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"Biggest ethical test for every culture and every nation: creating a better world, improving life for people. This core value drives every political debate, underwrites all laws, and is the basis of all team leadership. It is impossible to lead effectively for long without using this principle: will the world be a better place as a result of this activity or not? It is the key to all effective management, marketing and motivation."
Now excuse me if I'm over simplifying here, and I mentioned this yesterday on the #greenfest keynote, but if I am not mistaken the pre-occupation pre-MarshallPlan business philosophy of Imperial Japan was always to "Make sense first, then make money, if possible." This Shinto philosophy persisted even beyond the fall of the Imperial Court, driving the fantastic economic gain and infectious demeanor of Japanese culture through the 1960's right up until about 1980 ... right up until the old pre-MarshallPlan administrators and executives started to retire, handing the positions of business authority to the upcoming young execs who had been trained in the 'American' way! I'd underline that twice if I could.
As the Europeans have been lamenting since before the days of the Unsinkable Molly Brown, the 'American' way was always and explicably, "Make money first, and then make sense, if possible." and I offer as proof of that how our community halls and music/arts programs across this continent have been decimated since the post-war years on the grounds that there is no 'business plan'.
Henry Ford himself remarked to Bucky Fuller, "You can make money or you can make sense. The two are mutually exclusive." He'd said that in the context of his refusal to support the military-industrial complex and as punishment had to sit by while his inferior-product competitors were showered with juicy contracts.
And here, now, a decade in on the early twenty-first century, what do we discover? We discover to our shock and surprise and massive book-sales and conferences unprecidented that Grandma was RIGHT!! We discover that all that we should have learned we should have learned in Kindergarten. We discover horror of horrors that Greed For Money is not the business god to worship, that subservience to Quarterly Results is the fast path to a dark downward spiral, and we discovered that the Evil Empire we so sought to arrest and destroy and reform in actual fact had the keys to our own salvation from sin tucked in their kit-bags.
Why EdgeScience? Because, contrary to public perception, scientific knowledge is still full of unknowns. What remains to be discovered???what we don't know???very likely dwarfs what we do know. And what we think we know may not be entirely correct or fully understood. Anomalies, which researchers tend to sweep under the rug, should be actively pursued as clues to potential breakthroughs and new directions in science.
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Click to preview.INSIDE ISSUE 1 (OCTOBER 2009)
THE OBSERVATORY Doing Science Means Exploring: An Editorial by Henry Bauer
NEWS NOTEBOOK"Surely There's Nothing Left to Discover" Just Off By a Factor of 1,000 A Mysterious Variation in Radioactive Decay Rates, By Peter Sturrock
FEATURESIs the Global Mind Real?, By Roger D. Nelson Pyramid Building in the Americas and Other Archeological Anomalies, By William Corliss REFERENCE POINT A Charged Life: Robert O. Becker and Gary Seldon's The Body Electric: Electromagnetism and the Foundation of Life, Reviewed by Thomas M. Dykstra
BACKSCATTERStraight From The Gut, By Patrick Huyghe
The SSE was founded in 1982 and has approximately 800 members in 45 countries worldwide. The SSE publishes a peer-reviewed journal, the Journal of Scientific Exploration (JSE), and holds annual meetings in the USA and biennial meetings in Europe. Associate and student memberships are available to the public, and everyone is encouraged to attend meetings and participate with the society.
Long story short: "At this caf??, you get what the person before you ordered, the next person gets what you ordered."
Welcome to the Ogori Caf??!
As I sat down to enjoy my surprise Appletizer, loving this insane ideaand wondering what would happen if you tried it in America, a Japanesewoman approached the cafe. Since she could actually speak Japanese, shecould read the large sign at the front and, fortunately orunfortunately, got advance warning of what she was in for. Beforemaking a final decision on what to order, she quietly snuck up to me totry to ask me what Ihad ordered, knowing that it would be her unwavering refreshmentdestiny. The staff put a quick stop to her trickery, and I didn'tanswer.
Of course, regardless of what she ordered, she got the orange juice Iordered a few minutes earlier. But here's one of the moments that makethis experiment cool: she actually chose orange juice, just like I did. So she got what she wanted. Ogori Caf?? synchronicity!
Before we left, there was one last thing that had to be done:
Mike went up to the cafe, slapped down a couple thousand yen (~$25),and ordered a little bit of everything: some ice cream, some snacks,some candy, some drinks ??? a Japanese horn-of-mysterious-plentyintentionally set up as a shocking surprise for the next luckycustomer. (After his order, Mike received a single iced coffee.)
It was so worth it.
The Ogori Caf?? was an unforgettable travel moment, and an ideathat has stuck with me: It was a complete surprise in our day. Itencouraged communication between total strangers or, in this case,members of the Kashiwa community and a couple of weird guys fromOregon. It forced one to "let go," just for a brief moment, of thetotal control we're so used to exerting through commerce. It led you totaste something new, that you might not normally have ordered. It was adelight.
Then... as quickly as it appeared, the Ogori cafe was gone.