THIS WEB SITE DEMONSTRATES MY THINKING & PRACTICE AROUND DESIGNING AND IMPLEMENTING INFLUENCING STRATEGIES
The practice of game theory and chaos in dealing with organisations of any size and power.
ON THE GLOBAL MOSAIC PORTAL
Kevin R Beck
The founders of Game Theory are John Von Neumann and Oskar Morgenstern who published the book The Theory of Games and Economic Behavior in 1944.
The most common utilisation of game theory is in international relations, nations interact by trying to predict other nation's reactions to their decisions.
When Game Theory is adapted to corporate and political strategic models the strategist will map the interactions of all the players. The game tactician sees the people in the system model as players, and attempts to determine their likely actions and responses according to the information that is known.
At the most abstract level the strategist will define all of the possible coalitions that are active in the ecosystem in which the model is based. The strategist thinks only in terms of the self-interest of the parties; and will ignore the bureaucratic or empire model of any authority in the corporate or political world.
The strategist will howver presume that the constituents within the ecosystem are subject to rules, processes and procedures and the direction of a higher authority. The object is to get the individuals within to react and to deploy resources, change direction or seek retribution or sanction. The real game strategist will have a thorough knowledge opf these rocesses, procedures and systems operations and will use them. The organisation that is most bureaucratic or micro controlled is the most at risk of game tactic disruption.
“It’s almost impossible for the human brain to produce a really fresh and unique thought. Every thought, opinion or idea is somehow connected to previous concepts stored in the brain.” Because of this, we are often unable to see the solution to a problem although it stares us in the face. We are too connected to what we knew previously. We not only can’t let it go, but we try very hard to anchor around it to explain what is going on.
Fixedness is insidious. It affects how we think about and see virtually every part of our lives.
At work, we have fixedness about our products and services, out customers and competitors, and our future opportunities.
The most damaging form of fixedness is when we are stuck on our current business model. We cannot see past what is working today. We stop challenging our assumptions. We continue to believe what was once true is still true. In the end, it is this perpetual blind spot that is most dangerous to our innovation potential." (Source: Fixedness: A Barrier to Creative Output Only a cognitive tool can help us see past our fixedness. Posted Jun 26, 2013, Drew Boyd)
The original theory of disruption, now known as new market disruption, was detailed in Christensen’s seminal paper Disruptive Technologies: Catching the Wave and expanded on in the classic book The Innovator’s Dilemma. Based primarily on a detailed study of the disk drive industry, the theory of new market disruption describes how incumbent companies ignore new technologies that don’t serve the needs of their customers or fit within their existing business models. However, as the new technology, which excels on completely different attributes than the incumbent’s product, continues to mature, it eventually takes over the market. (Disruption Theory Need Not Apply THE DAILY TECHPINION, BEN BAJARIN, November 26th, 2014)
In The Innovator’s Dilemma, Christensen argued that as companies focus their attention on their best and most reliable customers, they can all too easily overlook the threat of disruption from young upstart competitors. Those competitors, exercising their creativity, develop innovative capabilities and reach customers that the incumbents ignore. Sooner or later, the upstarts steal the market with their better, less-expensive new ways of solving customers’ problems.
Christensen has always had an entrepreneurial bent, and this clearly colors his approach. Before arriving at Harvard Business School, he founded the CPS Technologies Corporation, a manufacturer of thermal management materials (originally called the Ceramics Process Systems Corporation), and he is a cofounder of a small Boston-based consulting firm called Innosight. His ideas are particularly valuable for established industries that seek to respond effectively to the disruption coming seemingly out of nowhere. In recent years, he has applied this approach to healthcare (The Innovator’s Prescription: A Disruptive Solution for Health Care, with Jerome H. Grossman and Jason Hwang, McGraw-Hill, 2008), education (Disrupting Class: How Disruptive Innovation Will Change the Way the World Learns, with Michael Horn and Curtis W. Johnson, McGraw-Hill, 2008), and, most recently, the personal side of leadership.
Written as a reflection on the fulfillment of life’s purpose after a series of severe medical problems (including cancer and a stroke), Christensen’s most recent book, How Will You Measure Your Life? (coauthored with James Allworth and Karen Dillon, HarperBusiness, 2012), has struck a chord with many business leaders. It links the discipline of managing disruption to the kind of long-term thinking that is necessary if one is to step past today’s pressures and build a strong personal and professional legacy." (Strategy+Business.com, The Discipline of Managing Disruption by Art Kleiner)
Ever since “The Innovator’s Dilemma,” everyone is either disrupting or being disrupted. There are disruption consultants, disruption conferences, and disruption seminars. This fall, the University of Southern California is opening a new program: “The degree is in disruption,” the university announced. “Disrupt or be disrupted,” the venture capitalist Josh Linkner warns in a new book, “The Road to Reinvention,” in which he argues that “fickle consumer trends, friction-free markets, and political unrest,” along with “dizzying speed, exponential complexity, and mind-numbing technology advances,” mean that the time has come to panic as you’ve never panicked before. Larry Downes and Paul Nunes, who blog for Forbes, insist that we have entered a new and even scarier stage: “big bang disruption.” “This isn’t disruptive innovation,” they warn. “It’s devastating innovation.....
The Disruptive innovation is a theory about why businesses fail. It’s not more than that. It doesn’t explain change. It’s not a law of nature. It’s an artifact of history, an idea, forged in time; it’s the manufacture of a moment of upsetting and edgy uncertainty. Transfixed by change, it’s blind to continuity. It makes a very poor prophet. The upstarts who work at startups don’t often stay at any one place for very long. (Three out of four startups fail. More than nine out of ten never earn a return.) They work a year here, a few months there—zany hours everywhere. They wear jeans and sneakers and ride scooters and share offices and sprawl on couches like Great Danes. Their coffee machines look like dollhouse-size factories. They are told that they should be reckless and ruthless. Their investors, if they’re like Josh Linkner, tell them that the world is a terrifying place, moving at a devastating pace. “Today I run a venture capital firm and back the next generation of innovators who are, as I was throughout my earlier career, dead-focused on eating your lunch,” Linkner writes.
His job appears to be to convince a generation of people who want to do good and do well to learn, instead, remorselessness. Forget rules, obligations, your conscience, loyalty, a sense of the commonweal.
If you start a business and it succeeds, Linkner advises, sell it and take the cash. Don’t look back. Never pause. Disrupt or be disrupted. (Source; The Disruption Machine, BY JILL LEPORE, The New Yorker, June 23, 2014)
To counter disruption:
Identify the strengths of your disrupter’s business model;
Identify your own relative advantages;
Evaluate the conditions that would help or hinder the disrupter from co-opting your current advantages in the future.
What are the core aspects of its business model that allows the disrupter o to maintain its performance advantage as it creeps upmarket in search of more and more customers.
Then you attack its weakness, that is its business stratgey, not its product or technology. To do that you use Game Theory.
In statistics, linear regression is an approach for modeling the relationship between a scalar dependent variable y and one or more explanatory variables (or independent variables) denoted X. The case of one explanatory variable is called simple linear regression.
Multiple regression is an extension of simple linear regression. It is used when we want to predict the value of a variable based on the value of two or more other variables. The variable we want to predict is called the dependent variable (or sometimes, the outcome, target or criterion variable).
The variable we are predicting is called the criterion variable and is referred to as Y. The variable we are basing our predictions on is called the predictor variable and is referred to as X. When there is only one predictor variable, the prediction method is called simple regression.
Regression coefficient - when the regression line is linear (y = ax + b) the regression coefficient is the constant (a) that represents the rate of change of one variable (y) as a function of changes in the other (x); it is the slope of the regression line.
Power analysis is the name given to the process for determining the sample size for a research study. The technical definition of power is that it is the probability of detecting a "true" effect when it exists. Many students think that there is a simple formula for determining sample size for every research situation. However, the reality it that there are many research situations that are so complex that they almost defy rational power analysis. In most cases, power analysis involves a number of simplifying assumptions, in order to make the problem tractable, and running the analyses numerous times with different variations to cover all of the contingencies.
For the military it has been applied to tactical decision-making (in particular via the theory of differential games) and in studying global nuclear strategies such as deterrence. In economics, game theory has been used in studying competition for markets, advertising, planning under uncertainty, and so forth. These primary areas of application - war and economics - are where one would expect game theory to be applied, given the values reflected in its concepts. Game theory has also been applied to many other fields, such as law, ethics, sociology, biology, and of course parlour games. In all these applications, a close study of the formulation of the problem in the game theory perspective shows a strong inclination to work from existing values, consider only currently contending parties and options, and in other ways to exclude significant redefinitions of the problems at hand. Presently I will give examples of this inclination, but first it is worth mentioning the principal uses of game theory.
Although game theory has been applied to many situations, it has not been particularly fruitful - at least in terms of its original promise. I see at least three ways in which game theory has proved 'useful'. First, it has to led to practical advice on tactical decision-making in certain well-defined situations, especially in military areas involving missile tracking and similar tasks (where the theory of differential games has led to results equivalent to control theory). Second, it has provided an occupation and amusement for thousands of government bureaucrats, mathematicians, psychologists, and others who have found plenty of funds to study game theory, develop its mathematical ramifications, and play around with bargaining and simulation games.
Third, it has provided a perspective for looking at military and political choices that builds in many values of the status quo, that can be adapted to give nearly any results desired, and which has the appearance of mathematical sophistication. Game theory formulations therefore serve admirably as ex post facto justifications for any decisions or policies that may be adopted by military or political élites. The values built into game theory concepts thus seem to be closely reflected in its areas of primary application (war and economics) and in what it has actually been used for (tactical decision-making, employment of people studying game theory, legitimizing military and political decisions)."
Source: The Selective Usefulness of Game Theory, Published in Social Studies of Science, Vol. 8, 1978, pp. 85-110., Brian Martin
1) A person who subscribes to the philosophy of "Be a Part of the Problem".
2) One who recognizes that most institutions (i.e. education, labor, civil services, business , etc.) are inherently flawed and should be brought down by apathy, and flagrant civil disobedience.
3) One who actively encourages civil disobedience and causes as much disruption to the average, regimented life of the typical person.
4)According to chaos theory, or more specifically, butterfly effect, a single occurence, no matter how small, can change the course of the universe forever. The theory was explained in the following way: The flap of a butterfly's wings changed the air around it so much that a tornado broke out two continents away. The Butterfly Effect serves as a metaphor for what in technical language is called ‘sensitive dependence on initial conditions’ or ‘deterministic chaos’, the fact that small causes can have large effects. The initial conditions or the initial disturbance is the 'agent of chaos'. (Source: Rahul Chhabra, There is mystery around every corner..Aug 5, 2015)
Chaos is the science of surprises, of the nonlinear and the unpredictable. It teaches us to expect the unexpected. While most traditional science deals with supposedly predictable phenomena like gravity, electricity, or chemical reactions, Chaos Theory deals with nonlinear things that are effectively impossible to predict or control, like turbulence, weather, the stock market, our brain states, and so on. These phenomena are often described by fractal mathematics, which captures the infinite complexity of nature. Many natural objects exhibit fractal properties, including landscapes, clouds, trees, organs, rivers etc, and many of the systems in which we live exhibit complex, chaotic behavior. Recognizing the chaotic, fractal nature of our world can give us new insight, power, and wisdom. For example, by understanding the complex, chaotic dynamics of the atmosphere, a balloon pilot can “steer” a balloon to a desired location. By understanding that our ecosystems, our social systems, and our economic systems are interconnected, we can hope to avoid actions which may end up being detrimental to our long-term well-being.
The butterfly effect, unpredictability, mixing and fractals. Driven by recursion, fractals are images of dynamic systems – the pictures of Chaos. Geometrically, they exist in between our familiar dimensions. Fractal patterns are extremely familiar, since nature is full of fractals. For instance: trees, rivers, coastlines, mountains, clouds, seashells, hurricanes, and in this case organisations. (Source: Fractal Foundation.org)
The Ethics Dance
Unethical People Consuming Australia
Soap Boxx web site
Using Technology or Simply Walking In
Yet it seems those in power, in government and in businesses, their advisers and strategists, are myopic, and slow, to recognise. Do they comprehend and understand "gaming" and the tactical strategies of many individuals, vested interest groups and others, beyond their horizon?
Game theory has multiple elements - choice theory, social choice theory, static and dynamic complete information, static and dynamic incomplete information, repetition, bargaining theory, mechanism design and a mathematical modelling covering, logic, real analysis, calculus and probability theory. The methods employed have many applications in various disciplines including comparative politics, international relations and opely so in American politics. Political Game Theory is tailored to to those who are without extensive backgrounds in mathematics, and traditional economics.
Political scientists use game theory to analyse strategic interactions across many different settings. A component of game theory in political science, and political economy, is the analysis of substantive political phenomena.
Decision theory is the game of a single individual playing against the system. It is the most prominent example of how an individual can confront corporations, bureaucracy, governments and institutions. The focus is on preferences and the formation of beliefs. The most widely used form of decision theory argues that preferences among risky alternatives can be described by the maximisation of the expected value of a numerical utility function, where utility may depend on a number of things, but in situations of interest to economists and politicians often depends on money income. Probability theory is heavily used in order to represent the uncertainty of outcomes, and Bayes Law is frequently used to model the way in which new information is used to revise beliefs. Decision theory is often used in the form of decision analysis, which shows how best to acquire information before making a decision.
General equilibrium theory can be viewed as a specialised branch of game theory that deals with trade and production, outputs and typically with a relatively large number of individual consumers and producers. It is widely used in the macroeconomic analysis of broad based economic policies such as monetary or tax policy, in finance to analyze stock markets, to study interest and exchange rates and other prices. In recent years, political economy has emerged as a combination of general equilibrium theory and game theory in which the private sector of the economy is modeled by general equilibrium theory, while voting behavior and the incentive of governments is analyzed using game theory. Issues studied include tax policy, trade policy, and the role of international trade agreements such as the European Union.
Mechanism design theory differs from game theory in that game theory takes the rules of the game as given, while mechanism design theory asks about the consequences of different types of rules. This relies heavily on game theory. Questions addressed by mechanism design theory include the design of compensation and wage agreements that effectively spread risk while maintaining incentives, and the design of auctions to maximize revenue, or achieve other goals. (Source: Economic and Game Theory What is Game Theory? by David K. Levine, Department of Economics, UCLA)
Great strategies, like great works of art or great scienti?c discoveries, call for technical mastery in the working out but originate in insights that are beyond the reach of conscious analysis. (OH M A E cited in de Wit and Meyer, 1998: 94)
Creativity cannot be taught, but it can be learned. (OH M A E cited in de Wit and Meyer, 1998: 100)
Technology puts a power in the hands of the individual as never before. There is more material being distributed to members of governments, media, coorporations, the broader community and into the wider world. There are patterns, and purposes, in some of this activity. The best laid plans of mice, and men, can be supported, confounded, exposed or defeated by strategists using human networks and machine tools. This web site, and its content, and the Mosaic Portal design is a representation of that proposition. It is deliberate use of technology for a purpose. No corporation, government, institution or individual is beyond reach.
Technology designed to communicate to, and interact with,
politicians, governments, public officials,
executives at every level in corporations, associations, institutions,
communities, interest groups and individuals across the web.
An activist utility.
USE THE TECHNOLOGIES THAT ARE THE TOOLS |
OF SPIN DOCTORS AND MARKETERS
Joseph Turow summarizes how marketers (political party and corporate advisers and tacticians) are using new technologies to make it "harder than ever for audiences to escape, and resist, their advances."
One practice, "seeding," blends "publicity, product placement, and public relations." Seeding can involve hiring actors for "clandestine campaigns that 'may consist of seeding chat rooms, blogs and forums with paid-for messages,'" as one marketer explained. A Weber Shandwick executive described the goal as to "enlist, equip and harness the power of trusted, informed and credible messengers." Another tool, "behavioral targeting," allows marketers to customize online ads, depending on Web pages visited and searches performed.
The cookies track, "registration data, your movements on their site, and even information about you that they've purchased from a third party" are also be available to marketers. Offline examples of behavioral targeting include customizable cable TV commercials and convenience store coupons.
SOURCE: Boston Globe, August 27, 2006
For more information or to comment on this story, visit PR Watch: Go to PR Watch
What if you gave people technology tools, and communication utilities, to use without any conditions. No revenue motive, no brain washing no selling. Just provided them with a myriad of selected information sources, and tools, to help them do what they want to do on the internet or at work, in their hobbies and personal interests or in the education of themselves and their children? Then you added some of their, and others', creative works and articles, some personal opinions and ideas plus diverse content, a bit of political, business and social commentary, some satire, some communications tools, an activist tool kit? Then you added a forum capable of distributing other peoples' articles and material to tens of thousands, even millions, of other people.
What if you used the web's incredible communication tools to enter their world of work and community? Then you integrated all of this into existing multiple real life human networks, work places, projects and actual business activities using the tools to facilitate objectives. What if you researched the differing objectives, and motivations, of vested interests in a particular sector, sought to understand them and then used them in a strategy and action plan?
What if the whole exercise was fully visible but yet largely unknown to most people who toiled away in their own environments? What is the full potential of the initiative?
The realities of hidden motivations, power and influence
rendered by those who would bring to the attention of others the motivations and objectives behind your actions and activities. Political game theory presupposes that large numbers of people in a country are politically active and politically educated and articulate. However the reverse is true. A nationâ€™s media and a corporation's public relations machine work tirelessly to exercise influence. This is why the Australian labor government, under Prime Minister Julia Gillard, seeks to create a framework for control of media using a code of public interest and directs the regulator to prosecute business if it dares contradict. That is why the British government is engaging in an enquiry into Rupert Murdoch's influence. That is the basis of the attack on Fox television in the USA. That is why the Chinese and other totalitarian regimes control media and internet access. A majority of citizens are either politically uneducated or miseducated through deliberate contrived information (even lies) or they have a lack of interest in acquiring the knowledge. Similarly so with regard to consumers and corporations including, very often, their own employers. Thus the source of uncertainty for you is magnified by the technology, and the methodologies, that you yourself use.("Notions of Power, Influence, Manipulation and Control", Kevin R Beck, 2012 Melbourne Australia)
engages in strategy development, implementation, change, competition and influence. Go to strategy in action here.
|What is the game and the dance?||Creating the strategy elements||Things to consider||Players||
Want a strategist?|
... go to the Kevin Beck Blog and Forum
The foundation of the Mosaic Portal
A process requiring the target/s to expend attention, time, resources, money and energy, on countering something where they rarely know the source of the action. Deploying a multi layered strategy of technology and human networks and interaction. The dance is also a manipulation, funded on, among other things, the other party's vested interests, desires, ego, goals and methodologies. In the words of corporate lexicon this is an expansion of "game theory".
Political parties, corporations, enterprises, institutions and individuals rarely engage in comprehensive and deep "intelligence and information" gathering and they are often unsuspecting when you come out of left field. The more grandiose your pronouncements the more they tend to dismiss them.
Kevin Beck and his associates employ methodologies designed to identify potential, and/or existing influences, that may be used to create barriers, or influences and activities that can assist or oppose. They seek out the hidden influences in communities and countries, and sometimes across the world. The Game Theory described here largely relies on the insular nature of the individual in their own world of work and living.
In large powerful enterprises, institutions and bureaucratic structures, human behaviour, attitude, awareness and vigilance, is predominantly shaped by the environment. Human nature often applies self perception and personal intuition over logic. People today have an inordinate belief in their innate abilities. This may have come to supercede education and learning. Skills and competencies are placed above lateral and deeper thinking capacity. The targets are easy pickings.
Most peoples' power, influence and stature, is limited to their work and their ability to direct within their own environment. Employees, particularly in governments, public sector enterprises, political parties, and corporations tend to be programmed by the perceived power/size of the entity, the rules, systems, procedures and the person who affects their everyday lives and perceptions. The bigger the company the greater their hubris. For some reason the employer's systems, ideas and directives seem to take hold. Customers must conform and the regulators often come calling. Julian Assange, and Wikileaks, is a glaring example of how an individual can make others, often perceived to be more powerful, dance.
Successful strategists operate effectively for their clients in the background. Largely unseen and generally unknown to the media and other persons who may have an interest.
what is the objective of game strategy here? ....click...
Do you know, understand, and how to apply
the "Theory of Influence"?
If you want to influence, challenge and preempt many political, government and corporate, strategies and objectives then resort to policy analysis and ideas, research and deep analytical arguments because many of the modern enterprises, and governments, have adopted within its operational, and decision making, structures a public relations and media management model, more focused on short term goals and reactive stances. A type of crisis management, or manipulation tool, designed to shape perception.
Add to this a loss of deep ongoing education, skills and experience that now permeates public services, institutions and corporations. Couple this policy, and research, implementation and a focus on their lack of experience, with all the modern tools of human networks, relationships, management and communication.
Tap the self interest of many and use that to effect. Be prepared to mix carrot and stick. Many who try to negotiate with government, and bureaucracy, who want to change things, influence or challenge, fear retribution and put up with losing or wasting money or simply missing out. They will simply say that is the system and you cannot beat it. Everyday we see this not only in politics but also in commerce. The large retail chains use moral suasion and implied tactics, buying power and inherent but unstated threats to manage suppliers. You want to deal with Coles or Woolworths then you will comply with their systems, repack your products to their specification and generally dance to their tune. It is highly improbable that suppliers will organise and run a political, and public, campaign or present a case in the federal court, to break up Woolworths and Coles domination of the Australian food, grocery, building products, liquor and fuel markets, in the public interest.
SECRETS, COMPETITIVE RESEARCH,
OPINION AND DATA,
BEYOND THE HORIZON OF AWARENESS.
FOR ORDERING THE CONSTITUENT NUMBERS
OF AUSTRALIA'S PARLIAMENTS
Federal Parliament and State Parliament(1) - and State Parliament (2) - and State Parliament (3)
.. the end result ongoing...
Are you trying to monitor visitors to my web sites? Good luck, there are many doorways and some require
log in, and registration, acting as breakers to tracking. People can go in and out the Mosaic Portal. |
It is not about how many people visit the hundreds of my Mosaic Portal sites, it is about the number of communications, and distributions, the diversity of the utilities, the volume of material that is going out, the content of the distribution, to where, to whom and why?
There are clues scattered through the content |
of the web sites of the Mosaic Portal.
Every day the tools of the Mosaic Portal trawl the web, searching for content. The owner of the Mosaic Portal, Kevin R Beck, operates in a network of diversity, interacting, and meeting, with people in many walks of life, here in Australia and internationally.
Out of discussions, communications and research, articles, analysis and predictions are constructed. When it is about business objectives the strategies are assembled and deployed.
Across the content of the Mosaic Portal network, and in day to day real life working activity, policy, and action, issues are questioned. Matters raised with politicians, governments, corporations, boards, investors, interest groups and individuals. tactics are implemented. The Australian social and economic landscape is assessed, predicted and, where there is a benefit to be obtained or a client to be served, they are impacted.
... The ability to predict is the realm of the Futurist
According to Tetlock's anyone's predictions are just as likely to come true or be off the mark as any of the expert predictions. One can only hope that through ongoing learning, observation, comparison, evaluation and measurement, reading and listening to the views of others one might minimise the probability, and continuance, of always being wrong. You be the judge.
How to research corporations
Dancing With Identity
Policing and security made hard in Australia
BUSTING THE POLITICAL DUOPOLY AT ELECTORATE LEVEL
CHANGE THE DYNAMICS OF
AUSTRALIA'S FEDERAL PARLIAMENT 2010
CHANGE THE DYNAMICS
OF THE VICTORIAN PARLIAMENT
AUSTRALIA'S FEDERAL PARLIAMENT 2013
Journalism Resources Toolbox
Media Distribution Services Toolbox
The grass roots concept of people activism can be seen in the web activities of disparate individuals creating a web pattern in accordance with the principles enunciated within a framework like the Mosaic Portal's tool kit for activism set out below.
Several million individuals across Australia collectively referred to as Mad as Hell
Click on image
Political, Corporate, Social and Economic is here
The Australian Labor Government, proposed Emission Trading Scheme will create economic, and social, upheaval across Australia. It will increase prices for goods and services quite dramatically. The price of electricity will sky rocket. It will go well above the predicted increase per household,
" Emissions Trading Scheme will cost Australian families $1100 a year, By John Rolfe From: The Daily Telegraph, The Daily Telegraph November 25, 2009".
The owner of this web site predicts that the price will be closer to $A2,000 per annum. The government's claim of providing compensation is spurious since the cost of the required actual compensation is not known. The government is plucking numbers out of constructed, and engineered, models. The base argument that we need an ETS because of global warming is spurious. The moral imperative according to Mr Rudd, which again according to Mr Rudd, is based on indisputable climate science does not exist as the labor Ministers state it to be and they are being selective.
The foundation of science, that is pessimism has been abandoned in favour of courting political approval and funds.Thus the proposed Australian Emission Trading Scheme has to be killed off in 2010.The campaign to do this will begin in August 2009, prior to the Copenhagen Conference and it will gain pace, across Australia, in February 2010 as the legislation is prepared for resubmission to parliament. The campaign will be in disparate groups and locations as well as orchestrated in major interest spheres.
TO JUSTIFY THE ETS & CPRS
Climate change theory, an imprecise set of scientific arguments is driving the labor government policy. But not to care, the government is happy to allows pin and untruths to serve their agenda and purpose. So let is practice it back at them.
This policy is deeply flawed and based on propositions that are not true, or are manipulated, to create and justify the outcome, the government wants. There is nothing wrong with reducing carbon emissions to clean the environment but an ETS is not necessarily the best way to go about it.
The public service is not doing its job. The parliament is not doing its job and will be galvanised, firstly through the demotion of Malcolm Turnbull, in late 2009, and then via a set of carefully planned and implemented strategies in 2010. Additional ammunition will be provided to the opponents, of the ETS, and the government will be thwarted in its objectives.
Kevin Rudd is effectively gaming the nation's future on an ideological belief.
If Kevin Rudd and the labor party in Australia's federal government go ahead with their planned carbon reduction scheme (ETS) scheduled for 2010 they will wreck Australia's economy and leave a mark more indelible than the recession Australia had to have under former labor Prime Minister, Paul Keating.
Archive article: The seeds of Rudd's climate change debacle. Brendan Nelson, may be a bumbling liberal party leader but essentially he is right in trying to preach caution and block labor's moves. Rudd's team are the sheep, following the latest fad, at the front of the pack who will blindly run over the cliff taking the gullible voters with them. Every crack pot theory and activist is now given oxygen, and the debate is clouded and we cannot hold the government to a serious accountable debate. It is now imperative, as never before, that those with the capacity to resist, and block, engage Kevin Rudd and the labor government, the Greens and the greenies, and ideologs, in a war of attrition like no other ever seen in the nation before.
This is not about politics and simple resistance or activism. This is about survival economically and socially, defying the efforts, and actions, of people who collectively have never created anything. They are theorists and academics. politicians of zeal and ideology whose beliefs, and passions, are extremely dangerous. Out to save a world that does not need saving. They are not experts, in any shape or form, and they have never accurately predicted anything. They have at their disposal a public service, detached from reality, commissioned to serve. This public service is imbued with the code of serving the government of the day without question. They serve Ministers whose backgrounds, experiences and credentials, are not diverse and cognisant of the peril to which they are taking g us. We must draw on our own experiences and resources to resist, block and if necessary destroy their resolve and strategies. If the Rudd labor government spends a million or more on advertising their view points about the ETS (carbon reduction) then they should also fund counter opinions in the interest of the nation.
"Australian Paralympian 'dragged himself on to plane after forced to check in wheelchair'|
Australian Paralympic champion Kurt Fearnley has received an apology from the budget airline Jetstar after staff removed his wheelchair forcing him to drag himself across the floor of a busy airport. The 28-year-old, who won the marathon gold at both the Athens and Beijing games, hauled himself through Brisbane Airport and onto the plane when the company â€“ an offshoot of the Australian flag carrier Qantas â€“ said his specially adapted wheelchair had to be checked into the hold. Fearnley, who had just completed a gruelling 60 mile trek through the Papua New Guinea jungle, was offered the use of an airline wheelchair, but refused claiming it was an insult to his independence." (Source: Martin Evans, Published: 9:13PM GMT 25 Nov 2009, UK Telegraph, http://www.telegraph.co.uk/)
The Jetstar management failure to have a relevant anticipatory policy in place, and the action of the relevant employee, no doubt did not anticipate the fallout as Mr Furnley contacted the Australian media. This story went worldwide on the internet. An individual can create an email alert off this topic using Google tools - allowing a person to monitor every reportage of this incidence anywhere in the world and use that documentation to further an issue - http://www.google.com.au/) The archilles heel of many corporations is the attitude of their employees that the employer's systems and procedures take precedence over all else.
The changed dynamics, due to technology access in the hands of the individual and the group, has been extensively reported in the media, in parliaments and has been the product of discussions in many board rooms for many, many years. However, quite often, the journalists, commentators and the advisers and consultants have no idea who plays beyond their horizons. They have no idea that strategies put in place several years ago are now active and in play. Many different strategies across many parts of industry and society. Everyday more are being created and put into play.
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Not everything people do is work related. Some of it has public, and community, interest, some things they undertake to see if they can reach into governments, business and enterprises, anywhere. Some things I do because I am motivated. Maybe they want to challenge other's abilities, to create a high stakes game.
The above example caused Jetstar management to immediately change their original response from "puzzlement" to a change of policy and behaviour.
It took a high profile person to motivate Jetstar. This says a lot about the company's attitudes to customers.
One day Austra;ia's regulator, the Australian Competition and Consuemer Commision will become aware of Jetstar and other airlines use of hiden add on costs when one is buying a ticket. I call this "drip feed pricing screen by screen".
The Dance is what I call a game play orchestrated in a particular arena of activity - political, government, corporate and/or community. It is when The dance comes about when someone takes a company, an executive, a bureaucrat or other person and directly, or indirectly, deposits them (metaphorically speaking) into a complex problem or within the hornet's nest of a political environment, inside a contrived, or existing, public issue or a sensitive and charged emotive environment.
" Grech's torrent of gushing advice to Turnbull
JACOB SAULWICK NATIONAL CORRESPONDENT, November 26, 2009
GODWIN GRECH was attempting to collude on fees paid to an investment banker, while styling himself as an intimate adviser to the Liberal leader, Malcolm Turnbull. A report into the so-called ''Utegate'' affair outlines extensive links between Mr Grech and Mr Turnbull, John Howard's former chief of staff Arthur Sinodinos, and also John O'Sullivan, the head of investment banking at Credit Suisse and the husband of The Australian's Janet Albrechtsen. The report shows Malcolm Turnbull made contact at least 30 times with Mr Grech, a man who referred to Barack Obama as ''the Black Jesus'', described Treasury as ''left-wing loony,'' and offered numerous column ideas to Ms Albrechtsen. There were at least 22 emails and eight phone calls or messages between Mr Grech and Mr Turnbull from November 2008 to late June 2009. There were another 88 email exchanges with other senior Liberal identities from September 2008, according to the Senate privileges committee report, tabled last night in Parliament.(Source: Sydney Morning Herald, http://www.smh.com.au/national/grechs-torrent-of-gushing-advice-to-turnbull-20091125-jrwi.html)
The outcome effect is that an organisation's management's attention and resources, is extensively diverted. This is effectively what happened in the Godwin Grech case. There are other examples.
Hetty Johnston, living in Australia, deposited the artist Bill Henson, the NSW Police Service, the Premier of NSW and the Prime Minister of Australia in a political, and community, hornets nest over Bill Henson's pictures, of naked young girls and boys. It may be a diversion or focused, deliberate impact seeking an outcome. Ms Johnston is adept at the very techniques described in this web site. In being adept she herself, and her group, become a useful utility. Another example of the dance is the political activist group Get Up. Though they have less impact.
The Dance is a set of strategies for subjecting politicians in their daily activity, or in elections to specific exposure. It is also used to subject corporate executives to external forces and interactions or to exert pressure on politicians. Get Up (http://www.getup.org.au/) is one such example where like minded participants use high technology to give effect.
In the world of governments, people tend to think conventionally and say "they will give their vote to someone else" in the next election. This is largely meaningless to a politician unless you can actually unseat the incumbent. One has to reach much wider. If you want to bring down a business venture then you may have to blend a whole mosaic.
"Plans to build magnesium smelter in Qld on verge of collapse" - The World Today - Tuesday, 27 May , 2003 Reporter: Louise Willis HAMISH ROBERTSON: Plans to build a $1.5 billion magnesium smelter in Central Queensland are again on the verge of collapse. Only last year, the project's owners, Australian Magnesium Corporation, managed to prop up their decade-old development proposal with a $300 million injection from the Queensland and Federal Governments. But now, as Louise Willis reports, the AMC says it needs a new financial backer for the project to survive. LOUISE WILLIS: When first unveiled, the AMC magnesium project was hailed as an enormous economic shot in the arm for Central Queensland, not to mention Australia. But recently the project has been plagued by financial worries. Two years ago AMC failed to raise the $650 million initially needed to construct the smelter. Last year, the Queensland and Federal Governments each offered $150 million, claiming it was vital the project proceed. This year, AMC has admitted major cost over-runs, and Australia's corporate watchdog â€“ the Australian Securities Commission â€“ is looking into the matter. The company now admits it needs more help to survive." (Source: ABC The World Today)
The company did not survive the competitor's hit. The politicians, the community and the corporation's executives, had been taken on a merry dance across Australia and the world. Vested interests, the banks sealed the fate. Who influenced their decision against the wishes, collective might and wisdom, and economic claims of all of the powerful supporters?
In 1997 the Minister for Education, Senator Amanda Vanstone, was embroiled in a scandal where some $A2,200,000 of government funds were put at risk by her department. There was a Senate enquiry and court cases. The Senator unfortunately was a political casualty. Who orchestrated her dance card and the strategy elements? Who recovered $A1,75087,000 of the money that the private recipients of grants took off the Department?
Between the years 1991 - 1994 the State Electricity Commission of Victoria was privatised in an environment of political and union opposition. One union, the Australia Services Union Energy Branch, was instrumental in delivering the outcomes. Why did this union branch stand out from twenty three other unions in the state? Who orchestrated the dance card? The strategy, and its unit elements, is reported in parliamentary records and media archives.
Who can have a major supermarket raided by food and regulatory inspectors? Who can influence a Senate enquiry into telecommunications, and the objectives of Telstra or Optus, and how is this done? What else can be orchestrated by knowledgeable, and creative, people?
The techniques, and plans, are deployed internally within an organisation or system, externally or both, concurrently. They are employed internally by communicating to the Board, the management, a regulatory body or some other person or entity that has influence inside the organisation or the target's world of work and interest. A public, consumer, media, board, management, political or other focus is brought to bear on individuals within an entity. It may include analysis and research. It might include distributing economic or social evaluation papers critiquing the performance or activity of the person or organisation. Distribution of these papers goes to interested parties such as banks, financiers, legislators, the media etc. This activity forms a mosaic, a complex strategy. Some practitioners earn their livelihood from creating and implementing the dance, others do it for a hobby and for fun and some do it for the public interest. They might do it to level the playing field in an environment where people are facing a greater resourced and ruthless competitive enterprise or a stubborn bureaucracy.
The tactic is to attach responsibility, accountability or perceived negative outcomes to the person's work environment.
The modern executive, politician and bureaucrat, likes to avoid accountability and likes to deflect to someone else. The person in charge usually does not like unexpected intrusions into their world of work and fiefdoms or questions and challenges to their authority or personal esteem and self image. Of course some are so bound up in their own world that they cannot see the nose on their face until it bites.
In the KEVINRBECK Mosaic Portal reside numerous examples, and demonstrations, of all of the above motivations. You just have to look for them. If I pointed to all of them that would be too easy.
Deep inside their shiny headquarters the management, and advisers, of Australia's major corporate, and public sector, enterprises plan and execute their elaborate strategies. They tell their boards, shareholders and customers, governments and the general public how good their strategies are and what the future will be.
VEHICLES OF ACTIVISM|
Technology is empowering. It enables individuals, and interest groups, to find, and reach, the same audiences that are the executives within, the targets of politicians, corporations, enterprise and small business and the constituents.
The methods by which the media, business and governments identify players, influencers, potential problem makers or people who can impact events and outcomes
have been traditional in nature.
There has been a focus on individuals, minority and other interests, such as unions, becoming shareholders and attending board meetings.
There has been a move by superannuation investment funds to note their members interests and views when
dealing with corporations in which they have invested. There has been a focus on interest groups.
However the greater number of people, within corporations, seem to be oblivious to a whole different class of threats to the objectives of their enterprise, they work and exist beyond their horizons. When they do appear they are viewed in isolation of history or potential. What if they are actually competitors to the objective? It is a new, and as yet unobserved and little reported threat. It is the lateral thinker using technology. It is someone who is a member of the corporate world. In concert with any or all of these may be a web activist, given greater potential by the sheer capability of emerging technologies, coupled with the ability of the individual to harness and deploy it, within a set of complex, intertwined strategies. to bring about the sought after objectives. It is a sophisticated application of the tools that the corporations, and governments, use - game theory. The threat to the status quo of political and corporate incumbency, influence and outcomes by well developed information and communication distribution. The web activist enjoys the challenge of dealing with the "corporate and political spin doctors."
This intervention into corporate, political and social arenas comes from the free lance, self motivated, and unemotional, interest. The individual with no apparent history, or role, in the particular sector. Is it true that all decision makers are known, or at the very least observable? They can be, but only if a very sophisticated research and intelligence gathering system is deployed.
This is effective communication advocacy
Build networked web sites,
with live, solid content
and cross link them to others
Today those who can impact someone's world often exist beyond the horizon of awareness. If they are known they may be under estimated. Their issue may be viewed in isolation.
The real players can be quite challenging even dangerous. They want, need and like, to play in the game of their choosing for the sport of it, perhaps the challenge, or for the money or for a cause. Their motivations are often powerful, resilient and ongoing..
Issues facing governments and corporations can be used as underlying platforms of action by these activists, interested in entering the arena. They are a mix of technology and human networks.
Represented here they are specific web sites, articles and analysis distributed to competing interests (politicians, opposition parliamentarians and competitor businesses), to persons, or groups, that have direct, or peripheral, interests (politicians, business people, community members, association members, anyone) and to institutions and media that are monitoring the situation or environment.
Advisers and decision makers are oblivious because the pattern over time and issue has not been established or discerned. Their "intelligence gathering" is flawed or non existing. There are no cohesive tracking and linking systems within governments, agencies and enterprises, generally. Too often their employees are inexperienced and under trained. They have no idea of the triggers or likely consequences of ignoring or dismissing a communication or misinterpreting or generally being unaware.
The Mosaic Portal, and similar technology creations, may be used to increase pressure or open up new directions. Look at the Australian Wheat Board issue for example. The owner of this Portal communicates with members of the US Congress, US media and to wheat communities across the United States of America. Australian governments, and corporate executives, eventually must come to realise that their world is not an isolated fiefdom where they can do, and behave, as they wish.
The objectives of web activists are varied. In the case of the Kevin R Beck Mosaic Portal the primary objective is to demonstrate what can trigger political, and corporate action, and response. There are examples in the many pages of the Kevin R Beck web sites of the agenda being identified, shaped and implemented. One only has to understand and utilise machine, media, corporate, government and human interests and systems, customers and vested interests effectively. Look at this example.
Carefully placed and directed communications, articles and research can generate a response. The generation of proposals, ventures, alliances, using work related activities can all add to the Mosaic. Using web communication technology, people from diverse background, and motivations, can unexpectedly enter the arena. Yet employees and managers and executives, politicians and the greater number of people are oblivious. The Kevin R Beck Mosaic Portal has different tools and utilities, allowing any user to operate at arms length from their work environment or their target. Put bluntly it is a powerful tool in the hands of a competent user who has knowledge and ideas. It can be used to orchestrate the dance.
The objective, or the motivations, for intervention into others' arenas need not be commercial, it can be citizenship participation or political in nature. The strategy may be to intertwine commercial and political interests. Persons, or events and outcomes, may be manipulated without anyone realising that a complex strategy is being implemented. This was the case in the Queensland Magnesium case listed above.
Technology empowers the individual to send their messages out. Research, networks and information play a big role in their tactics. The web has literally set them free.
They may be employed by a traditional competitor to your sphere of activity, or someone who has an interest in it. Think laterally as to what the definition of a competitor might actually be. Employment assignments are not necessary to galvanise their participation. They may be zealots, free lancers or committed people, funding their own activities and research, web and technology tools developments. The motivations as to why they act, intervene and cause you to respond, and expend your resources, are complex and diverse. They will invariably leave a trail, because they want you to know they are there. They may even send you a communication. All too often your employees will simply delete and ignore those communications. They are oblivious to people beyond their immediate horizons. The most enquiring and lateral minds are really employed at the customer interface or public entry of an organisation.
This enhances the game for the new activist. Most often the trail and clues are oblique. They may work through others, people you know of and meet. They may use institutions, media and a myriad of networks.
Most people working in their targeted environments are oblivious to their coming and going or may simply dismiss them at first glance. Sometimes those in charge will rationalise why something went wrong, based on their understanding, experience and perceptions. They get reinforcement from their peers and justify their failures. One reason that so many get it wrong is that "comprehensive and deep intelligence gathering" about their working environment and the world in which resides is not a serious endeavour, within the enterprise. They are limited by their own imagination. The experts, no matter the field of endeavour never seem to learn. Probably because they are not required to engage in life long learning. How many organisation are really learning organisations? As they say, ignorance is bliss. The architect of these "game plays" tends to move quickly, across boundaries, nearly always in the background and beyond sight and awareness. They are not shackled by the need to get approvals and await decisions. They communicate directly to audiences within the enterprises or within the communities with which the enterprise deals. They may go wider than that. The content of those communications, and interactions, vary. For example even as employees of a major Queensland based billion dollar enterprise travelled the world seeking investment, finance and contracts, competing interests shadowed them. The task of the "shadowers" was to level the playing field for a small competitor to the billion dollar enterprise. It was also to compete in every conceivable manner. They will enact their strategies across Australia and globally, electronically and in person, as necessary.
They are watching how you behave what standards and role models you exhibit. They are examining your modus operandi for commercial and/or competitive reasons. They use the very tools that the professionals, governments, industry and opinion shapers use. They will communicate, as they see fit and for their purposes, to narrow or ever widening audience. They will distribute material them well beyond the circulation of in house media and corporate relations practitioners, and individual media publications.
A new breed of activists and professional strategists, operate beyond their horizons and awareness. These are not traditional activists and professionals. They are mixing work and personal interests and using the web as a means to broaden their strategies and actions. They may be in the background, interacting with, advising or working with, the people you see in the front line. They level the playing field for smaller enterprises and for interest groups, communities and individuals. They may cause resources, and attention, to be expended in countering or dealing with their activity, complicating the planning and objectives in your work or other environments.
It appears that many board members, employees, advisers and decision makers do not engage themselves, or their organisations, in intelligence gathering and lateral thinking as to who their competing interests might be. Often the best employees are not placed in the front line. They have little concept of the complex interactions of their work environment and have little idea of the background of the people with which they are dealing on a daily basis.
Unexpectedly someone takes an interest in their sphere of activity and engages the organisation, enterprise or agency, using "machine and human networks". The more astute minded of our corporations are hiring such skilled practitioners to operate in the background, complicating their competitors' world along with that of governments, agencies and politicians.
The real danger to the status quo and their objectives might be the individual who decides to enter the sphere to test their abilities. They challenge themselves in a type of David and Goliath battle, coming out of left field to play in the big game, unexpectedly to see what impact they can have.
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