1. Global Medianetwork

Values are like fingerprints. Nobody's are the same, but you leave 'em all over everything you do. — Elvis Presley.

Values are what we care about. As such, values should be the driving force for our decisionmaking. They should be the basis for the time and effort we spend thinking about decisions. But this is not the way it is. It is not even close to the way it is. — Keeney, Ralph L. 1992. Value-Focused Thinking: A Path to Creative Decisionmaking, Cambridge, MA: Harvard University Press, 3.

If you want to change how people think, give them a tool the use of which will lead them to think differently.— Fuller, B. 1976. Synergetics: The Geometry of Thinking. New York: MacMillian.

The world we have created today, as a result of our thinking thus far, has problems that cannot be solved by thinking the way we thought when we created them. — Albert Einstein, cited from Nattrass, Brian and Mary Altomare. The Natural Step for Business, Gabriola Island, British Columbia: New Society Publishers, 9.

There is a crack in everything. That's how the light gets in. — Cohen, Leonard. 1992. Anthem. On The Future: Sony.

“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed it's the only thing that ever has.” — Margaret Mead

Without question, the most abundant, least expensive, most underutilized, and constantly abused resource in the world is human ingenuity. — Dee Hock. 2005. One From Many: VISA and the Rise of Chaordic Organization. San Francisco: Berrett-Koehler, 55.

...only one sort of man has ever been happy, has ever been universally respected among all the conflicts of interest and illusions...he who seeks in contemplation to discover the inner will of the world, in invention to discover the means of fulfilling that will, and in actions to do that will by the so-discovered means. — Shaw, George Bernard. 2001. Man and Superman: A Comedy and a Philosophy. New York: Penguin, 151.

This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being thoroughly worn out before you are thrown on the scrap heap; the being a force of Nature instead of a feverish selfish clod of ailments and grievances complaining that the world will not devote itself to making you happy. And also the only tragedy in life is the being used by personally minded men for purposes which you recognize to be base. — Shaw, George Bernard. 2001. Dedicatory Epistle. Man and Superman: A Comedy and a Philosophy. New York: Penguin, 32.

As far as preparing to work in the future, I'll tell you what I tell my children. At the personal level, you develop three basic skills: learning, critical thinking, and systems thinking. Critical thinking means you ask the right questions; systems thinking means you see the big picture. If you do that, you will have a set of skills that transcends any particular set of technical skills, which may or may not become obsolete. — Hammer, Michael. 1997. PM Network, September.

Imagine going to your doctor because you're not feeling well. Before you've had a chance to describe your symptoms, the doctor writes out a prescription and says, "Take two of these three times a day, and call me next week."
"But — I haven't told you what's wrong," you say. "How do I know this will help me?"
"Why shouldn't it?" says the doctor. "It worked for my last two patients."
No competent doctors would ever practice medicine like this, nor would any sane patient accept it if they did. Yet professors and consultants routinely prescribe such generic advice, and managers routinely accept such therapy, in the naive belief that if a particular course of action helped other companies to succeed, it ought to help theirs, too. — Christensen, Clayton M. and Michael E. Raynor. 2003. Why Hard-Nosed Executives Should Care About Management Theory, Harvard Business Review, 81(9), 67.

Mindlessness is the application of yesterday's business solutions to today's problems. Mindfulness is attunement to today's demands to avoid tomorrow's difficulties. — Langer, Ellen J. 1989. Mindfulness. Cambridge, MA: Perseus, 152.

Integral: the word means to integrate, to bring together, to join, to link, to embrace. Not in the sense of uniformity, and not in the sense of ironing out all the wonderful differences, colors, zigs and zags of a rainbow-hued humanity, but in the sense of unity-in-diversity, shared commonalities along with our wonderful differences. — Wilber, Ken. 2001. A Theory of Everything: An Integral Vision for Business, Politics, Science, and Spirituality. Boston: Shambhala, 2.

Making well-thought-out changes in living systems is a dangerous business. Fixing one part, on one side, is likely to produce new and worse pathological events miles away on the other. The most dangerous of all courses is to begin doing things without recognizing the existence of a system. — Thomas, Lewis. 1992. The Fragile Species. New York: Charles Schribner's Sons, 82.

When a system is set up to accomplish some goal, a new entity has come into being—the system itself. No matter what the "goal" of the system, it immediately begins to exhibit systems-behavior, that is, to act according to the general laws that govern the operation of all systems. Now the system itself has to be dealt with. Whereas before there was only the Problem —such as warfare between nations, or garbage collection—there is now an additional universe of problems associated with the functioning or merely the presence of the new system. — Gall, John. 1986. Systemantics: The Underground Text of Systems Lore — How Systems Really Work and How They Fail, Ann Arbor, MI: The General Systemantics Press, 13.

Ultimately, Paul Hawken argues, the problem we face is not so much a management problem as a design problem. "In order to approximate a sustainable society," he concludes, "we need to describe a system of commerce and production in which each and every act is inherently sustainable and restorative."— Elkington, John. 1998. Cannibals with Forks: The Triple Bottom Line of 21st Century Business, Stony Creek, CT: New Society Publishers, 38.

It is well for people who think to change their minds occasionally in order to keep them clean. For those who do not think, it is best at least to rearrange their prejudices once in a while.— Luther Burbank, horticulturist, 1849-1926.

The sustainability agenda, long understood as an attempt to harmonize the traditional financial bottom line with emerging thinking about the environmental bottom line, is turning out to be much more complicated than some early business enthusiasts imagined. Increasingly, we think in terms of a 'triple bottom line,' focusing on economic prosperity, environmental quality, and — the element which business has tended to overlook — social justice.— Elkington, J. 1998. Cannibals with Forks: The Triple Bottom Line of 21st Century Business, Stoney Creek, CT: New Society Publishers, 2.

Certainly, each of these has a dark side, but if the benefits are illuminated and then transcended, you get a fifth organizational paradigm in which all four can be somehow present and somehow something new is born."

• Co-create a society and culture that supports and empowers individuals and groups to live according to their innermost values, lights and insights, and that can make their living with what they really, really want to do.

Therefor - these goals:

• Marshall and command sufficient resources - be rich - and have ever growing influence to influence the influencers that align with my mission. 
• Co-create Gaiaspace and help it grow into a communication and collaboration platform and marketplace that will hugely enhance the leverage of the mission
• Have a supportive and flourshing relationship with Janshi; and have mutually enriching relationships with others so as to co-create a field-of-love that nourishes all partners emotionally, relationally and empoweringly.
• Initiate and co-create a spiritual school of mutual apprenticeship with an attractive curriculum and charismatic appeal that empowers its participants to explore and enquire into all matters regarded as spiritual.

The mission and goals are interwoven in the fabric of my engagement with being alive as a human being. Formulating, enhancing and reformulating these is a helpful orienting exercise in my evolution.

• Co-create a society and culture that supports and empowers individuals and groups to live according to their innermost values, lights and insights, and that can make their living with what they really, really want to do.

Therefor - these goals:

• Marshall and command sufficient resources - be rich - and have ever growing influence to influence the influencers that align with my mission. 
• Co-create Gaiuaspace and help it grow into a communication and colaboration platform and marketplace that will hugely enhance the leverage of the mission
• Have a supportive and flourshing relationship with Janshi; and have mutually enriching relationships with others so as to co-create a field-of-love that nourishes all partners emotionally, relationally and empoweringly.
• Initiate and co-create a spiritual school of mutual apprenticeship with an attractive curriculum and charismatic appeal that empowers its participants to explore and enquire into all matters regarded as spiritual.

The mission and goals are interwoven in the fabric of my engagement with being alive as a human being. Formulating, enhancing and reformulating these is a helpful orienting exercise in my evolution.