The Darker Side of Population Control

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DOES THE HUMAN RACE HAVE A DEEPLY-PROGRAMMED SOCIAL DESTRUCTION SWITCH?

-by Douglas Castle,  Featured Author for THE NATIONAL NETWORKER Newsletter: http://www.TheNationalNetworker.com,  http://www.LinkedIn.com/in/douglascastle , http://aboutDouglasCastle.blogspot.com

We Humans kill each other. Cain and Abel. David and Goliath. Hamilton and Burr. Currier and Ives (kidding). We have done it since the beginning of time and we do it today. Whether it is a convenience store robbery gone wrong, an incident on the field of combat, an electrocution or lethal injection, a spate of ethnic cleansing...we can't seem to stop. Nagasaki. Hiroshima. Auschwitz. Jonestown.

Words fail us but weapons don't. Something is not working properly. Enough murder leads to extinction, and we Human Beings are in danger of extinction. We don't need to be hit by a meteor shower.

If some priest, shaman or other bearer of gifts or keeper of secrets doesn't share his knowledge with us, we eventually kill him for "holding out on us." Ironically, if some humanitarian, scientist, philosopher or holy man is compelled by his generous spirit to share his visions or knowledge with us, we will crucify him, burn him at the stake, or ostracize him until his life becomes so unbearable that he willingly surrenders it up to stop the pain.

We do far more killing than creating. Perhaps that's because killing, like destroying, is so much easier. if indeed there is a murderous gene, it is not only dominant, but it is becoming increasingly prevalent as killers tend to breed more than creators. This makes sense, as the percentage of killers grows far more rapidly than the percentage of creators -- and killers have a longer lifespan.

Faithfully,

Douglas Castle

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Douglas Castle Is Away - But He'll Be Back...He Promises.

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Douglas Castle Is Away - But He'll Be Back...He Promises.

I'll be out of town until 9/17 and will not be able to post, check email or telephone messages until then. Faithfully, Douglas

EMOTION IN BUSINESS - THE DOUBLE-EDGED SWORD

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EMOTION IN BUSINESS - THE DOUBLE-EDGED SWORD

This article contains references and hyperlinks to an article which was originally published in THE NATIONAL NETWORKER Newsletter (September, 2009, Week 1) by Featured Columnist Douglas Castle.

Dear Colleagues:

My brief +/- 140-character broadcast on Twitter read as follows:

"Passion fuels a business, but an emotional attachment to a bad decision can undo it all. Douglas Castle http://twitlik.com/Sunk  #TNNW " Please read the article, and give me your candid feedback.

The article is titled "Don't Keep Watering a Dead Tree," and it deals with a problem that I have seen in virtually every professional career and in every business. We have a very Human propensity to start a business out of passion (not unlike adolescent infatuation), and then to mess things up in increments, over time, by making bad decisions and continuing to support them. My favorite example was a software development company client which had spent well over its budget on a particular type of packaged program that was already becoming obsolete in the marketplace. Demand for the product, which was not quite complete, was diminishing daily as the market turned toward a different technology.

Despite this knowledge, the directors of the company, all very good technical programmers, were obsessed with "seeing the project through." [not unlike deciding to go to the beach after it has begun to drizzle because you'd already packed your cooler] 

They not only failed to cut their losses, but they continued to overspend their budget and neglect their core business. They were in Chapter 11 six months later. This is extremely common. My questions for the Group are:

1.     How do we increase our own awareness of this tendency?
2.     How do we differentiate between a "loss" and an "opportunity-in-progress?"
3.     Is it helpful to create a rule (i.e., a budget) which absolutely limits time and money on any project, regardless of how "close" we feel that we are getting to victory?
4.     What are some of the excuses that we use to justify throwing good money after bad?
5.     Many people believe that most businesses fail because of inadequate capitalization. Is it possible that an even greater percentage fail because of reluctance to acknowledge mistakes and change course?

I would truly appreciate your insights as well as your review of the article.

Thank you.

Faithfully,

Douglas Castle





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