Allah İle Aldatmak / Yaşar Nuri Öztürk / 2008 / kitap özeti

Kalın dizili olanlar Kur'an ayetleridir.

Altı çizili olanlar hadistir.

İtalik olanlar kaynağı gösterilen kişilerin sözleridir.

"Aldatan, sizi sakın Allah ile aldatmasın!" Lukman33, Fatır5, Hadid14

"Hak olan Kur'an, haksızlığı kabule vasıta yapıldı." M. Kemal Atatürk

Elmalılı Tefsiri Atatürk'ün talimatı ve kendi parasıyla yapılmıştır. Buhari Tercüme ve Şerhi de Atatürk'ün talimatıyla yapılmıştır.

"Allah, aklını işletmeyenler üzerine pislik indirir." Yunus100

"Dinler tarihi, insanın, tanrısal güce katılmaya ve onu beşeri amaçlar için kullanmaya yönelik girişimleriyle doludur." Paul Tillich

"Allah, bir toplumun maruz kaldığı şeyleri, onlar, birey olarak içlerindekini / kendilerine ilişkin olanı değiştirmedikçe, değiştirmez. Allah bir topluma bir perişanlık dileyince de artık onu geri çevirecek bir güç yoktur. Ve onlar için, Allah dışında koruyucu bir dost da olamaz." Ra'd11 

"Halkı tanımak, Hakk'ı tanımaktan daha zordur." Şemsi Tebrizi

"Yer uygunsuz, oradakiler kabiliyetsiz olunca o yerde konuşmak zulüm olur." Şemsi Tebrizi

Kur'an' daki aldatmaların küçükten büyüğe sıralaması aşağıdaki gibidir:

1. "Yaldızlı, süslü laflarla aldatma-aldanma" En'am112

2. "Beldelerde egemenlik kurmak, gezip dolaşmakla aldatma-aldanma" Ali İmran196, Gafir4

3. "Dine sokulan uydurma ve iftiralarla aldatma-aldanma" Ali İmran24, Enfal49

4. "Hurafeler, uydurmalar, anlamını bilmeden okuyuşlarla aldatma-aldanma" Hadid14

5. "Sefil-rezil yaşayışla aldatma-aldanma" Ali İmran185, En'am70, A'raf51, Lukman33, Fatır5, Hadid20

6. "Allah ile aldatma-aldanma" Lukman33, Fatır5, Hadid14

Aldatma Şeytan marifetiyle olur, 3 temel vasıtası vardır:

1. Şeytan Evliyası, A'raf27, 30 - korku salan

2. Şeytanın Orduları, Şuara95 - silahlı, silahsız, dernek-bakanlık-zümre-...

3. Hizbuşşeytan-Şeytanın Özel Ekibi, Mücadile19 - din kisvesi altında Kur'an'ı unuturmak, uzaklaştırmak, hiç okutmayarak veya anlaşılan dilde okutmayarak

"ne dediğini anlamadan namaz kılmak yasaklanmış" Nisa43

"ne dediğini anlamadan namaz kılanlar lanetlenmiş" Maun4-5

"Çevirisi yapılamayan bir kitabın anlamı yok demektir." M.K. Atatürk - Kur'an esasında manadır.

"Allah'ın berisinden evliya edinenlerin durumu, bir ev edinen dişi örümceğin durumuna benzer. Ve evlerin en güvensizi/en zayıfı elbette ki dişi örümceğin evidir. Keşke bilselerdi!" Ankebut41

"Ey iman edenler! 'Raina' demeyin. 'Unzurna!' deyin. 'Bizi davar gibi güt' diye konuşmayın, 'Bize bak!' diye konuşun ve dinleyin" Bakara104  (Reaya: halk anlamında bilinir, sürü demektir, çoban gerektirir)

Dindar kendi halinde dinini yaşayandır, motivasyonu sevgidir.. Dinci, din kisvesi altında menfaat elde edendir, motivasyonu öfke ve nefrettir. Dindarlığın ölçüsü takvadır, takdiri Allah'a aittir. Din kul-Allah arasında olmaktan çıkarıldığında 'gösteriş' başlar.

"Allah katında en değerliniz, takvada en ileri olanızdır" Hucurat13

"Rabbinin katındaki ahiret, takva sahipleri içindir" Zühruf35

"İnsanlar tek bir ümmet idi. Sonra Allah, peygamberleri müjdeleyiciler ve uyarıcılar olarak gönderdi. Onlarla beraber, anlaşmazlığa düştükleri konularda, insanlar arasında hükmetsinler diye gerçeği taşıyan kitabı hak olarak indirdi. O kitapta anlaşmazlığa düşenler, o kitap kendilerine verilmiş olanlardan başkaları değildi. Bunlar, kendilerine açık kanıtlar geldikten sonra sırf aralarındaki kıskançlık/ doymazlık/ azgınlık/ denge noktasından sapma/ yalancılık/ zulüm/ kibir/ zinakarlık yüzünden çekişmeye girdiler. Sonra Allah, kendi izniyle, inananları, üzerinde tartışmaya girdikleri gerçeğe tekrar ulaştırdı. Allah, dilediği kişiyi/dileyeni dosdoğru yola iletir." Bakara213

"Allah katında din İslam'dır, barış ve esenlik için Allah'a teslim olmaktır. Kendilerine kitap verilmiş olanlara gelince onlar, kendilerine ilim geldikten sonra, aralarındaki kıskançlık/ doymazlık/ azgınlık/ denge noktasından sapma/ yalancılık/ zulüm/ kibir/ zinakarlık yüzünden çekişmeye girdiler. Kim Allah' ın ayetlerine nankörlük ederse Allah, hesabı çabucak görecektir." Ali İmran19

"Aldatan bizden değildir. Ahde vefası olmayanın imanı da olmaz." Hz.Muhammed

Kur'an'ın getirdiği dinin adı İslam'dır, sadece İslam. Şeriat değil, Ilımlı İslam, .. değil. İslam Devleti olmaz, Müslümanları devleti olur. Maide3 son ayettir, açık seçik dinin adı İslam'dır der.

"Sizden her biri için bir yol ve yöntem/ şeriat belirledik, Allah dileseydi sizi elbette bir tek ümmet yapardı. Ama size vermiş olduklarıyla sizi imtihan etsin diye öyle yapmamıştır." Maide48

"Ey iman sahipleri! Şu bir gerçek ki, hahamlardan ve rahiplerden bir çoğu halkın mallarını uydurma yollarla tıka basa yerler ve Allah'ın yolundan geri çevirirler. Altını ve gümüşü depolayıp da onları Allah yolunda harcamayanlara korkunç bir azap muştula! Gün olur, cehennem ateşinde onların üzerine lav dökülür de bununla onların alınları, böğürleri, sırtları dağlanır: 'İşte nefsiniz için yığdıklarınız! Hadi, tadın biriktirmiş olduklarınızı!" Tevbe34-35

"Sevdiğiniz şeylerden bol bol vermedikçe sonsuzluk ve mutluluğa eremezsiniz." Ali İmran92

"Her ümmetin bir bozgun sebebi vardır. Benim ümmetimin bozgun sebebi maldır." Hz. Muhammed

"Kişinin mal ve gurura düşkünlüğünün dinine getirdiği zarar, sürü içine dalmış kurtların koyunlara getireceği zarardan daha büyüktür." Hz. Muhammed

"Komünizm sefaletlerin eşit paylaşımı, kapitalizm ise nimetlerin adaletsiz paylaşımıdır." Churcill

"İnsan, yalnız hürriyet vasıtası olarak servete sahip olmalıdır; servete esir olmak için değil." Atatürk

"Hiç bilenlerle bilmeyenler bir olur mu?" Zümer9

"Dinde baskı/ zorlama/ tiksindirme yoktur." Bakara256

"Yüz çevirirlerse, biz seni onlar üstüne bekçi göndermemişiz. Sana düşen, tebliğden başka bir şey değildir." Şura48

"Eğer Rabbin dileseydi yeryüzündeki insanların tümü mutlaka iman ederlerdi. Hal böyle iken, mümin olmaları için insanları sen mi zorlayacaksın?" Yunus99

"Artık uyar/ düşündür! Çünkü sen bir uyarıcı/ düşündürücüsün. Üzerlerine musallat bir despot değilsin!" Gaşiye21-22

"Allah, güzel düşünüp güzel işler yapanları sever." 2/195, 3/134 ve 148, 5/13 ve 93,...

"İman sahipleri Allah'a sevgide çok kararlı ve taşkındırlar." Bakara165

"Eğer doğru sözlülerseniz bana ilimle haber verin!" En'am143

"Eğer doğru sözlülerseniz kitabınızı getirin!" Saffat157

"Eğer doğru sözlülerseniz bundan önceki bir kitap yahut bir ilim kalıntısı getirin!" Ahkaf4

Allah ile aldatmanın küresel arka planında üç ana evre vardır:

1. Alman tezgahı (I. Dünya Savaşına sürüklenişimiz)

2. AB tezgahı (Avrupa Birliğine uyum süreci kisvesi altında yaşananlar, Medeniyetler İttifakı,...)

3. ABD tezgahı (Ilımlı İslam, Yeni Osmanlıcılık, ekonomik bağlılık,..)

"Ordumuz, her zaman, düşmanlarımızın birinci taarruz hedefi olmuştur." M.K. Atatürk

"İman edip de imanlarını herhangi bir zulümle kirletmeyenler var ya, güvende olma/ güvenilir olma işte onların hakkıdır; hidayet üzere olanlar da onlardır." En'am82

"Mısır'da 11 yıl kaldım. Fakat 11 saat daha kalsaydım artık çıldırırdım. Sana halisane bir fikrimi söyleyeyim mi: İnsanlık da Türkiye'de, milliyetçilik de Türkiye'de, Müslümanlık da Türkiye'de, hürriyetçilik de Türkiye'de. eğer varsa, Allah benim ömrümden alıp Mustafa Kemal'e versin." Mehmet Akif Ersoy

"Millete; adi politikacılar gibi yalan vaatlerde bulunmaktan nefret ederiz." M.K. Atatürk

"Zulmedenler, hangi inkılaba uğrayıp baş aşağı döneceklerini yakında bilecekler." Şuara227

"Boyun eğmeyin!" Zühruf54-56

"Artık ibret alın, ey gözleri olanlar!" Haşr2

Politik, tarihi çok sayıda örnek ve tahlil, yerli-yabancı basından derlemelerle zengin bir eleştiri var.

amazon highlights: How To Lead Unwilling Followers / Frank McKinley / 2014

Chapter One: How to Say What You Mean Every Time

Much of the hurt in our lives comes because we don't say what we want.

1. Keep it Simple and Direct.

2. Risk Offending for the Right Reasons.

3. Always Apologize When You're Wrong.

When you have to say the right thing that might hurt, try your best to keep it short. If you can use the other person's logic to show why the right thing is better, then you can probably win over the world to your leadership. And if you can say what you mean regularly, your people will always be able to trust you. Why? Because you won't be full of surprises. They'll know you'll tell them the truth. And they'll see you as a problem solver.

Chapter Two: How to Be Consistent in an Ever-Changing World

When you're a leader, people look to you to make decisions. They want to know what is on the agenda for today. What's the plan? What direction are we going? Why are we here?     If you want to establish your authority, you've got to be able to answer those questions.

Be Consistent

1. Decide what's important and what isn't. Remember, having a map will get you somewhere faster than not having one will.

2. Make the decisions that match your stated priorities - and don't ever back down.

3. Always do what you say you will no matter what. The mark of a mature leader is that she doesn't let life's irritations, inside or outside the workplace, deter her from her goals.

4. Plan ahead for how you'll handle conflicts and challenges. While you can't plan for everything, you can budget for uncertainties.

When your team knows what to expect from you, they'll feel more secure. They may not like you, but they'll know they can trust you. They might even think you're mean, but they'll never be able to say you're unfair or that you're a liar.

Chapter Three: How to Get Along When You Don't See Eye to Eye

The Biggest Barrier to Progress

1. understand that you can't get along with everybody.

2. realize that you can't agree with everyone about everything.

3. you aren't going to like everybody.

Getting Along With Those Who Disagree With You

1. Listen to what she has to say, without judging.

2. Respect her enough to see her opinion is as valuable as yours.

3. Find the common ground and make your moves from there.

Chapter Four: When is Change Worth Arguing About?

3 Ways to Pick Your Battles Wisely

First, ask yourself, “Is it important enough to fight about?”
 “Will doing this someone else's way be wrong?”
 “Will taking this risk be worth it?”

Chapter Five: How to Respect a Coworker You Don't Like and Still Move Forward

Three Reasons Why You Should Forget You Can't Stand That Annoying Coworker

1. As people, they have value.
2. Everyone's opinion matters.
3. Remember that when you don't like a suggestion someone makes, she may be right.
Now Move Ahead

Chapter Six: Set Boundaries that Empower People and Avoid Conflict

3 Ways Rules Help You Make the Most of Your Organization

First, they can empower people to do their jobs better.
Second, rules remove the need for conflict over those areas that are already clear.
Third, they provide leaders a framework to better do their own job of assessing their people's performance.

Chapter Seven: How to Transform Conflict into Opportunity

Conflict is part of life, like it or not. No matter how well you plan out your life, it probably won't turn out exactly as you planned. When it comes to work, we engage in conflict for three main reasons. The first is enforcement of a rule, policy, or standard. The second reason we fight is to set a new standard. The third reason we fight is to grow. How can you be sure you don't make the conflict personal and abusive?
First, make use of "I" statements. For example, rather than say, "You make me angry", you would say, "I feel angry about this."
Second, don't characterize someone's arguments.
Third, listen intently.
Leaders are listeners. They listen because they are learners. And since you can only learn so much from yourself, you need other people to make you sharper. So let others have their say – and listen intently.
When you have a conflict, do your best to keep it short.     When it's over, you need to clean up quickly.
Margaret Heffernan, bestselling author and businesswoman said, "For good ideas and true innovation, you need human interaction, conflict, argument, debate."

Chapter Eight: Conflict is Bound to Happen. Are You Ready?

The world is always changing.

Chapter Nine: The Best Leaders Focus on Three Simple Things

People

The Good of the Organization: When you let people know they matter, and that you are after the good of the organization, there's almost no limit to what you can accomplish.

Zero Tolerance for People Spreading Poison: Let Them Know You Care Today

amazon highlights: 10 Management Models / Fons Trompenaars / 2014

 ‘There is nothing so practical as a good theory.’ KURT LEWIN

A ‘model’ is a representation of certain elements of a system, selected for experimenters to explore and/or describe specific aspects of the system for a particular purpose. They are not built to represent the complete system. Thus ‘symbolic models’ are constructed from mathematical (symbols) equations, such as a macro-economic model. It can also be diagrammatic, like office layout plans. Multidimensional matrix models can represent the competing demands of customers, shareholders, employees and society at large. 

The only single total model of leadership is a good leader.

By testing and improving models to see if they are both reliable and valid, we can try to build models that work in a wide range of situations, over and above where they were first developed. Models of motivation, for example, tell us that just paying people more money does not necessarily increase performance or motivation, but praise given in front of others and more responsibility generally do in a global context.

Modern society increasingly sets paradoxical challenges: think globally and act locally, make a profit while being sustainable, maintain a convincing grand strategy and yet be responsive and agile, nurture innovation while maintaining tradition, encourage diversity as well as a coherent culture. The challenge is to avoid a zero-sum game, where one entity wins and one loses; to reconcile dilemmas through a creative and intellectual dialogue, creating a win-win situation.

Evolution of management theories and models

Theories are developed to understand the world. Models are the testable summaries of theories, functioning in social science as instruments to improve organizations.

1. The genius of the Great Entrepreneurs (most prominent 1850–1940): American economic giants. what made them successful seemed almost wholly mysterious and it was hard to explain their brilliant business accomplishments.

2. Measuring results through ‘scientific management’ (most prominent 1900–1930, yet still with us): Frederick Winslow Taylor is often seen as the father of this discipline, although he preferred to describe his approach as ‘managing scientifically’. Different ways of producing goods were measured and compared to one another in ‘time and motion studies’ in order to ‘scientifically’ measure the most efficient production processes.

3. Acknowledging human potential and human relationships (since the 1920s): The conclusion drawn was that the group of women had grown to like and trust each other and the researchers, so that regardless of the variables, it was better human relations that had transformed the situation. Mayo concluded that people don’t behave like machines. Today, management theorists refer to this phenomenon as the Hawthorne effect, named after the location where these studies were first conducted. marking a swing in business management studies from a science perspective to the humanities and arts.

4. Strategic planning envisioned in terms of ‘the art of war’ (prominent 1960–1980): America needed to show its superiority to the Soviet Union and prove that it could ‘deliver the goods’ better than its rival. The notion that economic rivalry was in some respects a military-style engagement grew in popularity.

5. Putting the customer first (since the 1980s): ‘made in Japan’ By the late 1980s, it had become a mark of high quality, not only in the final product, but also in ways of working. Customers would be the first to warn you if things were not up to standard. Six Sigma quality circles became the norm, with defects falling to one in a million.

6. Globalism and diversity (gained prominence from the late 1980s onwards): International organizations like the IMF, the World Bank and the World Trade Organization were safely in American hands, and bailed out nations on condition that they cut back state expenditure on social projects and embrace free-market ideologies. The best leader was an internationalist, part diplomat, part translator, part intermediary, part negotiator. He or she needed cross-cultural competence, thinking globally while acting locally.

7. “Greed is good” (very prominent from the 1980s until 2007): The whole purpose of business was to make money. The bottom line was the ultimate embodiment of all other concerns. Financial performance is an important result, but by no means the only one. Pragmatism is essential.

8. 3Ps: People, Planet, Profit (since the 1970s, but dominating since the twenty-first century): Increasingly, there is demand for a new kind of leadership that can deal with a wide variety of stakeholders, managing the triple bottom line: harmonizing the interests of people, the planet and corporate profit. In order to do this, leaders must innovate – not just new products, but new industrial processes; in new factories, with new machines, new business and production models in which every material/component is utilized in an ever-functional cycle, rather than using up finite resources, in order to be attentive to the needs of all parties.

Crisis and failure are not yet eliminated in modern society. Theories or models can give guidance, but they don’t give guarantees. We have a persistent habit of reducing everything to its supposed fundamentals.

MODEL 1: The Bottom of the Pyramid, C.K. Prahalad (2002)

PROBLEM STATEMENT How can one create wealth by doing business with the 4 billion people at the bottom of the financial pyramid?

In economics, the Bottom of the Pyramid (BoP) is the largest but poorest socio-economic group, comprising around four billion people who live on less than a few dollars per day. To enable poor people to use their buying power, Prahalad suggests making use of the following twelve building blocks. Solutions must:

Be low-priced; Merge old and new technology; Be scalable and transportable across countries, cultures and languages;

Be eco-friendly; Put functionality above form; Be based on innovative processes; Use deskilled work;

Educate customers; Work in hostile environments; Be flexible with interfaces;

Be available for the highly dispersed rural market as well as highly dense urban markets; Be fit for rapid evolution.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010)

PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance?

The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals:

The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process.

MODEL 3: Reverse Innovation, Vijay Govindarajan (2009)

PROBLEM STATEMENT How can reverse innovation create growth?

Govindarajan observes the following evolution: from globalization (richer countries that export what they use themselves) came glocalization (adaption to local needs on a global scale), followed by local innovation (emerging markets increasingly innovate themselves), which is making way for reverse innovation (emerging markets dominate innovation). Govindarajan and Trimble (2012) cover nine rules ‘that will guide your innovation efforts’, in three categories, that can be summarized as follows:

Strategy: To grow in emerging markets, innovate, not simply export; grow from innovations in emerging market to other emerging markets; beware of small but fast-growing companies in emerging markets;

Global organization: Move resources to where growth is; create a reverse innovation mindset; focus in these markets on growth metrics;

Project organization: Stimulate an entrepreneurial ‘start-up’ spirit; leverage resources through partnerships; resolve critical unknowns quickly and inexpensively.

MODEL 4: Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne (2005)

PROBLEM STATEMENT How can we create a long-term plan for sustained competitive advantage by focusing on new markets, without focusing on competition?

In blue oceans, organizations invent and capture new demand, and offer customers a leap in value while also streamlining costs. The central idea is to stop competing in overcrowded industries, so-called ‘red oceans’, where companies try to outperform rivals to grab bigger slices of existing demand. Blue Ocean Strategies result in better profits, speedier growth and brand equity that lasts for decades while rivals scramble to catch up. Eliminate factors in your industry that no longer have value; Reduce factors that over-serve customers and increase cost structure for no gain; Raise factors that remove compromises buyers must make; Create factors that add new sources of value. importance of alignment across the value, profit and people propositions, regardless of whether one takes the structuralist (traditional competitive, Porter-like) or the reconstructionist (blue ocean) approach to strategy. make the competition irrelevant by creating a leap in value for both your organization and your customers.

The logic behind Blue Ocean Strategy is counter-intuitive, since blue oceans seldom result from technological innovation. Often, the underlying technology already exists and blue ocean creators link it to what buyers value. Most blue oceans are created from within, not beyond, the red oceans of existing industries. Blue Ocean Strategy is an inspiring way to look afresh at familiar environments with a view to finding a competitive edge.

MODEL 5: Six Stages of Social Business Transformation, Charlene Li and Brian Solis (2013)

PROBLEM STATEMENT How can organizations optimize engagement with their target audience through social media?

Planning – ‘Listen and learn’: Ensure commitment to get the business social. Presence – ‘Stake our claim’: Evolution from planning to action, establishing a formal and informed presence in social media;

Engagement – ‘Dialogue deepens relationships’: Commitment where social media is seen as a critical element in relationship-building; Formalized – ‘Organize for scale’: A formalized approach focuses on three key activities: establishing an executive sponsor, creating a centre of excellence and establishing organization-wide governance;

Strategic – ‘Become a social business’: Social media initiatives gain visibility and real business impact.

Converged – ‘Business to social’: Having cross-functional and executive support, social business strategies start to weave into the fabric of an evolving organization.

A model to measure current engagement of an organization with its target audience is Li’s Social Technographics Ladder (Li and Bernoff, 2008). The ladder identifies people according to how they use social technologies, classified as creators, critics, collectors, joiners, spectators and inactives. Taken together, these groups make up the ecosystem that forms the groundswell. Each step on the ladder represents a group of consumers more involved in the groundswell than the previous steps. To join the group on a step, a consumer need only participate in one of the listed activities. Steven van Belleghem, from Vlerick Business School, has developed a three-step approach to setting up and managing a conversation on any level of the Technographics Ladder: observe the conversation you perceive as relevant as an organization, facilitate the conversation you want to create and join the conversation as a peer.

The authors of Groundswell suggest the POST approach for change, working with people (assess social activities of customers), objectives (decide what you want to accomplish), strategy (plan for how relationships with customers will change) and technology (decide which social technologies to use).

MODEL 6: Social Media ROI Pyramid, Jeremiah Owyang (2010)

PROBLEM STATEMENT How can one measure the return on investment (ROI) of social media?

Applying the model may result in developing an overall dashboard for the organization to monitor progress of a company’s conversation strategy, or it can be used to help define which metrics need further refinement and how they connect with other metrics (as, for instance, used in a balanced scorecard) that measure success in corporate communications.

MODEL 7: Situational Crisis Communication Theory, Timothy Coombs (1995)

PROBLEM STATEMENT How should an organization communicate during a crisis?

Coombs distinguishes three clusters of crises:

Victim: Where the organization is a victim of the crisis (e.g. natural disasters, rumours) – minor reputational threat;

Accident: Where the organizational actions leading to the crisis were unintentional (e.g. equipment or product failure, accusations from external stakeholders) – medium reputational threat;

Intentional: Where the organization knowingly took inappropriate risk – major reputational threat.

identifying a limited set of primary crisis response strategies: Denial (attacking the accuser, denial of the story, scapegoating); Diminishment (offering excuses, justification of what happened); Rebuilding (compensation of victims, offering apologies, taking full responsibility).

MODEL 8: Communication and Employee Engagement, Mary Welch (2011)

PROBLEM STATEMENT How can employee engagement be strengthened through communication?

MODEL 9: Balancing Transparency, Piet Hein Coebergh and Edi Cohen (2009)

PROBLEM STATEMENT What is the optimum level of transparency for an organization?

When there is little transparency in a given environment, people find it difficult to trust each other and hesitate to behave flexibly. Conversely, redundant transparency results in people feeling over-monitored, making them feel mistrusted.

MODEL 10: The Blue Economy, Gunter Pauli (2010)

PROBLEM STATEMENT How do we turn poverty into development and scarcity into abundance with what we have?

This approach contrasts with the Red Economy (socialist planning, which didn’t work) and the Green Economy (which tends to require strong investments in unclear projects, benefiting only the happy few). The Blue Economy business model wants society to shift from scarcity to abundance ‘with what we have’, by tackling issues that cause environmental and related problems in new ways. The theory highlights benefits in connecting and combining seemingly disparate environmental problems with open-source scientific solutions based upon physical processes common in the natural world, to create solutions that are both environmentally beneficial and which have financial and wider social benefits. The concept of the Blue Economy is supported by the methodology of the Zero Emissions Research and Initiatives network (ZERI), including the following sets of instruments:

Five kingdoms of nature: bacteria, algae, fungi, animals, plants; a classification that is inspired by the work of biologist Lynn Margulis;

Five design principles, to work with these five kingdoms of nature (all following the key idea that there is no such thing as waste);

Five intelligences: emotional, academic, artistic, eco-literacy (systems thinking) and capacity to implement;

Twelve axioms of economics: principles of purpose, growth, productivity, cashflow, price, quality, competitiveness, place, innovation, diversification, management and thermodynamics.

More information can be found at www.zeri.org  The ZERI movement is engaged in a wide range of projects that are recorded and shared online through www.theblueeconomy.org.

amazon highlights: Goal Achievement System / Mike Pettigrew / 2017

You will see how your dominant thoughts, emotions and actions create the circumstances of your life. And when you change your dominant thoughts and emotions, and start taking the right actions, your environment will reflect those changes and your circumstances can improve dramatically.


If you want to change your circumstances, you must first make a change within yourself. As Mahatma Gandhi once said, "Be the change that you wish to see in the world". Albert Einstein once said that the definition of insanity was “Doing the same thing over and over again and expecting different results “.

The 7 Steps To Getting Everything You Want

STEP 1 - Decide What You Want:

STEP 2 - Create Highly Charged Goals:

STEP 3 - Give Each Goal a Deadline:

STEP 4 - Program Your Mind:

STEP 5 - Plan for Accelerated Success:

STEP 6 - Become a High Performer:

STEP 7 - Overcome Limiting Beliefs:

You can achieve anything you want — Providing you set clear goals, and follow a specific formula that will bring them to fruition, you can achieve anything.

Your beliefs have power — What you believe completely determines whether you can achieve your goals. Fortunately, you can change your beliefs!

A crisis could be your best opportunity — Facing and overcoming setbacks gives you the power and resources to achieve any goal. They act like a springboard to success.

You can’t be rich if you have low self-worth — Your self-worth determines your earning potential. Improve it and your finances can improve dramatically.

The magic is within you — You already possess everything within you that you need to become highly successful. You can achieve your goals by using this powerful system.

Goals determine your future — The lives of people who set goals can turn out very differently to those who do not set goals.

Without goals, your life can drift — You can end up just reacting to changing circumstances, becoming disempowered and disillusioned with life.

Goals allow you to live a better life – By setting goals, you can discover what you are truly capable of, and have a much bigger impact on others.

Goals help you to overcome your limitations — Goals allow you to create forward momentum in your life. They also enable you to create the life that you want.

Goals empower you – They can enable you to become more capable, empowered, happy, successful, and fulfilled. Absolutely anything that has been causing you to suffer, especially if it’s been going on for a long time, can be converted into its opposite to create a powerful new goal.Write out each of your goals and add the words “so that” after each one. Next, fill in your reason after the words “so that”, and this will bring you even deeper. Keep on going deeper by adding more “so thats” until you discover your single motivating reason for your goal. Knowing exactly what you want is important - When you know what you want, you are far much more likely to achieve it.

You have been conditioned - Your disappointments and setbacks have conditioned you to expect a mediocre life. What you expect then limits what you can achieve.

Discovering what you want is easy - Write out a list of all the dissatisfactions and frustrations in your life. Converting these into their opposites can create powerful goals.

Wants and needs - You may want something because it enables you to avoid something you don't wish to face, whereas a need is something that can truly improve your life.

Your Big Why - By using the Big Why technique, you can drill down to discover the single underlying motivation behind each of your goals.
To become clear about what you want, simply write out a list of all the things you would like to achieve during your lifetime. It doesn’t matter what order you write them in — what’s important is that you write down as many goals as you can possibly think of. It’s okay to cross goals off your list later if you find that they’re not particularly important to you, or if you don’t feel emotionally connected to them. Also, remember to create goals for each major area of your life so that nothing important is left out.

It’s important to know exactly what you want – To become very clear about what you want to achieve, you need to know what you want.

Goal brainstorming sessions – Write out all the goals you want to achieve during your life. If necessary, do several sessions over a week or more.

Create goals for each major area of your life - Including your finances, career, relationships, recreation, health, and personal growth.  “you are what you think, believe, and feel”.

Your mind affects your environment — Your thoughts and beliefs affect your actions and achievements. However, they may also affect your environment itself!

Energy cannot be destroyed — Emotional energy can influence your environment and other people. It can be used as a powerful catalyst for change.

Your mind influences physical matter — Thoughts and emotions can affect scientific experiments, and influence the outcome of those experiments.

Do your own experiments — Prove to yourself that your mind affects your environment, and discover the power to create anything you want. combine several goals that are closely related into a single, new condensed goal – a goal that contains a powerful motivating factor (PMF).

Condense your list of goals - Group them into goals of a similar nature, or goals that can support each other.

Identify goals that have a powerful motivating factor (PMF) - Make sure that each condensed goal includes one.

Create your goal anchor (GA) – Use it every day to inject strong emotional energy into your goals. This can greatly speed up the achievement of all your goals.

Your subconscious mind — It makes up 95% of your mind, and it has a huge influence on all your successes and failures in life.

You have been conditioned — You have been conditioned all of your life, and right now your conditioning is most likely sabotaging your goals.

You can overcome conditioning — You can influence your subconscious mind and overcome your conditioning using powerful mind programming techniques.

Long-Term Goals – The Next 5 to 10 Years

Medium-Term Goals - Within 1 Year

Short-Term Goals – The Next 3 Months

Regroup your condensed goals – Regroup them into short-term, medium-term, and long-term goals.

Include a deadline for each goal – This is so your subconscious mind has the specifics that it needs to bring you what you want.

You are responsible for your beliefs — Your thoughts, words, and actions determine your beliefs. By changing your beliefs, you can change your experiences.

Language of the subconscious — Your subconscious mind is influenced by repetition and strong emotion. You can use these to change your internal programming.

The power of affirmations — Affirmations are a simple, effective way to program your mind, so you can achieve your goals more quickly.

Benefits of hypnosis – This is a simple, safe, and effective way used by scores of highly successful people to overcome their conditioning and achieve their goals more quickly.

Subliminal technologies – This is an effective way to influence your subconscious mind, so you can program it more efficiently, using subliminal voices and images.

Biofeedback – This is a simple way to relax your body and mind so deeply that you reach the hypnotic state easily, so you can reprogram your subconscious mind for success.

Brainwave technologies – There are powerful new ways to bring yourself into a deeply relaxed, focussed state where you can embed new programs into your mind.

Creative visualisation — This is a highly effective way to embed positive, empowering images into your mind of what it will be like when you have achieved your goals.

Convert your goals into affirmations – Convert each of your short-term, medium-term, and long-term goals into an affirmation.

Repeat each affirmation morning and evening – Read them aloud while triggering your GA, and visualise what you will experience as though you had already achieved it.

Create a vision board or a mind movie – This can make even more positive impressions on your subconscious mind.

Use mind programming technologies – For example, try light and sound machines, subliminal software, biofeedback, and hypnosis to complement and enhance the effects of your affirmations.

Develop a positive mental attitude – It’s the key to happiness, and will bring all sorts of wonderful opportunities to you.

Improve your self-image – It is responsible for all your successes and failures in life. Improve it and you can achieve your goals a lot more easily.

You can control your mind - It's the only real control you have in your life. Therefore, when you control your mind, you can control your life.

You can be deeply happy - Happiness is a choice. When you treasure yourself, and develop a more caring attitude, you also deepen your own happiness.

You have the power to change - By becoming solution-focused, you can overcome any problem and change any situation more easily.

Going the extra mile - By showing appreciation and by making a bit more effort, you stand out from the crowd and reach all your goals more quickly. "failing to plan is planning to fail",

Create your action plans — Action steps help you to move towards each of your goals. Use mind mapping to stimulate creativity and see your path more clearly.

Use focusing questions and the 80/20 rule – This will ensure that you always take the most effective, efficient actions that you can possibly think of.

Add more actions steps – As they become obvious to you, add more action steps.

Take action every day – Take daily actions so you make consistent progress towards your goals and see the results of all your efforts.

In the early part of the twentieth century, Edgar Cayce summed up the components for maintaining a healthy life in the acronym C.A.R.E.

C: Circulation…we can only become healthy when our circulatory system is functioning correctly. Therefore, we must get sufficient exercise each day.

A: Assimilation…. Assimilation is the body's ability to digest and distribute food efficiently.

R: Relaxation…. Relaxation includes not only getting enough sleep, but also setting aside time for recreation.

E: Elimination…Unless our body is successfully getting rid of the waste and toxins that build up in it, we can experience all sorts of long-term and chronic problems.

Increasing your brain power — The food you eat, the water you drink, and the exercise you do directly influence your brain and what you can achieve.

Healthy body – healthy mind — To achieve your goals more easily, you need to improve these areas: circulation, assimilation, relaxation, and elimination.

Food intolerances — It’s possible that you have food allergies that could be slowing you down. Get tested and know for sure!

Nutritional supplements — Due to modern farming techniques, your food may be lacking in nutritious value. Supplementation can help give your body what it needs.

Exercise and sleep — For your body and mind to work effectively, you need to get adequate exercise and get between seven and nine hours sleep each night. the world’s most successful people, you will discover that they use daily routines and habits that consistently move them towards success.
People who focus on achieving peak performance aim to win once, but often find that they cannot sustain this peak performance state for very long. High performance is not about working harder or faster. Nor is it about becoming a multitasking machine. High performance techniques allow you to consistently achieve great results in each area of your life, while reducing your stress, increasing your feelings of well-being, and enhancing your health and vitality. Planning daily activities is one of the simplest and most effective secrets of high performers. Highly effective, successful people create new habits such as blocking out time, and they use these to consistently achieve sustained levels of high performance.When you block out time to work on your goals, you also need to minimise distractions as far as you possibly can. High performers are expert time managers and have no problem in ruthlessly eliminating activities that do not progress their life goals – their goals for their wealth, family, health, and happiness. daily success planner. This will help you to create your own daily routine, and it will assist you in blocking out your time for important activities.

To create your daily success planner, you need to get a piece of paper and along the top, write down the names of the three most important goals or projects that you are currently working towards. Next, under each project name, write out up to five important things that you need to get done in the near future that will help you progress towards achieving that goal. Also, if other people are involved in helping you to progress these projects, then you also need to write out the names of the people who you need to contact today who will help you progress them. Finally, at the bottom of the page, you need to write out your top priorities for today. These are the things that you absolutely must get done today, no matter what,

the research shows that multitasking makes a person more stressed and a lot less productive – by as much as a staggering 40%. High performance studies have found rather than multitasking, taking short breaks is better for your performance. Each break only needs to be as little as 2 or 3 minutes long, and you need to take it every hour (or at least every 90 minutes).

Use high performance habits: Win back time –  Start blocking out time - Stop multitasking! – Use energisation routines

When you experience challenges that stretch your life, it’s almost like you qualify yourself, and show you are worthy of achieving that goal.It will give you the motivation and determination you need to keep moving forwards, so that you can overcome the setback.

Step 2: Write out 10 benefits you could experience by overcoming this challenge.

Step 3: Write out 10 actions you could take that might help you overcome this challenge.

Step 4: Write out 5 inner qualities you could develop by facing and overcoming this obstacle.

In almost every case, highly successful people refuse to give up. What separates those who achieve very little progress in their lives and those who change the world comes down to one thing — and that is persistence.

Dr Maxwell Maltz once said that a “crisis” is a situation that can either make us or break us. every crisis contains within it a great opportunity. Maltz’s observation was that when faced by a crisis, then the best and quickest way to overcome that crisis is to become far more determined. Challenges allow you to achieve your goals Success is often achieved through failure. A crisis is also an opportunity
You have a negative inner voice. You need to become a successful person and develop a success mindset first, and then quite naturally, true riches will start to appear in your life. However, just because you believe something, it doesn’t mean that it’s real

Step 1: Speak the following sentence out loud “I can’t become rich because…….”

Step 2: Next, as quickly as you can

Step 3: Next, speak the same sentence aloud again “I can’t become rich because…….” and quickly write out another reason why you can’t become rich.

Step 4: Now look at each of your reasons, and you may be surprised by what they reveal!

As you may remember from the earlier section on affirmations, you need to write them in the present tense. They also need to be positive, personal, and specific. You can then create opposite beliefs and convert those beliefs into affirmations that cancel out your limiting beliefs and their effects on your life.

You have been conditioned — Other people and what you have experienced have conditioned you. Your circumstances never define who you are or what you can become.

Your beliefs are powerful — They determine what you experience.

Your subconscious beliefs hold you back — They also constantly sabotage your success.

You can change your beliefs — By doing so, your circumstance will also change.

Uncover your limiting beliefs — Do this using the "because" technique.

Overcome those limiting beliefs — By creating opposite beliefs and converting them into affirmations that program your mind for success, you can overcome limiting beliefs.
There is just one guarantee in life, and that is that nothing ever remains the same. Everything in the universe is in a constant state of flux. if we are to survive the coming robotics revolution, remain employed, become successful, and achieve our life’s biggest goals, then we must learn new skills — and quickly. True benefit comes when we learn a new skill and immediately put that learning into practice. We cannot truly say we have learned something unless we have actually put it into practice — understanding only comes after we take action. Knowledge only becomes power when it is acted upon and used.

Lifelong education is vitally important — Robotics and artificial intelligence is changing the world. You must learn new skills and become more capable from now on.

Success can be learned —  There is no need to reinvent the wheel. Seek out excellent teachers and you can succeed at anything you want.

Transform your life — Mentors and coaches will help you overcome your current limitations, learn new skills, and achieve your goals more quickly.

Coaching for success — A good coach is the greatest gift you can ever give yourself. Coaching is one of the fastest and easiest ways to ensure you achieve your goals.

Mastermind groups — A group of people with a common purpose is powerful. You can brainstorm, learn new skills, keep yourself accountable, and always moving forwards.
We are here in this world to grow spiritually, and help others in any way that we can. carry out your major life purpose (MLP) Every human being is simply too complex to be limited to only one single activity.
Passion + Daily Action = MLP   When you are passionate about certain things in your life, and you take consistent actions in those areas, then you start living your life with far greater purpose. you need to start living today as though each day were your last day.


Purpose — Living with a sense of deep purpose is a source of joy and fulfilment. It allows you to achieve what once seemed impossible. Your purpose is your source of power.

A common purpose — According to research into the evidence for life after death, we all share a common purpose: to grow and also help others to do the same.

Your own unique purpose — You also have a unique purpose that can energise you. You can find this when you explore your passions, life experience, and talents.

Your time is valuable — It's actually the most valuable thing you possess, and gives you unlimited potential to achieve anything you want. Never waste time!

Get answers to any problem - Use the powerful exercise to get answers to any problem, directly from your subconscious mind.

Use the creativity muscle boosting technique - Use this simple technique to ensure you always have a stream of great new ideas for achieving your goals.

Ideas notebook - Write down all your new ideas in a special notebook, and keep it close to you at all times.

amazon highlights: Leadership / Stephen Moulton / 2018

Illusory superiority is a cognitive bias where individuals overestimate their own qualities and abilities, compared to others. Overall, we are overconfident in our abilities. Most of us believe we are smarter, more dependable and just plain better than others. Seeking feedback from peers, subordinates and supervisors is a recommended and invaluable in today's workplace. The challenge most of us face is that we don’t like and usually reject feedback that doesn’t fit our belief system. Neuroscience has shown that part of the brain actually shuts down when we get information contrary to our beliefs and happily lights up when information supporting our belief system is presented.

1. Under Leadership Epidemic

For some reason, too many leaders, managers, and supervisors aren't leading. Way too many individuals when promoted are ill prepared to be leaders. They don't know how to hold people accountable, manage performance, deal with conflict, or they don't want to.

2. Be a Leader Instead of the Boss

THE SECRET IS: Everyone must know his or her own roll they must have the skills and know them well. Until they know themselves, they can't perform well. THE LEADERSHIP REALITY IS: If you're a leader, you can't blame the players for poor performance. You have to be a teacher, a conductor, a coach, and a cheerleader.

3. Leadership Focus

Effective leaders provide this 'outcomes focus' for their organization by emphasizing the mission, vision, values, and strategic goals of their organization and at the same time they are building the capacity of their organizations to achieve them.

4. Lessons from Leadership Vision and Purpose

When leaders create a compelling purpose and vision, something almost magical happens.

5. Creating a Vision for Change

To keep people focused on a major change regularly bring the vision for change into their consciousness every day, so that over time the new vision becomes part of them. People who focus on a specific task can teach themselves to think differently over time. You are the role model, model your vision. Keep your vision message simple and repeatable.

6. Dealing with the Uncertainty of Change

When people are in a familiar situation, they tend to switch their brains to autopilot. But the moment uncertainty enters the picture - our brains flash a danger message, switching our full attention to one thing, people fear the unknown. During change,   First, leaders must create the perception of certainty and reduce ambiguity.    Second, give specifics of the change.   Third, break complex down change into small steps.

7. Employee Engagement versus Employee Satisfaction

The terms employee engagement and employee satisfaction are NOT interchangeable. Engaged employees are passionate and alive with the desire to perform well and do so in alignment with your strategic objectives. These employees are the reason you need to create an environment where they become engaged for the long-term.

8. Leading with the Brain in Mind

Threats to our wellbeing are much more intense and longer-lasting than reward responses.

9. Neuroscience and Leadership -Independence

Research has shown that when confronted by a stressful situation ... one factor that determines our effectiveness in dealing with it ...is the amount of control we have in dealing with it. Leaders who want to improve performance reduce uncertainty by supporting their people's need for Independence. Provide people with options or allow them to organize their assignments and projects.

10. How Status Affects People

When it comes to implementing change - keep the perception of status in mind.

11. Relationships Affect Engagement and Performance

People need to feel like they belong and are cared about, by their leaders and peers. When people make a strong connection and perceive that others are "just like us" they become linked, and fear of threat diminishes.

12. Trust in the Workplace

When a perception that an event or decision isn't fair, it generates a response of hostility, anger, and distrust. Help your employees see fairness when you make mistakes, use a bit of humor. Self-deprecating humor usually works pretty well in building trust.

13. Programming for Change

It’s not enough to introduce a vision once or twice and expect others to internalize it. Just because you get tired of repeating it, doesn’t mean others have internalized it yet

14. Improving Employee Performance

establish realistic performance expectations - with outcomes Performance expectations are most effective if they are outcome based.  In other words, explaining what is expected and why. Schedule regular bi-monthly or at least monthly meeting times with each team member.

15. Eliminate Fake Work

Create a clear strategy that shows clear intent. Ensure that every employee is aligned with the strategy, so they are prioritizing work tasks through the lens of the team. Execute on the strategy by ensuring that every person understands how to turn the strategy into action every day. Do not assume that your people have heard about your strategy, let alone understand it.

16. Three Barriers to Traditional Performance Management Success

The first reason is objectivity bias. Ever notice employees bad mouthing their boss. That comes about because the employee thinks he or she is objective and the boss isn't. The second is called confirmation bias. In the performance management process, employees want feedback that confirms their self-perceptions, and they ignore, are offended, or reject feedback that doesn't fit their paradigm. The third is called threat response. Threat response is where the employee responds negatively when they receive feedback that threatens their self-perceptions. The result is often outward acceptance or compliance, but inwardly a pullback of engagement. Stop giving direct unsolicited feedback.

17. Coaching to Change Performance

about trying to change people's worldviews and performance. Don't do it. The key is to help people conclude that "they" want to change. One way of doing that is to establish outcome-based performance expectations and having your employee’s document events when they demonstrated those expectations. Then review those examples on a regular basis in one-on-one conversations and have them rate themselves on the results and their actions.

18. Is Pay Really Linked to Performance?

In reality, performance seldom determines pay.

19. Two Performance Review Agendas

Some bosses want to discuss where performance needs to be improved, while the subordinate is more interested in such issues as compensation, and career advancement.

20. One Key to Improving Employee Performance

people act emotionally, then think to rationalize their decisions or actions after the fact.

21. Another Key to Improving Employee Performance

Regular weekly performance management coaching sessions are a must. Establish regular one-on-one meetings with each employee or leader. Once a week, every other week, or no less than once a month. The frequency of the meeting should depend on the skill and performance of the employee or leader. Start with a discussion on specific expectations both behavioral and technical.  Make the expectations outcome based. Employees who have weekly one-on-one meetings with their bosses are more engaged and productive.