners. There's a lot to be learned from practitioners. Often, they're kind of apologetic, "Oh, I'm not doing the pure X, Y, Z method. We have to adapt it a little bit." Well, guess what? That's what Toyota did. And so what happened is a lot of western companies they were just trying to copy what Toyota did without understanding why those things work there. And it's when you can adopt it, so that's also sort of martial arts. -- TROND: That's actually a fantastic point, Frode, because if you're very, very diehard lean, some people would say, "Well, lean is whatever Toyota does." But on the other hand, for Toyota, lean is whatever Toyota does, right? And it seems to have worked for them. That does not even mean that Toyota would tell you to do exactly what they are doing because they will tell you what makes sense for your organization. In a nutshell, that seems to be – FRODE: And I was there. I mean, I was, you know, I remember one time I was really thinking about standardizing work. And I was reading about the history of all this and reading about Frederick Taylor and the very early days of all of this. And I was coming up with a checklist for housework. I was trying to implement standard work for housework. And guess what? It didn't really work. My girlfriend was upset. [laughter] TROND: Implementing standards for housework. I like it. FRODE: Yeah. I mean, if you see something that needs to be cleaned, just clean it. I was like, "No, no, we need a checklist. We need your exit and entry conditions." [laughter] TROND: You should work at ISS, you know, the big cleaning professionals company. FRODE: There you go. And people have done that, right? But I like to tell this joke about how do you know the difference between a terrorist and a methodologist? And the answer is you can negotiate with a terrorist. TROND: Yeah, that's right. FRODE: So the methodologist believes that his or her methodology is the answer to all things. And so what we were trying to do with the Lean Systems Framework was not to say, "Ah, you know, all this lean stuff is invalid." We were trying to say, "Well, the methods that they had and the practices that they had that were available to us via the literature...because we never went to visit Toyota. We talked to a bunch of companies that were doing a lot of these things, and we were familiar with the literature. But we realized there's a whole bunch of other things that are not being addressed, so we have to add those. And that's why I called it the expansionist approach as opposed to the folks taking the reductionist approach, which is we have to shoehorn everything into making it look like manufacturing. But, you know, product development is not manufacturing. And Toyota's product development practices look nothing like their manufacturing processes. It's completely different. And that's a much less well-known area of lean...although the Lean Enterprise Institute has published good stuff on this book. Lean product development is completely different from lean production. And that was not as well-known and certainly not known by the people in the agile world. Our attitude was always, well, the circumstances change or even from one company to another, the tools might have to change. And so the skill you want to develop in our case as researchers, and advisors, and teachers, or in the case of practitioners, as leaders, or implementers, is keep learning about what other people are doing and what works for them and try to understand what the deeper principles are that you then use to construct a solution that's appropriate for that situation. That's really all it is. TROND: That's fabulous. So tell me then, apart from Lockheed Martin, what are some of the other organizations that you've worked with? How have they thought about these things? I mean, how does your community work? Is it essentially, I mean, before COVID at least, you met, and you discuss these things, and you sort of reflect on how they show up in your organizations and discuss best practices. Or do you kind of write papers together? How does this knowledge evolve in your approach? FRODE: It's important to point out here, like in the history of the company, which has been around now for (I'm feeling old.) 18 years, so after the first ten years, there was a big break because that's when we started working on okay, well, what comes after even the expansionist version of lean that we were doing, which was called the Lean Systems Framework? And that's when we started working on all of this post-lean stuff. And so the companies we worked with in the first decade were the likes of AT&T, and Sony, and Lockheed, and Honeywell, and mostly large companies, a few smaller ones too. But they had a lot of problems with complexity. And often, they were doing a combination of hardware and software. And they were in industries that had a lot of complexity. So in 2014, 2015, there was a big shift where I'd spent about six months to a year reading, talking to a bunch of people, trying to come up with what was going to be the next new thing. And that was kind of the journey for me as a founder as well because I felt like I'd done all this organizational redesign work, soup to nuts. And it wasn't just Kaizen. We did Kaikaku, which is much less known in the lean world, and that's radical redesign, basically. And we did this working on a board C-level with a lot of companies. TROND: Tell me more about Kaikaku. Because, like you said, it's not a vernacular that's really well-known outside of the inner circle of lean, I guess. FRODE: Yeah. So Kaikaku is where you look at an organization, and basically, instead of thinking about how do we put in mechanisms to start improving it incrementally, you say, "Well, there's so much low-hanging fruit here. And there's a breakthrough needed in a very short time. And we're just going to put together a design team, basically, a joint design team, and essentially redesign the whole thing and implement it. So it is a radical redesign. It hasn't been; at least, at the time we were doing it, there were not a lot of details available in the literature. And you heard stories like Ohno-san would walk into a factory and just say, "Well, this is completely unacceptable. Move this machine over here, and this machine over here. And can't you guys see..." So we didn't do it that way. We didn't tell the clients what the answer should be. We taught them. We had the executive spend a week with us learning about the Lean Systems Framework, and they mapped out the organization they had. And then, basically, we facilitated them through a process that could take sometimes a few weeks designing the organization the way it should be. And then there was an implementation project, and they put it in place, so... TROND: But Kaikaku basically is a bit more drastic than Kaizen. FRODE: Very much so. TROND: Yeah. So it's like a discontinuous sort of break. It's not necessarily that you tell people to do things differently, but you make it clear that things have to be different maybe in your own way. But you're certainly not going for continuous improvement without any kind of disruption. There will be disruption in Kaikaku. FRODE: I mean, it is disruption. And if you think of the Fremont Factory Toyota took over, that was a reboot. [laughs] And so now -- TROND: Right. So it's almost as if that's where you can use the software analogy because you're essentially rebooting a system. And rebooting, of course, you sometimes you're still stuck with the same system, but you are rebooting it. So you're presumably getting the original characteristics back. FRODE: So I think of it as sort of a reconfiguration. And in the case of the Fremont factory, of course, there were a bunch of people who were there before who were hired back but also some that weren't that we tend now to avoid just because the knowledge people had was valuable. And in most cases, the issue wasn't that people were malicious or completely incompetent. It was just that the design of the organization was just so wrong in so many ways. [laughs] And what we had to do, it was more of a gradual reboot in the sense that you had to keep the existing organization running. It had customers. It had obligations. And so it wasn't a shutdown of the factory, the proverbial factory, it wasn't that. But yeah, after I started looking at the effects of decentralization and starting to question these assumptions behind lean practices the way they had appeared in the mainstream, that was around the time, early 2015, I started to use the term post-lean. It wasn't because I thought I had all the answers yet or certainly, and still, I don't think I do. But it was clear that there was an inheritance from lean thinking in terms of engaging people in the organization to do things better. But the definition of better I thought would change, and the methods I thought would change. And the assumptions behind the methods, such as long-lasting organizations, long employee tenures, tight coupling between people in organizations, organizations taking a long time to grow to a large size, and human problem solving, which already was being eaten by software back then or elevated, I should say, by software, all of these assumptions needed to be revisited so... TROND: They did. But I have to say, what a gutsy kind of concept to call it post-lean. I mean, I co-wrote a book this year, and we're calling things Augmented Lean for the specific reason maybe that we actually agree with you that there are some things of lean that are really still relevant but also because it takes an enormous confidence, almost a hubris, to announce something post a very, very successful management principle. FRODE: It was the theoretical computer scientist in me. TROND: [laughs] FRODE: So I thought that surely from first principles, we could figure this out and not that it would be the same answer in every situation. But I think it was also, at that point, we had a decade of field experience behind us in doing customized organizational redesign with clients in many different industries. So we knew already that the answer wasn't going to be the same every time. And in a lot of the lean Literature, the assumption was that you weren't really going to dramatically change the organizational structure, for example, which we had a lot of experience with doing. And we already had experience with teams of teams, and just-in-time changes, and reconfigurations, and so on because we thought of organizations the way software people think of organizations which are, you know, they're computational objects that have humans, and then there are social, technical objects. And they're reconfigurable. And I think if you grew up in a manufacturing world, the shape of the organization is sort of attached to... there are physical buildings and equipment and all of that. So -- TROND: And this is so essential to discuss, Frode, because you're so right. And that's a real thing. And that's something we write about in our book as well. There is a very real sense that I think, honestly, the whole manufacturing sector but certainly the first automation efforts and, indeed, a lot of the digital efforts that have been implemented in manufacturing they took for granted that we cannot change this fact that we have infrastructure. We have people; we have machines; we have factories; we have shop floors. All of these things are fixed. Now we just got to figure out how to fit the humans in between, which is how they then interpreted waste, being let's reduce the physical waste so that humans can move around. But really, the overall paradigm seems to have been, and you correct me if I'm wrong, but it seems to have been that the machines and the infrastructure was given, and the humans were the ones that had to adapt and reduce all this waste. And no one considered for a second that it could be that the machines were actually wasteful themselves [laughs] or put in the wrong place or in the wrong order or sequence or whatever you have. But with other types of organizations, this is obviously much easier to see it and much easier to change, I mean, also. FRODE: Yeah, yeah, absolutely. And software is an example of this because now we take for granted that a large percentage of the population works from home and don't want to go back. But if you are part of that 10%, 11% of the population working in a factory and you have to show up at the factory because that's where the machine is that goes ding, that, you know, [laughs] it's not work that requires only a low level of education of course. That hasn't been the case for a while. And these are people with master's degrees. And they're making sure all of this equipment runs. This is fancy equipment. So what we learned in that 10-year period was this is not just about workflow. It's a five-dimensional model, so there's workflow, organization structure, and knowledge management, the technology, architecture, the product you're making, and the culture. And all of these are five axes if you will, So 5D coordinate system and you can reconfigure. You can make organizations into anything you want. Now, the right answer might be different in different industries at different lifecycle stages of companies. And basically, our thinking was that we weren't going to just teach our clients or even help our clients. We certainly weren't going to just tell them the answer because I always thought that was a terrible idea. We were going to help them redesign themselves for their emerging landscape, their emerging situation, but also help them think about things, or learn to think about these things in general, so that if their landscape changed again, or if they merged with another company, then they had the thinking skills, and they understood what these different dimensions were to be able to redesign themselves again. TROND: That makes a lot of sense. FRODE: That's kind of the whole – TROND: I just want to insert here one thing that happened throughout, well, I mean, it was before your time, I guess. But remember, in the '70s, there was this concept among futurists, Toffler, and others that, oh, we are moving into a service economy. Manufacturing the real value now is in services. Well, that was a short-lasting fad, right? I mean, turns out we are still producing things. We're making things, and even the decentralization that you're talking about is not the end of the production economy. You produce, and you are, I mean, human beings produce. FRODE: No, I never thought that we would see the end of manufacturing. And the term post-industrial, he was not the person that coined it, I think. It was coined 10 or 20 years earlier. But there's a book by Daniel Bell, which is called The Coming of Post-industrial Society, where he talks about both the sociological challenges and the changes in the economy moving to a more service-based knowledge-based economy. Of course, what happened is manufacturing itself became more knowledge-based, but that was kind of the whole idea of what Toyota was doing. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: So, Frode, tell me a little bit about the future outlook. What are we looking at here in the lean post-industrial world? What will factories look like? What is knowledge work going to look like? FRODE: Yeah, so I think what we're going to see is that companies that do manufacturing are slowly but surely going to start to look like other kinds of companies or companies that do knowledge work. The content of manufacturing work has become more and more filled with knowledge work already. That's a process that's been going on for decades. As manufacturing technology improves, I think after many, many generations of new technology platforms, we are going to end up in a world where basically any product that you order is going to be either printed atom by atom in your home or in a microfactory, if it's a big bulky thing, in your neighborhood where you can rent capacity in a just-in-time basis. That's not going to happen overnight. This is going to take a few decades. But you can easily see how this kind of mirrors what happened to old chains like Kinko's and so on where if you needed something to be printed, I mean, I remember there were printers. [laughs] And then you had to go to the equivalent of a Kinko's, and you could, you know, if you wanted to print 100 copies of a manual back in the day when we still did that, you could get that done, and that was surely more efficient than doing it at home. And in your home office or at your office, you would have a laser printer. And now we have a $99 inkjet printer, or you just might get it included when you order your laptop, or you may not even care anymore because you have a tablet, and you're just looking at it on the tablet. So there's this phenomenon of some of the things getting smaller and almost disappearing. Now what has happened...this was underway for a while, but the relationship between people and companies has increasingly become more loosely coupled. So a big part of the post-industrial transition is that individuals are empowered, and organizations now become more of a means. They're not institutions that are supposed to last for a long time. I think that ideal is fading. And so they're in a means to an end to produce economic value. And every investor will agree it's just that they're going to be much more reconfigurable, a lot of management work. There's managing resources, tracking progress, tracking inventory, communicating with customers. A lot of that stuff is going to be eaten by software and powered by AI. That doesn't mean people go away. But I think that a lot of the repetitive management administrative work, much more than we can imagine today, will be eaten by software and AIs. TROND: But one of the consequences of that surely, Frode, is somewhat risky because there was a certain safety in the bureaucracy of any large organization, whether government or private, because you knew that, yes, they might be somewhat stiflingly and boring, I guess, or predictable, whatever you might want to call it, but at least they were around, and you could count on them being around. And if you wanted to know what approach was being applied, if you had experienced it once, you knew it. And if you were a government, you knew that this is the GE Way or this is the whatever way, and it was stable. But what you're charting here is something where the only stability might be in the configuration of machines but even that, of course, you know, evolves really rapidly. And even the algorithms and the AIs and whatever is put into the system will evolve. And then, the humans will move around between different organizational units a little quicker than before. So where do you control [laughs] what's happening here? FRODE: So one of the things to keep in mind...I'll answer this from a technical perspective but also from a sociological perspective. So I'll take the latter first. So we are used to a world of hierarchies. So from the invention of agriculture, that's when silos were invented. The first organizational silos were actually centered around corn silos [laughs] and so a shared resource, right? And we need governance for that, you know, who gets the corn and how much your family's already had enough this week and so on. And then, in the Bronze Age, you see more specialization of labor and more hierarchies. So the pyramids were built by determined organizations. [laughs] so just like Melvin Conway would tell us. And the same happened with The Industrial Revolution. So you had management; you had oversight. And then as we are thinking about this matured, you know, we developed this notion of organizational values. So that had to do with the day-to-day behavior so people, including managers, and how they should treat their people and what the employee experience should be like. And then kind of management is about organizing people or organizing people and resources to pursue short or long-term objectives. So, what happens if the AI goes crazy? What happens if there's a bug in the software if there is a flaw? On the technical side of this, what I would say is just like we have people who are concerned about safety with robots, industrial robots in factories, you're going to have people who look at the same kind of thing in organizations. You're also going to have AI watching AIs. So you're going to have a lot of software mechanisms that are there for safety. People also have the option to leave. The threshold for quitting your job now and you log out from your current employer if you're sitting in your home in the Caribbean somewhere [laughs] because you can live wherever you want and logging in somewhere else and taking a job, that threshold is lower than ever. So organizations have an incentive to treat their people well. TROND: Well, the interesting thing, though, is that Silicon Valley has been like that for years. I mean, that was the joke about Silicon Valley that you changed your job faster than you changed your parking space. FRODE: [laughs] TROND: Because your parking space is like really valued territory. It's like, okay, here's where I park. But you might go into a different part of the office building or in a different office building. So this has been part of some part of high tech for the industry for a while. But now I guess you're saying it's becoming globalized and generalized. FRODE: Yeah. And part of it it's the nature of those kinds of jobs, you know, of doing knowledge work that's where you're not tied to equipment or location as much. Now, of course, in Silicon Valley, you've had people go back and forth about, and not just here but in other innovation hubs too, about the importance of being together in the room. You're doing brainstorming. You are talking to potential customers. You're prototyping things with Post-it Notes. People have to be there. And I think there's an added incentive because of the pandemic and people wanting to work from home more to develop better collaboration tools than Post-it Notes on whiteboards. But the last data we have on this is pre-pandemic, so I can't tell you exactly what they are today. But the employee tenures for startups in Silicon Valley when we looked last was 10.8 months average tenure. And for the larger tech companies, you know, the Apples and the Googles and so on, was a little bit more than two years so between two and three years, basically. And so because more jobs in the economy are moving into that category of job where there's a lower threshold for switching, and there's a high demand for people who can do knowledge work, you're going to see average employee tenders going down just like average organization lifespans have been going down because of innovation. TROND: Which presumably, Frode, also means that productivity has to go up because you have to ramp up these people really fast. So your incentive is Frode started yesterday. He's already contributing to a sprint today, and on Thursday, he is launching a product with his team. Because otherwise, I mean, these are expensive workers, and they're only going to be around for a year. When is your first innovation? FRODE: It depends on where the company focuses its innovation. And this will not be the common case, but let's say that you are developing a whole new kind of computing device and a whole new operating system that's going to be very different. You have to learn about everything that's been done so far, and it takes a lot to get started. If what you are doing is more sort of applied, so you're developing apps to be used internally in an insurance company, and you're an app developer, and you know all of the same platforms and tools that they're already using because that was one of the criteria for getting the job, yeah, then you ramp up time is going to be much shorter. All of these companies they will accept the fact, have had to accept the fact, that people just don't stay as long in their jobs. That also gives some added incentive to get them up and running quickly and to be good to people. And I think that's good. I think it's nice that employers have to compete for talent. They have to have to treat their people well. I think it's a much better solution than unions, where you would basically try to have a stranglehold on employers on behalf of all the workers. And the less commoditized work is, the less standardized the work is in that sense. The less business models like those of unions, whether they're voluntarily or involuntarily, because the government sort of makes it easier for them to set up that relationship and sort themselves. The thing that surprised me is that now and as we're coming out of COVID, unions in the United States are making somewhat of a comeback. And I'm sort of scratching my head. Maybe this means that there are a lot of companies where they have scaled because of IT, Amazon being an example. They wouldn't have been able to scale the way they have without information technology. But they haven't yet gotten to the point where they have automated a bunch of these jobs. So they've hired so many people doing soul-sucking repetitive work, and they're doing their best to treat them well. But the whole mentality of the people who have designed this part of the organization is very Taylorist. And so people are complaining, and they're having mental health problems and so on. And then yeah, then there's going to be room for someone to come and say, "Well, hey, we can do a better job negotiating for you." But gradually, over time, fewer and fewer jobs will be like that. One of the sort of interesting aspects of the post-industrial transition is that you have industries...well, some industries, like online retail on the historical scales, is still a young industry. But you have industries that when IT was young, you know, I think the oldest software company in the U.S. was started in 1958. So in the aftermath of that, when you started seeing software on mainframes and so on, what software made possible was scaling up management operations for companies. So they made them more scalable. You could open more plants. You could open more offices, whether it was manufacturing or service businesses. And this happened before people started using software to automate tasks, which is a more advanced use. And the more complex the job is, and the more dexterity is required, physically moving things, the higher the R&D investment is required to automate those jobs. The technology that's involved in that is going to become commoditized. And it's going to spread. And so what you're going to see is even though more people have been hired to do those kinds of jobs because the management operations have scaled, fewer people are going to be needed in the next 10-20 years because the R&D investment is going to pay off for automating all of those tasks. And so then we're going to get back to eventually...I like to think of Amazon as just like it's a layer in the business stack or technology stack. So if I need something shipped from A to B or I need to have some sort of a virtual shopping facility, [laughs] I'm not going to reinvent Amazon, but Amazon has to become more efficient. And so the way they become more efficient is drone delivery of packages and then just-in-time production. And then, they take over everything except for the physical specifications for the product to be manufactured. TROND: It's interesting you say that because I guess if you are Amazon right now, you're thinking of yourself in much wider terms than you just said. But what I'm thinking, Frode is that I'm finding your resident Scandinavian. I'm seeing your Scandinavianhood here. The way you talk about meaningful work, and knowledge work, and how workers should have dignity and companies should treat people well, I found that very interesting. And I think if that aspect of the Scandinavian workplace was to start to be reflected globally, that would be a good thing. There are some other aspects perhaps in Scandinavia which you left behind, and I left behind, that we perhaps should take more inspiration from many other places in the world that have done far better in terms of either manufacturing, or knowledge work, or innovation, or many other things. But that aspect, you know -- FRODE: It's a big discussion itself. I mean, I was kind of a philosophical refugee from Norway. I was a tech-oriented, free-market person. I didn't like unions. I didn't like the government. TROND: [laughs] FRODE: But at the same time, that didn't mean I thought that people should not be treated well that worked into the ground. I thought people should just have healthy voluntary sort of collaborative relationships in business or otherwise. And I've seen technology as a means of making that happen. And I have no sympathy with employers that have trouble with employees because they treat people like crap. I think it's well deserved. But I also have no sympathy with unions that are strong-arming employers. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Post Lean, and our guest was Frode Odegard, Chairman, and CEO at the Post-Industrial Institute. In this conversation, we talked about the post-industrial enterprise. My takeaway is that lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. And if you liked this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us; we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects people, machines, devices, and systems in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please go ahead and share this show with colleagues who care about where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Frode Odegaard.

Alicia Juarrero is Professor Emerita of Philosophy at Prince George's Community College and the author of Dynamics in Action, a text that many consider to have laid the foundation for how we think about complexity in our society. So Alicia is a philosopher for this moment in human history.Show Notes:Letters to a Young Poet by Rainer Maria Rilke (03:31)Live the questionsDuino ElegiesUser Friendly by Cliff Kuang (11:50)Herbert Simon and the importance of information diet (12:50)The Self-Organizing Universe by Erich Jantsch (15:00)Dave Snowden Cynefin Framework (20:00)Dave on OriginsAristotelian four causes (22:30)Emergence (27:40)Network thinking (28:20)Barabási Albert-LászlóSteven StrogatzMereology (31:00)Order Out of Chaos by Prigogine, Stengers, and Toffler (32:15)Complicated vs complex (38:00)John Holland "fail safe and safe fail" (40:00)Graceful Extensibilityby David Woods (41:20)Vector Analytica (43:20)Healthy relationality (54:00)Trust (59:15)Danielle Allen (01:01:00)Flourishing Commons newsletter (01:02:00)Tragedy of the Commons by Garrett Hardin Governing the Commons by Elinor Ostrom Lightning round (01:03:20)Book: Order Out of ChaosPassion: reading broadlyHeart sing: how design creates context that also creates affordancesThe Design of Everyday Things by Don Norman User Friendly by Cliff KuangScrewed up: attention to ideas over people-orientated application of those ideasFind Alicia online:Website'Five-Cut Fridays' five-song music playlist series  Alicia's playlist

The Boom Room 399 live from Toffler indoor, Rotterdam! Broadcast date: February 26st For more info and Selected tracklist visit www.facebook.com/theboomroomofficial NEW : The Boom Room NON-STOP. No talking, just music! www.theboomroom.nl

The Boom Room 399 live from Toffler indoor, Rotterdam! Broadcast date: February 26st For more info and Selected tracklist visit www.facebook.com/theboomroomofficial NEW : The Boom Room NON-STOP. No talking, just music! www.theboomroom.nl

The Boom Room 399 live from Toffler indoor, Rotterdam! Broadcast date: February 26st For more info and Selected tracklist visit www.facebook.com/theboomroomofficial NEW : The Boom Room NON-STOP. No talking, just music! www.theboomroom.nl

The Boom Room 399 live from Toffler indoor, Rotterdam! Broadcast date: February 26st For more info and Selected tracklist visit www.facebook.com/theboomroomofficial NEW : The Boom Room NON-STOP. No talking, just music! www.theboomroom.nl

Toffler, Famous Club In Rotterdam, downstairs to Techno. Let's see if I can make it bounch.. This mix comes from my mixes" The Wave " (also refering to Alvin Toffler)and this is #35. Enjoy

Deborah Westphal has guided our era's top minds and leaders to challenge biases, ignite ideas, and build connections and resilience for a secure and sound future. Her career spans more than 30 years, government agencies and Fortune 100 companies, and virtually every continent. In 1999, Alvin Toffler tapped her as one of the founding members of his eponymous consulting firm, Toffler Associates. From 2007 through 2018, she served as the firm's CEO. Through her work, she has guided notable organizations including Lockheed Martin, Northrop Grumman, Marriott, U.S. Air Force, Baxter International, Bayer, Heinz, Microsoft, Koppers, PPG, DARPA, National Security Agency, Loral Space Systems, NASA, Qwest, Verizon, and Westinghouse. Deborah's empathetic and thought-provoking style helps leaders spot patterns that signify future risks and opportunities. She's a sought-after speaker and writer who provided the Foreword to After Shock. Deborah is a world traveler who enjoys time with her son and running in the mountains. What We Discuss with Deborah Westphal in this Episode The curiosity of a futurist The work of Alvin Toffler Advancing technology and humanity The power of “What if” questions Convergence and the forces converging right now Questioning the assumptions you have Business trends and how to prepare for the future Honeywell and making plastics recyclable From shareholders to stakeholders Are electric cars really clean? The impact of the internet on the environment Practical solutions for leaders How travel shapes our perception and understanding The importance of Antarctica to humanity How the environment impacts your critical supply chain Episode Show Notes: https://tinyurl.com/2c285jfx 

Hi Everyone, welcome back to Serenbe Stories. Today we're bringing you an episode from my podcast Biophilic Solutions, because it features one of Serenbe's residents, Sarah Milligan-Toffler. Sarah is the President and CEO of the Children and Nature Network, an organization created by Richard Louv, that reconnects kids and fails with nature. In this episode, Sarah, my co-host Jennifer Walsh, and I discuss nature's impact on brain development in early childhood, ways that we might reimagine the traditional schoolyard, and the historic barriers that have prevented underserved communities from enjoying nature's benefits. We also dive into the tools that city officials and engaged citizens alike can use to advocate for the rights of all children have local and safe access to the outdoors. Enjoy this special interview with our neighbor Sarah.Show Notes:About the Children & Nature NetworkUrban Nature: Promoting Nature in Cities, Children & Nature NetworkCreating Systems Level Change in Cities: A Toolkit, Children & Nature NetworkAdvancing Equity in Children's Connections to Nature, Cities Connecting Children to Nature (Children & Nature Network + National League of Cities)The Urgent Case for Green Schoolyards During and After Covid-19, by Sarah Milligan-Toffler and Richard LouvTo Build a Healthier City, Atlanta is Opening its Schoolyards to Everyone, by Monica Humphries (Nationwell)Policy Spotlight: Georgia Creates Outdoor Learning Committee (National Caucus of Environmental Legislation)How the City of Grand Rapids Became a Leader in Connecting Children to Nature, by Alejandra Pallais (National League of Cities)We're Here, You Just Don't See Us, by Latria Graham (Outside)Register for Sum of Us: A Conversation with Heather McGee and Dr. Gail Christopher, presented by the Children & Nature Network (June 10, 2021 at 1:00pm).Biophilic Solutions Promo

At Wearthy, we are in what feels like our first steps down the never-ending trail of impacting early childhood development, so we are welcoming into the studio a couple of game-changers from the United States who have come together to make a huge impact in connecting more children and communities with nature. Sarah Milligan-Toffler is the president and CEO of the Children & Nature Network. She is an award-winning nature lover with decades of experience building relationships and establishing vision for improving equitable access to nature for people of all backgrounds and abilities. Dr Robert Blaine is the executive director of the National League of Cities Institute on Youth, Education and Families. Originally pursuing a musical career and becoming conductor for the Mississippi Symphony Orchestra, he is now conducting strategies for cities, towns, villages, children, youth and families to thrive. Lukas, Sarah and Robert enter a delightful and informative conversation about how nature connection increases the wellness of communities, every child's right to outdoor play and envisioning a better life for our children…plus so much more!

Brenda talks with Dr. Toffler and gets and update on Holy Family Catholic Medical Clinic and the Portland Guild of the Catholic Medical Association The post Morning Blend Guest: Dr. William Toffler, Holy Family Catholic Clinic appeared first on Mater Dei Radio.

Hello muusic lovers ,this week , i bring you a set from an asrtist from Netherlands :

Future Shock, the dizzying disorientation brought on by the premature arrival of the future.  Alvin Toffler’s 1965 article https://www.benlandau.com/wp-content/uploads/2015/06/Toffler-1965-The-future-as-a-way-of-life.pdf (“Future As A Way of Life “ ) breaks down what rapid changes in culture look like and what sort of impact this has on human beings and society. In his writing, Toffler argues that we need to build the habit and skill sets required to predict what may lie ahead. An unwillingness or inability to do this will essentially lead to people walking around - blindly - asleep to what is coming and therefore susceptible to the phenomenon of future shock.  We explore how to frame this phenomenon and how it could impact our environment, personal relationships and the economy. Hosts:https://my.captivate.fm/instagram.com/shipwreckflo ( Folarin) &https://my.captivate.fm/instagram.com/osayixc ( Osayi)

Dr. Bill Toffler, a family physician from Portland, OR who was fired from his practice for treating his patients with the same respect and dignity he had for many years, talks about how his faith led to him being marginalized and what Catholics in the healthcare community need to know about standing up for their conscience rights.

GEM FM 148 - Secret Cinema B2B SAMA at Toffler Rotterdam by Secret Cinema

Een nieuwe 078 PODCASTS dient zich alweer aan! Deze drie-en-zestigste podcast is in elkaar gemixt door Wouter, bekend als techno DJ: @Conjecture. Hij stond al een tijdje op ons verlanglijstje voor een podcast en de timing van zijn inbreng kan niet beter. En wel om de hele toffe reden, namelijk met een dikke link naar het event Nachtwacht waar Cønjecture zijn opwachting maakt. Dit nieuwe techno concept van Dordtse bodem zal haar primeur 15.02.2020 in Bibelot beleven. We supporten dit soort initiatieven maar al te graag! De DJ mix door Cønjecture is een selectie van donkere en industriële techno sounds. Wij snappen wel dat hij diverse Toffler contesten heeft gewonnen! ENJOY

LEGGI "Spinoza & Popcorn": https://amzn.to/2QeerDW Uno dei disagi del nostro tempo deriva da ciò che Bauman chiamava "società liquida": un mondo in cambiamento continuo ci rende dispersi. Ma le cose, secondo me, non stanno così, proviamo a ragionare sul concetto di "adattamento"! Prossimi eventi: https://riccardodalferro.com/eventi/ Sostieni il progetto: https://www.patreon.com/rickdufer Newsletter: http://eepurl.com/c-LKfz Elogio dell'idiozia: https://amzn.to/2J9WwKZ (versione ebook: https://amzn.to/2xSsoOD) Youtube: http://bit.ly/rickdufer Instagram: https://www.instagram.com/rickdufer/ Facebook: https://www.facebook.com/rickdalferro/ Il meglio di Daily Cogito (per nuovi ascoltatori): http://bit.ly/bestofDC Daily Cogito: ogni mattina alle 7. L'unica dipendenza che ti rende indipendente. Daily Cogito è ascoltabile e scaricabile dalle seguenti fonti:Canale Youtube: https://www.youtube.com/c/dailycogitoSpotify: http://bit.ly/DailySpoty iTunes: http://bit.ly/dailytunesLa sigla è opera di Dino Bastiani (musica): http://bit.ly/dinobastiani Francesca Consalvi (voce): http://bit.ly/fconsalvi

Jimmy Barrett and Shara Fryer take you through the stories that matter on the morning of 10/14/2019, including: Hood County calls itself a 'Second Amendment sanctuary county.’ The resolution says that they will not enforce any restriction that infringes on the Second Amendment. The intellectual class across the West—encompassing its universities, media, and arts—is striving to dismantle the values that paced its ascendancy. Europe, the source of Western civilization, now faces a campaign, in academia and elite media, to replace its cultural and religious traditions with what one author describes as a “multicultural and post-racial republic” supportive of separate identities. The increasingly “woke” values of the educated upper classes reflect, as Alvin Toffler predicted almost half a century ago, the inevitable consequence of mass affluence, corporate concentration, and the shift to a service economy. The new elite, Toffler foresaw, would abandon traditional bourgeois values of hard work and family for “more aesthetic goals, self-fulfillment as well as unbridled hedonism.” About half of millennials and 75 percent of Gen Zers have quit their jobs for mental health reasons, according to a new study conducted by Mind Shares Partners, SAP and Quatrics. Increasingly, employees (about 86 percent) want their company to prioritize mental health. Despite that — and the fact that mental health conditions result in a $16.8 billion loss in employee productivity — the report found that companies are still not doing enough to break down the stigma, resulting in a lack of identification in workers who may have a mental health condition. Up to 80 percent of individuals will manage a mental health condition at one point in their lifetime, according to the study. A fortified border wall is a powerful deterrent to illegal migration. Probably more powerful is the lure of a porous, loophole-riddled immigration system that attracts aliens who know they can live and work in America for months or years until a backlogged court system finally hears their cases. The wall is being built, despite aggressive opposition. Now the immigration system is getting a much needed overhaul. Trump just quietly cut legal immigration by up to 65%. When it goes into effect November 3, the proclamation will make getting into the US much harder for immigrants sponsored by family members, the phenomenon Trump has excoriated as "chain migration."

The buzz: “Reconceiving the car as a highly personalized and powerful digital device…calls for educating, developing and rewarding young engineers who think differently” (PwC). Fortune's 100 Best Places to Work (2018) did NOT include any traditional automakers or automotive suppliers, while many technology and Silicon Valley-based companies ranked high. Surprised? With the growing integration of the automotive and tech industries, automotive needs to attract and retain qualified talent. But how? The experts speak. Kristin Dziczek, CAR: “You may be a business man…But you're gonna have to serve somebody.” (Bob Dylan). Ellen Sasson, SAP: “You can get everything in life you want if you will just help enough people get what they want” (Zig Ziglar). Kerry Brown, SAP: “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn” (A. Toffler). Join us for Automotive Shifting: Seeking New Talent and Organizational Culture.

The buzz: “The future is already here”? Tired of the hearing this? We are, too. That was yesterday's future. Today's future hasn't happened. After 7.5 years and 372 episodes heard by millions around the globe, Coffee Break with Game-Changers will be reborn as Technology Revolution: The Future of Now, produced and hosted by me, Bonnie D. Graham, in partnership with VoiceAmerica.com. Today you'll get a preview of the new show with 4 savvy futurists. Frank Diana, TCS: “The longer you can look back, the farther you can look forward” (W. Churchill). Gray Scott, Futurist: “One of the definitions of sanity is the ability to tell real from unreal. Soon we'll need a new definition” (A.Toffler). Kai Goerlich, SAP: “Consistency is the playground of dull minds” (Yuval N. Harari). J. Paul Duplantis, Emergentweb.org: “The self is not something ready-made, but something in continuous formation through choice of action (John Dewey). Join us for Preview for Technology Revolution: The Future of Now!

The buzz: “The future is already here”? Tired of the hearing this? We are, too. That was yesterday's future. Today's future hasn't happened. After 7.5 years and 372 episodes heard by millions around the globe, Coffee Break with Game-Changers will be reborn as Technology Revolution: The Future of Now, produced and hosted by me, Bonnie D. Graham, in partnership with VoiceAmerica.com. Today you'll get a preview of the new show with 4 savvy futurists. Frank Diana, TCS: “The longer you can look back, the farther you can look forward” (W. Churchill). Gray Scott, Futurist: “One of the definitions of sanity is the ability to tell real from unreal. Soon we'll need a new definition” (A.Toffler). Kai Goerlich, SAP: “Consistency is the playground of dull minds” (Yuval N. Harari). J. Paul Duplantis, Emergentweb.org: “The self is not something ready-made, but something in continuous formation through choice of action (John Dewey). Join us for Preview for Technology Revolution: The Future of Now!

This week on Sinica, China-watching wunderkind Julian Gewirtz joins Kaiser and Jeremy to chat about his recent paper on the American futurist Alvin Toffler (author of Future Shock and The Third Wave), who found a surprisingly receptive audience in the China of the early 1980s. His ideas on the role of technology in modernization were widely embraced by leaders of China's reform movement — including both Dèng Xiǎopíng 邓小平 and his right-hand man, Zhào Zǐyáng 赵紫阳. Julian describes how Toffler came to the attention of the reformers, and discusses the lasting impact of his influence. 11:51: As the Cultural Revolution ended, Chinese officials and intellectuals began to look for ideas that could breathe new life into the Chinese intelligentsia and bureaucracy. A translator named Dǒng Lèshān 董乐山 went to the United States, repeatedly came across The Third Wave, and subsequently invited Toffler to come to China. And so he did, with many copies of his book. One thing led to another, and Toffler’s work came under the gaze of the State Council and Zhao Ziyang himself. Jeremy reflects, “This is, in some ways, a story of China for foreigners in the 1980s and 1990s — you could have any shtick if you were a hustler. You could arrive in Beijing with your books and hand them out. The next thing, the Politburo is listening to you. Those days are long gone.” 15:35: In writing his first book, which focused extensively on economists, Julian came across Alvin Toffler’s name repeatedly. Upon delving further into research for his paper on Toffler, he got a bit more than he expected: “To be totally frank, I did not expect, when I started looking into it, that I would end up finding a story, from the Chinese perspective, of very significant interest that was more than just an intellectual craze or fad, but that really connected to fundamental questions about technology policy, how the Chinese state should support new technologies, and in a sense, the future that the Chinese leadership was envisioning for China itself.” 22:31: Technology policy, and mastering the implementation of such policy, has been a focus for Chinese leadership stretching to the beginning of reform and opening. Julian explains the importance of science and technology policy as China opened to the world: “We see a global information technology revolution occurring, and worry among Chinese leaders that, just as they’re opening to the world, just as China is beginning its process of catching up, maybe they’ll be left behind again. And the impetus to try to get ahead of the information technology revolution, which is one of the central goals that Deng and Zhao work on together, is, I think, a crucial aspect of the 1980s that we haven’t really understood so well thus far.” 32:21: Science and technology are venerated in China in a way that draws a stark contrast with the United States. “The nerds are the jocks in high school,” says Jeremy, to which Kaiser remarks, “Exactly. But they don’t ride by in the Camaro and shout, ‘Jock!’” Julian explains what this means on a broader scale: “We need to begin by looking at [Chinese technology] on its own terms, before we import our own ideas onto it. The reason that studying the transnational flow of ideas, someone like Toffler becoming big in China — the reason that can be so revealing, I think, is that it allows us to accentuate dimensions that differ or are unusual, or are surprising to observers from outside, again centering on that Chinese perspective, the Chinese leadership’s view of these things, and how certain ideas play there in a different way than how they play in the United States.” Recommendations: Jeremy: A 2006 People’s Daily interview with Alvin Toffler, who, contrary to popular belief, has some interesting ideas. Julian: Poems by W. S. Merwin, “The Hydra” in particular, and Nine Continents: A Memoir In and Out of China, by Xiaolu Guo. Kaiser: Enlightenment Now: The Case for Reason, Science, Humanism, and Progress, by Steven Pinker, and “The Two Cultures,” an essay by C. P. Snow.

The Boom Room 251 Broadcast date: March 30th, 2019

The Boom Room 250 Broadcast date: March 30th, 2019 A Miami WMC special with all the heavy hitters, Paul Oakenfold, Cassy, John Digweed, Todd Edwards, 2000 and One. Boom!

Celebrating its 20th anniversary, the deviants of Welcome 2 Show; The Clintoris, The Guch, and The Devoslack sit down to watch Ravenous!   How to enjoy this episode: Crack open a beer Grill a piece of meat ULTRA MEDIUM-RARE Drink and eat bloody meat   Need to Watch The Movie? Hit these links to rent or buy a copy and watch along with us! (Please note that by purchasing through one of these links, you are directly supporting Welcome 2 Show, and we truly appreciate it!)   Amazon: https://amzn.to/2TDaF8D iTunes: https://apple.co/2O1rFPP   Deviant Casting Director Robert Carlyle is a perfect villain, but I’d love to see someone like Samuel L Jackson try on the role. Maybe Tilda Swinton? John Boyd is a man struggling with his demons, and those demons are the need to eat people. Neal McDonough is a badass, the scene with him in the river is insane.   Deviant Script Doctor The “main” cast is wiped out within the first half of the movie.   It’s Just so Ridiculous! There’s no fucking way Guy Pierce survives that jump right? Dude had a nasty compound fracture, wouldn’t he have gotten gangrene or something?   Colonel Ives is so nonchalant, pragmatic about it, feeding the chickens, holding someone’s skeleton hand, ridiculous lol   The Kim Coppola AwardAwarded to the Finest Worst Actor of the Film The Guch - David Arquette Devo - David Arquette - “Sometimes I just hate his face.” The Clintoris - Jeffery Davies Overall - David Arquette Deviantly Repeatable Quotes “HE WAS LICKING ME!” - Toffler   “Breakfast, lunch and reinforcements.” -     Col. Ives / F.W. Colqhoun   Deviant Remake There has to be an industry-wide statute of 20-30 years before you even think about a re-make, and I think it’s about time that we can see Ravenous re-invisioned. Maybe a more modern take? A modern war? Go more sci-fi? Zombies vs Cannibals? Deviant-Worthiness 1,000 times yes, please watch this movie. Movie Details Directed by Antonia Bird Produced by Adam Fields, David Heyman, Tim Van Rellim Written by Ted Griffin   Starring    Guy Pearce Robert Carlyle Jeremy Davies Jeffrey Jones John Spencer Neal McDonough David Arquette   Music by Michael Nyman, Damon Albarn Cinematography Anthony B. Richmond Production company Heyday Films Distributed by 20th Century Fox Release date March 19, 1999 Running time 100 minutes Budget $12 million Box office $2,062,405   About Our Sponsor No sponsors yet! Would you like to sponsor our show?   Show Links Follow Welcome 2 Show on Twitter: @welcome2show   Welcome 2 Show Review Scores The Guch - 7 Devo - 8 The Clintoris - 9 Overall - 8 Subscribe You can subscribe to Welcome 2 Show on iTunes, Stitcher, and Spotify. If you enjoyed this episode make sure to listen to others here.   Join the Conversation! Make sure to join the conversation on Twitter using #welcome2show. If you enjoyed this episode then make sure to listen to others!   Disclaimer The views, thoughts, and opinions expressed in this podcast belong solely to the host and guest speakers and are not necessarily representative of the views, thoughts, and opinions held by The Social Deviants.

In this episode, Angie talks with human-centric leader, futurist, and CEO of Toffler Associates, Deborah Westphal. Westphal shares the history and legacy of Toffler Associates and provides insights into their mission to help organizations understand the dynamics of change, plan their way to the future, and adapt. She explains four macro-drivers that are causing uncommon disruption and influencing everything we know about organizations. Westphal also explores very important questions and assumptions about power structures, technology, and societal values and advocates for leaders to focus on people, rather than processes or technology. Help support Human Current by becoming a Patron of the show!

In this episode preview, we share a clip from our interview with Deborah Westphal, a human-centric leader, futurist and the CEO of Toffler Associates. Westphal talks about the importance of reorganizing business for the future so there is less emphasis on processes and technology and more emphasis on people and the values and questions they bring into the workplace. 

DCR430 – Drumcode Radio Live - Marco Faraone Live from Toffler, Rotterdam. Drumcode Radio Live this week is a live mix from Marco Faraone at Toffler, Rotterdam.

50:HERTZ is a weekly techno radio show kicked off in April of 2016 and hosted by Mitch De Klein, Full On Funk, IGor, Janick Megroot, David Leese, Keffish, YEZPR & Ennik. 50:HERTZ is broadcasted on Thursday nights on Deep FM (NL - 20h >> 22h) and on Friday nights on Diesel FM (USA - 6PM >> 8PM). Powered by Airborne Black they're taking their edge on techno all over the world. 1st Hour Host: "Janick Megroot" (@janickmegroot) 1. Dast - Phantom @etruriabeat 2nd Hour Guest: Maikoo(@maikoo-dj) Maikoo is a rotterdam based DJ with much love for the darker and harder techno. Beside playing under the name Maikoo he is also the other half of the succesfull duo Project Paradox. Maikoo played at very famous rotterdam venues like the Maassilo and Toffler. Follow Maikoo: @maikoo-dj facebook.com/maikoo.dj Follow Janick Megroot: facebook.com/janickmegroot instagram.com/janickmegroot @janickmegroot Follow All The 50:HERTZ Hosts: @full-on-funk // @djdavidleese // @janickmegroot // @mitchdeklein // @igormusic // @keffish // @yezpr // @ennik Follow 50:HERTZ facebook.com/50hertz.official @50hertz-radioshow Follow Airborne Black: facebook.com/AirborneBlackOfficial Follow Deep Radio: www.deep.radio facebook.com/DeepRadioNL Follow Diesel.FM: www.diesel.fm diesel.fm/technoplayer/ facebook.com/DIESELFM twitter.com/Diesel_Fm @dieselfmradio

50:HERTZ is a weekly techno radio show kicked off in April of 2016 and hosted by Mitch De Klein, Full On Funk, IGor, Janick Megroot, David Leese, Keffish, YEZPR & Ennik. 50:HERTZ is broadcasted on Thursday nights on Deep Radio (NL - 20h >> 22h) and on Friday nights on Diesel FM (USA - 6PM >> 8PM). Powered by Airborne Black they're taking their edge on techno all over the world. 1st Hour Host: "Ennik" (@Ennik) Tracklist: 1. Nicole Moudaber - Your love picks me up (Original Mix)- [@Truesoul] 2. Sidney Charles - So deep (Original Mix) - [@Truesoul] 3. Pablo Say - Green Melody (Original Mix) - [@Truesoul] 4. Devilfish - Manalive (Jon Rundell remix) - [@Bush-records] 5. Hot since 82 - Veins (Original Mix) - [@Truesoul] 6. Mark Reeve - New path (Original Mix) - [@Truesoul] 7. Jon Rundell - Knick Knack (Original Mix) - [@Intec-digital] 8. Dast - Ixor (Pig&Dan remix)- [@Etruriabeat] 9. Bastinov - Space Programmer (Original Mix) - [@Etruriabeat] 10. Bastinov - Solar System (Original Mix) - [@Etruriabeat] 11. Skober - Self Embodiment (Original Mix) - [@TerminalM] Featured artists: @nicolemoudaber// @hurricane-kid // @Pablo-Say // @Devilfish // @hotsince-82 // @MarkReeve // @Jon-Rundell // @daniele_strazzullo // @Bastinov // @Skober // @Pig-and-Dan 2nd Hour Guest: JSPR (@JSPR) JSPR is one of those artist who has done it all. Released on the biggest labels such as M-nus, Elevate and SCI+TEC, played on festivals like Dockyard and rockt the boat in clubs like The Toffler. Folow him to stay onpoint on the latest melodic groove beats. Folow JSPR: https://www.beatport.com/artist/jspr/326555 https://www.facebook.com/DJJSPR/ https://soundcloud.com/jspr Folow ENNiK: https://www.facebook.com/Enniksounds/ https://soundcloud.com/ennik https://www.instagram.com/lazy.ennik/ Follow All The 50:HERTZ Hosts: @djdavidleese // @janickmegroot // @mitchdeklein // @igormusic // @keffish // @yezpr // @ennik // @full-on-funk Follow 50:HERTZ facebook.com/50hertz.official @50hertz-radioshow Follow Airborne Black: facebook.com/AirborneBlackOfficial Follow Deep Radio: www.deep.radio facebook.com/DeepRadioNL Follow Diesel.FM: www.diesel.fm diesel.fm/technoplayer/ facebook.com/DIESELFM twitter.com/Diesel_Fm @dieselfmradio

Introduction: (0:11-1:12) Present Futures: Future of Cities: (1:13-14:33) Present Futures: Mega Research Centers: (14:37-26:19) PaleoFutures - Alvin Toffler:  (26:26-37:02) FizBiz- Investing in Space: (37:04-56:19) Guest- Joe Tankersley - Using Futures Studies to Tell Stories (56:25-1:38:33)

Deb Toffler, LCSW, arrived at Dana-Farber 12 years ago and is currently the director of patient and family programs and services. In this role, Deb supervises 12 staffers that run programs including: the resource center, pharmacy resource, patient navigation, patient assistance, volunteer services, 1:1 support, patient and family advisory council, and more. Deb's job is to help support patients and families through a variety of programs and services that support emotional wellbeing and financial needs to help provide access to care. She loves Dana-Farber because of the patients, their families and staff that are so committed to supporting them. She has the following message for listeners: “Now more than ever, cancer care is expensive and overwhelming. Dana-Farber is truly on the cutting edge and unique in caring for the whole patient – not just providing clinical care. Dana-Farber is committed to providing support in every aspect of life impacted by cancer and we can't do this without the support of donors. It's a privilege to be able to help patients in this way. We take patients' needs seriously. We work to help them each and every day.”

Today’s guest is the co-founder & former CEO of AOL Steve Case. In his new book THE THIRD WAVE: AN ENTREPRENEUR’S VISION OF THE FUTURE, Steve describes the third wave of the internet’s evolution in which the internet is going to be ingrained in every aspect of our lives and he talks about the business sectors that stand to benefit most. He’ll discuss the key factors that will separate the successful startups from the failures and why disruptive industries won’t necessarily spring up in Silicon Valley but all over the country. He’ll reminisce about the early days of the internet and the lessons learned as he took AOL from an idea that no one even knew they wanted to the biggest merger in business history. If you enjoyed today’s episode, order THIRD WAVE: AN ENTREPENEUR’S VISION OF THE FUTURE on Amazon or download the audiobook for free through a special trial offer just for our listeners at www.audibletrial.com/kickassnews.com. You can follow Steve Case at www.revolution.com or on Twitter at @SteveCase. Please subscribe to KickAss News on iTunes and leave us a review. You can also help us reach our fundraising goal for this year and donate at www.gofundme.com/kickassnews. Or go to the website for the show at www.kickassnews.com and click on the donate button.  Be sure to take our listener survey at www.podsurvey.com/kick Thanks for listening!

Franky Rizardo presents Flow Episode ▽156 live from Toffler Rotterdam The post FLOW 156 (Live From Toffler Rotterdam) – 09.10.2016 appeared first on Franky Rizardo presents Listen to FLOW.

Today’s guest is the co-founder & former CEO of AOL Steve Case. In his new book THIRD WAVE: AN ENTREPRENEUR’S VISION OF THE FUTURE, Steve describes the third wave of the internet’s evolution in which the internet is going to be ingrained in every aspect of our lives and he talks about the business sectors that stand to benefit most. He’ll discuss the key factors that will separate the successful startups from the failures and why disruptive industries won’t necessarily spring up in Silicon Valley but all over the country. He’ll reminisce about the early days of the internet and the lessons learned as he took AOL from an idea that no one even knew they wanted to the biggest merger in business history. If you enjoyed today’s episode, order THIRD WAVE: AN ENTREPENEUR’S VISION OF THE FUTURE on Amazon or download the audiobook for free through a special trial offer just for our listeners at www.audibletrial.com/kickasspolitics.com. You can follow Steve Case at www.revolution.com or on Twitter at @SteveCase. Please subscribe to KickAss Politics on iTunes and leave us a review. You can also help us reach our fundraising goal for this year and donate at www.gofundme.com/kickasspolitics. Or go to the website for the show at www.kickasspolitics.com and click on the donate button. Thanks for listening!

Norm Blumenthal attorney for workers and consumers. Selected as the one of the Top Attorneys in Southern California. Regular contributor on Money For Lunch. Lori Zeltwanger, PT best selling author of Answering the Call, with her contribution on Pelvis Wellness.   She is a licensed physical therapist and owner of Advanced Release Therapy in Sedona, AZ. Lim Cher Hong Chartered Financial Consultant from Singapore who has been in the banking and insurance industry for the last 11 years. He has received many awards such as million dollar round table and recently been recognised as America Premier Expert in providing financial guidance. He is an author and public speaker on achieving financial success Toffler Niemuth Founder and still the owner of two international businesses. She knows a thing or two about starting and growing a business. Toffler spent six years in Asia, five of which were in Mainland China, where she absorbed the Chinese entrepreneurial spirit and started her first business. Now she focuses on her health/wellness company, World Vitae, and growing sales and brand recognition around the world of her award-winning wellness tea blend, Belight Tea, found at BelightTea.com

Visit: http://www.rushkoff.com/ Topics: Futurism & Toffler, Zombies, Humaness, Chronos, Kairos & The Now, Kurzweil & The Cloud Cult, Miley Cyrus & Madonna

Future Shock: Back in 1970, Alvin Toffler's book "Future Shock" envisioned a future human civilization outpaced, overstimulated and mentally stunned by relentless technological and social change. Today, we live in the very future Toffler warned everyone about. How did his predictions hold up and how can we stave off the terrors of future shock? Find out in this two-part episode of Stuff to Blow Your Mind. Learn more about your ad-choices at https://news.iheart.com/podcast-advertisers

Future Shock: Back in 1970, Alvin Toffler's book "Future Shock" envisioned a future human civilization outpaced, overstimulated and mentally stunned by relentless technological and social change. Today, we live in the very future Toffler warned everyone about. How did his predictions hold up and how can we stave off the terrors of future shock? Find out in this two-part episode of Stuff to Blow Your Mind. Learn more about your ad-choices at https://news.iheart.com/podcast-advertisers

http://thesyncbook.com/42minutes#Ep104 Present Shock: When Everything Happens Now http://www.rushkoff.com Topics: Futurism & Toffler, Zombies, Humaness, Chronos, Kairos & The Now, Kurzweil & The Cloud Cult, Miley Cyrus & Madonna.

As a futurist, Thomas Frey stands shoulder-to-shoulder with such well-known contemporaries as John Naisbitt, Alvin Toffler and Ray Kurzell.  In fact, according to Google's highly prized ranking system, Frey is America's #1 rated futurist speaker. He's also the exclusive guest on this week's edition of Monday Morning Radio. Frey is executive director and senior futurist at The DaVinci Institute, which he launched in 1997.  Among his intriguing Monday Morning Radio forecasts: As early as 2020, 40% of all jobs in America will be project-based, as the United States evolves into a full-fledged "freelance economy."   Moreover, many of these project-based workers will locate and affiliate in so-called Business Colonies, where assignments will be carefully meted out to those with highly specific skill sets.    While heads of state and Fortune 500 CEOs regularly consult futurists, Frey is an advocate of using his skills - including 15 years at IBM as an award-winning engineer and designer - to benefit small business owners and entrepreneurs. p.s.  In case you're not already impressed, Frey qualifies for the elite Triple Nine Society, representing those few among us with I.Q.s above the 99th percentile.   Frey is interviewed by Wizard Academy faculty member Dean Rotbart and wealth management expert David Biondo.  Dean and David are co-hosts of the weekly Business Unconventional radio news magazine broadcast on 710 KNUS AM in Denver. Be sure to follow B. Unconventional on Twitter: @BUnRadio and subscribe to Roy H. Williams's Monday Morning Memo.  The best things in life really are free! Monday Morning Radio Run Time: 30 mins 43 secsPhoto: Thomas Frey, The DaVinci Institute

--{ The Guiding Causality of "Your" Reality: "World Future is Managed by Those with Verbosity, Who Also Bring Us Anticipatory Democracy, Always Gauging Future, On Patrol, So Things to Come are Under Control, Resource-Based Taxes, Systems We'll Hate, Published in 'New Age Politics,' 1978, Backed by Toffler's 'The Third Wave,' Fascii Marries Hammer-Sickle, New Rave, Public Ask 'When's All This Due?' Oblivious They've been Living Through The Greatest Changes for Many Years, Yet Sudden Understanding Fills Their Fears, All Their Lives They've been in Training, Gorging Predictive Programming, So Entertaining" © Alan Watt }-- World Management - Genetic Enhancement, Cloned Types - Biological Changes, Allergies, Asthma, Cancer - Depopulation Agenda. Futurist Society, Science Fiction, Programming for Future - Novels, Fiction - Fabian Society - Parallel Government, Newt Gingrich, Alvin Toffler, Al Gore - The Third Way, Plato. Synthesis of Communism and Capitalism - "Third Wave" Civilization - "Anticipatory Democracy" - Chretien's "Little Red Book". Bureaucracy, New Feudal System, Technocrats, Lobbying - "New Age Politics", Global Governance, Redistribution of Wealth, Resource Taxation - Kissinger, NAFTA, GATT. Al Gore, Carbon Offset Investment Scam (Buys from Himself) - "Evolved" Guardian Class - Armand Hammer. Predictive Programming - "The Happening" movie, "Too Many People" and Nature Strikes Back - TV, Hollywood, Stampeding Human Herd. Dehumanization, Medical System - Surveillance, Searches, School Training. Toffler's "Future Shock" - CIA, Employed Writers - Corporations, Consensus Building, "Going Green", Politically Correct Concepts - Nationalism, British Empire - Debasement. (Articles: ["Gingrich, Toffler, and Gore: A peculiar trio" by Steve Farrell (enterstageright.com) - July 9, 2001.] ["Media Ignore Al Gore's Financial Ties to Global Warming" by Noel Sheppard (newsbusters.org) - March 2, 2007.] [" 'Put your dead baby in the fridge': What nurse told mother who suffered miscarriage" by Daniel Bates (dailymail.co.uk) - May 1, 2009.] ["Jacqui Smith's secret plan to carry on snooping" by David Leppard and Chris Williams (timesonline.co.uk) - May 3, 2009.]) *Title/Poem and Dialogue Copyrighted Alan Watt - May 4, 2009 (Exempting Music, Literary Quotes, and Callers' Comments)

Melvyn Bragg discusses the social and economic consequences of the information revolution. There are now more than 200 million people connected to the internet world-wide. The world's biggest ever merger has just seen Time Warner united with the internet service provider America Online, and in the United States alone it is predicted that transactions conducted in cyberspace will account for 327 billion dollars worth of business by 2002. Should we be pleased? Is it the ‘third wave' as Dr Toffler predicted in 1980 - after the first wave, the agricultural revolution about 8000 BC and then the second, the Industrial Revolution three centuries ago.Is this change going to alter our society radically, empowering the individual and offering greater choice, or will information technology lead us into a dark age for society that destroys democracy, the work-place and family life? With Charles Leadbeater, Demos Research Associate and author of Living On Thin Air: The New Economy; Ian Angell, Professor of Information Systems, London School of Economics and author of The New Barbarian Manifesto: How to Survive the Information Age.

Melvyn Bragg discusses the social and economic consequences of the information revolution. There are now more than 200 million people connected to the internet world-wide. The world’s biggest ever merger has just seen Time Warner united with the internet service provider America Online, and in the United States alone it is predicted that transactions conducted in cyberspace will account for 327 billion dollars worth of business by 2002. Should we be pleased? Is it the ‘third wave’ as Dr Toffler predicted in 1980 - after the first wave, the agricultural revolution about 8000 BC and then the second, the Industrial Revolution three centuries ago.Is this change going to alter our society radically, empowering the individual and offering greater choice, or will information technology lead us into a dark age for society that destroys democracy, the work-place and family life? With Charles Leadbeater, Demos Research Associate and author of Living On Thin Air: The New Economy; Ian Angell, Professor of Information Systems, London School of Economics and author of The New Barbarian Manifesto: How to Survive the Information Age.