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NBWM Longterm Internet Strategy - Google Docs on 2008-11-26
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Bibliomania: Free Online Literature and Study Guides on 2008-11-11
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At the time of Billy Budd's arbitrary enlistment into the Indomitable that ship was on her way to join the
Mediterranean fleet. No long time elapsed before the 'unction was effected. As one of that fleet the
seventy-four participated in its movements, tho' at times, on account of her superior sailing qualities, in
the absence of frigates, despatched on separate duty as a scout and at times on less temporary service.
But with all this the story has little concernment, restricted as it is to the inner life of one particular ship
and the career of an individual sailor.
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It was the summer of 1797. In the April of that year had occurred the commotion at Spithead followed
in May by a second and yet more serious outbreak in the fleet at the Nore. The latter is known, and
without exaggeration in the epithet, as the Great Mutiny. It was indeed a demonstration more menacing
to England than the contemporary manifestoes and conquering and proselyting armies of the French
Directory.
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Though our Handsome Sailor had as much of masculine beauty as one can expect anywhere to see; nevertheless,
like the beautiful woman in one of Hawthorne's minor tales, there was just one thing amiss in him. No
visible blemish, indeed, as with the lady; no, but an occasional liability to a vocal defect. Though in the
hour of elemental uproar or peril he was everything that a sailor should be, yet under sudden provocation
of strong heart-feeling, his voice otherwise singularly musical, as if expressive of the harmony within,
was apt to develop an organic hesitancy, in fact, more or less of a stutter or even worse
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The avowal of such an imperfection in the Handsome Sailor should be evidence not alone that he is not
presented as a conventional hero, but also that the story in which he is the main figure is no romance.
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At all events, of these thousands of mutineers were some of the tars who not so very long afterwards-
whether wholly prompted thereto by patriotism, or pugnacious instinct, or by both,- helped to win a coronet
for Nelson at the Nile, and the naval crown of crowns for him at Trafalgar. To the mutineers those battles,
and especially Trafalgar, were a plenary absolution and a grand one: For all that goes to make up scenic
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Alltop - Top Leadership News on 2008-11-11
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Search Add-ons :: Firefox Add-ons on 2008-11-11
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to highlight text on a webpage by selecting
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interview with IDEO's CEO - The McKinsey Quarterly - interview IDEO CEO - Strategy - Innovation on 2008-11-11
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the wor
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the world, that is inherently motivating to them. Time and time again, I hear people say that putting something out in the world that didn’t exist before was a life-changing experience.
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the world, that is inherently motivating to them. Time and time again, I hear people say that putting something out in the world that didn’t exist before was a life-changing experience.
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the world, that is inherently motivating to them. Time and time again, I hear people say that putting something out in the world that didn’t exist before was a life-changing experience.
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the wor
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I think organizations have a hugely unfair advantage when it comes to innovation and incentives: people want to put things out in the world to leave their mark; they want to be creative. I think it’s a basic trait of human nature—if you give people the chance to do things that have an impact in the world, that is inherently motivating to them. Time and time again, I hear people say that putting something out in the world that didn’t exist before was a life-changing experience.
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One of the things I’ve noticed is that if we spend too much time focusing on doing our projects on time and on budget—running our kind of business well—then the ideas we generate aren’t as good. So we talk a lot about managing tensions.
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You really notice a difference in organizations where the senior leadership immerses itself in innovation. I don’t mean that it runs projects. I don’t mean that it does the innovation itself. But it immerses itself by, for example, playing an active role in reviewing the innovation that’s going on at various levels in the organization in order to give people permission to take risks. Or by playing a really active role in deciding who gets to do innovation, making sure project leaders pick people who are naturally comfortable taking risks.
In some cases, leading innovation means standing up for ideas when they get to the point where they need to be sold throughout the organization. Most of the extinctions that happen in the innovation ecosystem happen inside the organization—long before the ideas get to market—not in the marketplace. The antibodies that organizations naturally have to fight new ideas win out. It’s often the role of senior leadership to defend new ideas until they’re actually out in the marketplace and able to stand up for themselves.
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Countries—the Scandinavian countries, for instance, that are investing huge amounts of money in education to make their general populace more creative—will find that this really pays off.
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In the end, all businesses exist to serve some kind of human purpose. If you can’t somehow frame what you do in terms of having an impact on the world, I don’t see how you can have a very effective business.
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Reading, writing, arithmetic and boatbuilding at Bath museum - The Times Record News on 2008-03-27
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Crafting a vision: MHS marine-tech course to set sail in fall - Marblehead, MA - Marblehead Reporter on 2008-03-27
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FREE LOVE (trendwatching.com) on 2008-03-23
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17 Ways to Visualize the Twitter Universe | FlowingData on 2008-03-22
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Timeless Leadership: A Conversation with David McCullough - HBR Online on 2008-03-18
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