The 4 practical steps to enact the laws of attractions... and background info on quantum mechanics

Wiki Overview of the Law of Attraction and 4 practical steps to make it happen
The Law of Attraction claims to have roots in Quantum Physics. According to proponents of this law, thoughts have an energy which attracts whatever it is the person is thinking of. In order to control this energy to one's advantage, proponents state that people must practice four things:

1. Know exactly what you want. 
2. Ask the universe for it. 
3. Feel, behave and know as if the object of your desire is already yours (visualize). 
4. Be open to receive it and let go of (the attachment to) the outcome. 

Thinking of what one does not have, they say, manifests itself in not having, while if one abides by these principles, and avoids "negative" thoughts, the universe will manifest a person's desires.

See Quantum mind/body problem#Consciousness Causes Collapse - as quoted below:

Quantum mind/body problem
From Wikipedia, the free encyclopedia

The quantum mind/body problem refers to the philosophical discussions of the mind/body problem in the context of quantum mechanics. Since quantum mechanics involves quantum superpositions, which are not perceived by observers, quantum mechanics apparently places observers in a special position.

The founders of quantum mechanics debated the role of the observer, and of them, Pauli and Heisenberg believed that it was the observer that produced collapse. This point of view, which was never fully endorsed by Bohr, was denounced as mystical and anti-scientific by Einstein. Pauli accepted the term, and described quantum mechanics as lucid mysticism.[1]

Unlike Heisenberg and Bohr, who always described quantum mechanics in logical positivist terms, Hugh Everett took the wavefunction of quantum mechanics as a real description of the world. In the many-worlds interpretation, the memories of the observer splits at every measurement, leading to the subjective appearance of collapse.

This observation was separated from many-worlds interpretation by Wigner, who proposed that the consciousness of the observer is what causes collapse of the wavefunction, independent of any realist philosophy or splitting observers. Colloquially known as "consciousness causes collapse", this interpretation of quantum mechanics states that observation by a conscious observer is what makes the wave function collapse.

The interpretation identifies the non-linear probabilistic projection transformation which occurs during measurement with the selection of a definite state by a mind from the different possibilities which it could have in a quantum mechanical superposition.

http://en.wikipedia.org/wiki/Law_of_Attraction

http://en.wikipedia.org/wiki/Quantum_mind/body_problem#Consciousness_Causes_Collapse

PRINCIPLES OF WAR at a glance

Thinking about strategies and utilisation of resources, the data below will be useful to create a referential.
What I will recall: concentration of force, economy of force, flexibility of maneuver, surprise...

We should think about the leading western figure in the field of war thinking: Carl Philipp Gottlieb von Clausewitz, 1780-1831

quoting from some western military web (see the reference below)

As you can see, the principles of war differ from country to country.

Taken from this website: http://www.au.af.mil/au/awc/awcgate/prinwar.htm

Cultivating victory and Tactical dispositions - SUN TZU ON THE ART OF WAR

To summarise what I just read (below), this is what I am getting:

What makes us win? Patience - What makes us lose? Useless moves, fighting and attacking without clear control. Now here is the translated text (web reference below):

IV. TACTICAL DISPOSITIONS


 1. Sun Tzu said:  The good fighters of old first put
    themselves beyond the possibility of defeat, and then
    waited for an opportunity of defeating the enemy.

 2. To secure ourselves against defeat lies in our
    own hands, but the opportunity of defeating the enemy
    is provided by the enemy himself.
 3. Thus the good fighter is able to secure himself against defeat,
    but cannot make certain of defeating the enemy.

 4. Hence the saying:  One may know how to conquer
    without being able to do it.

 5. Security against defeat implies defensive tactics;
    ability to defeat the enemy means taking the offensive.

 6. Standing on the defensive indicates insufficient
    strength; attacking, a superabundance of strength.

 7. The general who is skilled in defense hides in the
    most secret recesses of the earth; he who is skilled in
    attack flashes forth from the topmost heights of heaven. 
    Thus on the one hand we have ability to protect ourselves;
    on the other, a victory that is complete.

 8. To see victory only when it is within the ken
    of the common herd is not the acme of excellence.

 9. Neither is it the acme of excellence if you fight
    and conquer and the whole Empire says, "Well done!"

10. To lift an autumn hair is no sign of great strength;
    to see the sun and moon is no sign of sharp sight;
    to hear the noise of thunder is no sign of a quick ear.

11. What the ancients called a clever fighter is
    one who not only wins, but excels in winning with ease.

12. Hence his victories bring him neither reputation
    for wisdom nor credit for courage.

13. He wins his battles by making no mistakes. 
    Making no mistakes is what establishes the certainty
    of victory, for it means conquering an enemy that is
    already defeated.

14. Hence the skillful fighter puts himself into
    a position which makes defeat impossible, and does
    not miss the moment for defeating the enemy.

15. Thus it is that in war the victorious strategist
    only seeks battle after the victory has been won,
    whereas he who is destined to defeat first fights
    and afterwards looks for victory.

16. The consummate leader cultivates the moral law,
    and strictly adheres to method and discipline; thus it is
    in his power to control success.

17. In respect of military method, we have,
    firstly, Measurement; secondly, Estimation of quantity;
    thirdly, Calculation; fourthly, Balancing of chances;
    fifthly, Victory.

18. Measurement owes its existence to Earth;
    Estimation of quantity to Measurement; Calculation to
    Estimation of quantity; Balancing of chances to Calculation;
    and Victory to Balancing of chances.

19. A victorious army opposed to a routed one, is as
    a pound's weight placed in the scale against a single grain.

20. The onrush of a conquering force is like the bursting
    of pent-up waters into a chasm a thousand fathoms deep.

[To Chinese text |To Top]

SUN TZU ON THE ART OF WAR 
THE OLDEST MILITARY TREATISE IN THE WORLD
 
Translated from the Chinese
By LIONEL GILES, M.A. (1910)
From this website: http://www.chinapage.com/sunzi-e.html

Team Learning: what does it take to act together?

Team learning. Such learning is viewed as ‘the process of aligning and developing the capacities of a team to create the results its members truly desire’ (Senge 1990: 236). It builds on personal mastery and shared vision – but these are not enough. People need to be able to act together. When teams learn together, Peter Senge suggests, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise.

The discipline of team learning starts with ‘dialogue’, the capacity of members of a team to suspend assumptions and enter into a genuine ‘thinking together’. To the Greeks dia-logos meant a free-flowing if meaning through a group, allowing the group to discover insights not attainable individually…. [It] also involves learning how to recognize the patterns of interaction in teams that undermine learning. (Senge 1990: 10) 

The notion of dialogue that flows through The Fifth Discipline is very heavily dependent on the work of the physicist, David Bohm (where a group ‘becomes open to the flow of a larger intelligence’, and thought is approached largely as collective phenomenon). When dialogue is joined with systems thinking, Senge argues, there is the possibility of creating a language more suited for dealing with complexity, and of focusing on deep-seated structural issues and forces rather than being diverted by questions of personality and leadership style. Indeed, such is the emphasis on dialogue in his work that it could almost be put alongside systems thinking as a central feature of his approach.

What it is like being part of a great team - Peter Senge and the 5 main dimensions of Learning Organisations

 When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative. It become quite clear that, for many, their experiences as part of truly great teams stand out as singular periods of life lived to the fullest. Some spend the rest of their lives looking for ways to recapture that spirit. (Senge 1990: 13)

For Peter Senge, real learning gets to the heart of what it is to be human. We become able to re-create ourselves. This applies to both individuals and organizations. Thus, for a ‘learning organization it is not enough to survive. ‘”Survival learning” or what is more often termed “adaptive learning” is important – indeed it is necessary. But for a learning organization, “adaptive learning” must be joined by “generative learning”, learning that enhances our capacity to create’ (Senge 1990:14).

The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:

• Systems thinking
• Personal mastery
• Mental models
• Building shared vision
• Team learning

He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69).

Taken from this good website: http://www.infed.org/thinkers/senge.htm#_Systems_thinking_%E2%80%93

Learnings in Life - Earning a living

My first day as a Swami
The first day after I was ordained in the swami order, my master said, " Do you know that to be a swami you have to beg alms?' I said, "Huh?"

He said, "The ego in you says that you exist independently of others. You have to purify this ego, and you cannot do so without becoming humble. I will send you begging to houses where the people are poor, and then you will come to know who you are." I said, "Okay."

I will never forget what happened then. I was healthy and I was waering silken garb. Can you believe it, a beggar in silk? I used to walk freely with no cares. According to yoga you should stand and walk straight - but then people are likely to think you unduly proud. I went to be alms early in the morning, and came upon a woman who was milking a cow. She was singing and milking and had an earthen pot between her knees.

I said, "Narayan Hari." [This is the name of the Lord which swamis use to announce themselves.] She was so startled that she jumped up and the pot fell and broke. I thought, "Oh, Lord."

She was so angry she started shouting. "Such a strong, healthy man begging! You are a burden to the nation and a burden to yourself! Who taught you this begging? You have money to wear a silk garment, and yet you are begging!"

I felt very small. I implored her, "Please don't call me names." She said, "This was an antique pot given to me by my mother-in-law! You parasite! Get out of my sight!" She was so attached to the pot that she went on and on.

I went back to my master. It had been his custom to ask me every day, "Have you taken your food?" I expected him to ask me that day as usual, but he didn't. The whole day I remained quiet, and so did he. He was quiet by nature all the time. In the evening I complained, "Today you did not ask me if I have taken food."

He said, "I did not, because you are a swami now."
I asked, "What do you mean by that?"
He answered, "A swami is master of himself and master of all his appetites."
I said, "So, this swami business means you will not take care of me?"
He told me, "Now you are a swami and I am a swami. What is the difference between you and me? You wanted to become a swami. Now take care of yourself. Why should you use me as a crutch?"

I became very sad and pensive and decided that I should be independant now. I said, "I promise that from this day on I will never beg alms, no matter what happens. If God wants me to live, I will live and meditate - but I will never beg alms."

He said, "If you want to stick to your promise, that's your choice. I have nothing to say.You are a swami."

With this vow I went and sat on a bank of the Ganges. People came to see me there and everybody assumed that someone else was caring for me. Many brought flowers and bowed before me, but no one brought fruit or anything to eat. For thirteen days nobody asked me whether I had eaten. I became so weak that I could hardly walk. I thought, "Why did I ever do such a silly thing as become a swami?"

After thirteen days I started weeping. I began talking to the Divine Mother. I said, "I have taken a vow to follow this path righteously, but there is not even a loaf of bread for me." Suddenly I saw a hand coming out of the water - only a hand holding a bowl filled with food. It started coming toward me, and I heard a woman's voice saying, "Here, this is for you." I took the bowl and ate. No matter how much I ate, the bowl did not empty.

I kept that bowl for three years. I used to distribute the food from it to many people and it wouldn't be exhausted. If you put sweets in it, you could not fill it. This was witnessed by thousands of people who used to come and see it. They would continue to pour milk in it, but it never overflowed.I became a slave to that bowl. People did not learn anything from me; they came just to see the miraculous bowl. My master advised, "Throw it in the Ganges." And I followed his advice.

God presents many temptations to you when you are on the path. Only when you reject all the temptations will you have arrived. When a little child weeps, what does the mother do? The mother may first give the child candy. If the child goes on crying, the mother tries several other bribes - a doll, a cookie. If the child still does not stop, then the mother picks up the child and holds her. It is some time before the mother holds the child; first she tries several other attractions. The same thing happens to us on the path of self-realization.

Begging alms is a must for a monk, but a humiliations to others. I realized that those who totally live on the grace of the Almighty receive the necessary food to eat and shelter to live. Worrying for food and shetlter is not complete faith. I will believe till the last breath of my life that God alone is my property and depending on any other thing except God will bring disaster in my life. I find my lord always walking before me providing all the things I need.

Swami Rama, Living with the Himalayan Masters

Welcome to Joo Hock

We come to Joo Hock
Joo Hock has agreed to become an author for OIA Learning Hub blog. That's an honor and a privilege for us as we are inspired by Joo Hock's turn of life... the book he wrote, his passion with Buckminster Fuller and how he dedicates his life and time to spreading the wisdom of Buckminster Fuller. Joo Hock do share with us as much as you feel like and we hope to grow and attract more followers in our quest for "playing together, learning together, living together".
Ludo

Story telling, story telling and organisations, story telling in the broader frame of things, an intro...

I am wanting to tell you more about story telling... Reality is... the best is to listen and captivated by the story and the narator of course. It comes in pair.... If you are interested, why not check these links which I just uncovered... we could start from there...
In Singapore:
http://www.asianstorytellingnetwork.com/
http://www.bookcouncil.sg/sisf/
In the US, from the Smithsonian Associates (The Smithsonian Associates is recognized as the largest and most esteemed museum-based continuing education program in the nation):
http://www.creatingthe21stcentury.org/

A inspiring intro to an event from these people:

"This event is a bridge between the worlds: storytelling and organizations.  You are part of this story... in ways we don't yet understand. We are part of this story... in ways we don't yet understand. This story is being told through our lives.  This story is larger than us. .  This story is not finished being told. Today a new chapter will be written here, in our gathering

What will your contribution be? It's a mystery. It's alive. It's in you. It's in me. It's in this room. And, it has been here since  the beginning of time.  Welcome.

The Power Of Storytelling, Parable and Simplicity, An Economist Viewpoint

"There is also a deeper point: A simple story is not the same as a simplistic one. Even our little parable reveals possibilities that no amount of investigative reporting could uncover. It suggests, in particular, that what might seem to a naive commentator like a natural conclusion - if productivity growth in the steel industry reduces the number of jobs for steelworkers, then productivity growth in the economy as a whole reduces employment in the economy as a whole - may well involve a crucial fallacy of composition"

Paul Krugman, in The Accidental Theorist, 1997


This photo is published on my blog with the authorisation of Gary Waidson (© Gary Waidson 2009) and here is a link to the web site it was created for: http://www.lore-and-saga.co.uk

On Play And Innovation - Views from a Nobel Prize Econonomist

"I use the word "play" advisedly: Innovative thinkers, in economics and other disciplines, often have a pronouced whimsical streak. It so happens that I am about to use my hot-dog-and-bun example to talk about technology, jobs, and the future of capitalism. And I plan to make some serious points about those subjects - the kind of points that can only be made if you are willing to play around with a thought experiment or two.  

Extract  from a book entitled "The Accidental Theorist" published in 1998 and written by Paul Krugman, Nobel Prize for Economy





http://en.wikipedia.org/wiki/Paul_Krugman

The Laws of attractions

The Secret is a movie / documentary.

The first 20 minutes can be viewed online for free. Enough to at least grasp what it is about: In a nutshell "So you think, so you become", in other words, you become what you are thinking about... whether good... or bad...

Therefore... the power of thoughts... the power of positive thinking... the need for an internal form of discipline... Thoughts may not be "controllable" but the attention we pay to them may... it all starts from being aware of our thoughts, paying attention... and them making conscious choices... a journey

http://www.youtube.com/watch?v=_b1GKGWJbE8&feature=player_embedded

Increasing Awareness with the Johari Window

The principle of Johari window (named after Joseph Luft and Harry Ingham) is that, if you open yourself to others through Sharing and Self-disclosure, and if you look for others to show more of you by seeking feedback - then you enlarge your Arena (quadrant 1). This is crucial for creating openness in your team and developing effective interpersonal relationship. Being able to provide feedback to the team members, especially those that are negative, is equally important.

There are certain aspects of our lives that are known to us as well as others our P'ublic Image, which is Transparent. This is the Arena.

There are other aspects, which we know ourselves but others don't know - the Hidden or the Private Self or the Façade.

Certain aspects about ourselves are known to others but we don't know about them - the Blind Spot.

And then there are always some aspects of our lives about which neither we ourselves, nor others know about - the Unknown!

Most people don’t take advantage of or make effort to enlarging the ARENA (See shaded area) due to the perceived risk involved in their disclosing about self or providing genuine feedback (particularly the negatives) – the Fear of Consequences! In an atmosphere of Trust and people start comfortable with each other, the group then becomes ready to function and Perform as a Team.

New begining... and continuity

OIA Learning Hub has emerged....

Two years later I am proud to write this new post. So much has happened and yet we are still where we were... the teacher... and the student.... Two positions which sometimes - often - interperse....

Well to start fresh and revigorated, I would like to call on a very special person... and a special personnality... Mr Buckminster Fuller