What I do with my brain and my choice to educate myself is up to me – this is how I do it –

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My Note –

I had started out with a question about why statistics and their analysis had such incredibly different outcomes in the hands and decision-making of businesses and economists involved in business and monetary things.

This first post happened because I had started the search and then decided to post it as I went along where it might make open and available what I do to get information and understanding / learning on the internet and through a variety of sources. After making this post, I started again with a bit more narrative approach which follows in the next three posts. (It is a lot of information but not as much as I usually use and it was harder to find it and post it than it takes to just do it.)

https://cricketdiane.wordpress.com/2009/04/03/

**

How I research and learn –

My note –

How I do it – First, I was wondering about how statistical data and analysis was being conducted by the economics and business management branches of things where it concerns business –

https://cricketdiane.wordpress.com/2009/04/04/how-i-research-and-learn/

**

How I learn – (cont.)

How I research and learn –

https://cricketdiane.wordpress.com/2009/04/04/how-i-learn-cont/

**

A little more about how I learn – (cont. across last two posts plus this one)

https://cricketdiane.wordpress.com/2009/04/04/a-little-more-about-how-i-learn-cont-across-last-two-posts-plus-this-one/

answer that I derived from the information that is contained in my searches and study –

[My note – maybe relative displacement would make a better choice of equations for business statistics. But, I have noticed in the stat analysis info – chapt.s 9 or lecture 12, chapt. 10 – that in some data arrays,, there are common conventions of leaving out or deleting certain results or categories of data whether because the values are too low or for constraints of other reasons. Maybe that explains a lot of the differences in handling the data and analysis for business / monetary information compared to science, physics or materials science / mathematics, in that incremental specificity is important and deemed to be critically necessary in science / math apps.]

***

****

My note –

With a bit of thought about the things I had found online, read and considered – this is what has occurred to me as the basic answer to my original question:

“In business and money matters, they have adopted certain conventions that create contrivances in the numbers, their results upon analysis and in the decisions that result from them.”

– cricketdiane, 04-04-09

****

Vive la crise, mère de toutes les inventions !
03.04.09 | 10h51

Salon international des inventions de Genève, dont la 37e édition témoigne de la vitalité du secteur

http://www.lemonde.fr/web/depeches/0,14-0,39-38918064@7-37,0.html

Son fondateur et président, Jean-Luc Vincent, reconnaît avoir perdu quelques exposants institutionnels frappés par la crise. Mais il note “un afflux d’inventeurs stimulés par l’urgence de trouver des solutions, en particulier dans le domaine de l’environnement, l’économie et la santé.”

****

http://www.inventions-geneva.ch/

– very nifty –

Lookup for more information – Geneva

***

{and this caught my interest, too – }

[From]

Topic: Organizational design

http://www.primisonline.com/cgi-bin/POL_casesByTopic.cgi?topic=Organizational%20design

10 Rules for Strategic Innovators: From Idea to Execution

Add     View     43 pp.     Case
Author(s): Dewar, Robert D.
Publication Date: 01/01/2006
Product Type: Case (Field)
HBS Number: KEL145
Geographic Setting: United States Industry Setting: Consumer products; retail industry
Subjects: Brands; Competitive strategy; Corporate culture; Customer service; Human resources management; Organizational design
Academic Discipline: Competitive strategy
Product Description: Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus’ efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers‘ every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets. Learning Objective: To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

Source: Harvard
Daimler Chrysler Commercial Vehicles Division

Add     View     26 pp.     Case
Author(s): Hannan, Michael; Podolny, Joel; Roberts, John
Publication Date: 09/01/1999 Revision Date: 06/01/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: IB27
Industry Setting: Automotive industry Number of Employees: 416,501 Gross Revenues: $152,446 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Globalization; Market structure; Operations management; Organizational design; Product management; Reorganization
Academic Discipline: Competitive strategy
Product Description: On Monday, November 16, 1998, the day before Daimler-Benz would officially merge with Chrysler, Dr. Kurt Lauk, head of Daimler-Benz’ commercial vehicles division (CVD) reflected on the organizational changes he had directed over the course of the previous two years to make CVD more competitive in an era of industry-wide globalization. To unite an extremely decentralized organizational structure at Daimler, Lauk initiated a worldwide reorganization and the integration of the company‘s manufacturing operations. He encouraged individual units within CVD to look for collaborative opportunities that would enable the division to realize global scale economies. Although Lauk promoted a global perspective within CVD, he believed that the business units could compete effectively only if they were allowed considerable autonomy to respond to their own unique market conditions. Lauk was proud of the achievements resulting from these directives. However, pressing concerns overshadowed his satisfaction. Although the CVD was profitable overall, its Power Train Unit continued to lose money. In addition, Lauk was concerned about Daimler’s progress in building adequate distribution channels in the Asian region. Finally, Lauk considered the impact of the merger with Chrysler on CVD and the general uncertainty concerning how a more centralized or
Source: Harvard

&&&** [Which is this – ]

Add

View

43 pp.

Case Author(s): Dewar, Robert D. Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL145 Geographic Setting: United States Industry Setting: Consumer products; retail industry Subjects: Brands; Competitive strategy; Corporate culture; Customer service; Human resources management; Organizational design Academic Discipline: Competitive strategy Product Description: Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus’ efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers‘ every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets. Learning Objective: To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service. Source: Harvard

Daimler Chrysler Commercial Vehicles Division
	Add	View	26 pp.	Case Author(s): Hannan, Michael; Podolny, Joel; Roberts, John Publication Date: 09/01/1999 Revision Date: 06/01/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: IB27 Industry Setting: Automotive industry Number of Employees: 416,501 Gross Revenues: $152,446 million revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Globalization; Market structure; Operations management; Organizational design; Product management; Reorganization Academic Discipline: Competitive strategy Product Description: On Monday, November 16, 1998, the day before Daimler-Benz would officially merge with Chrysler, Dr. Kurt Lauk, head of Daimler-Benz’ commercial vehicles division (CVD) reflected on the organizational changes he had directed over the course of the previous two years to make CVD more competitive in an era of industry-wide globalization. To unite an extremely decentralized organizational structure at Daimler, Lauk initiated a worldwide reorganization and the integration of the company‘s manufacturing operations. He encouraged individual units within CVD to look for collaborative opportunities that would enable the division to realize global scale economies. Although Lauk promoted a global perspective within CVD, he believed that the business units could compete effectively only if they were allowed considerable autonomy to respond to their own unique market conditions. Lauk was proud of the achievements resulting from these directives. However, pressing concerns overshadowed his satisfaction. Although the CVD was profitable overall, its Power Train Unit continued to lose money. In addition, Lauk was concerned about Daimler’s progress in building adequate distribution channels in the Asian region. Finally, Lauk considered the impact of the merger with Chrysler on CVD and the general uncertainty concerning how a more centralized or Source: Harvard

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To Our News Broadcasters – Cricket Diane C Phillips – 2008 –

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I do understand that your news group is a profit-driven and profit rich organization. What I do not understand is this:

Since many groups of people are doing no further examination of things than the quick feeding of information from you, why on the shows you produce are we seeing “experts” who are choosing to lie? They must know the truth of the situation because of their knowledge base and background. What are they doing? – propaganda? – intentional “framing” of the situation in terms they believe will create “confidence” where it is no longer merited? – do they believe lies? What is it that would cause otherwise knowledgeable individuals to pretend something is so that is not?

I would like to see both sides of the issue, too. That seems to be the rationale for giving airtime to contributors that as experts, especially on economics and business projections, are essentially disseminating false interpretations of the facts, knowingly. But the job of news is to accurately portray the facts and what these facts indicate truthfully. We are all capable of forming our own opinions thereafter.

The Great Depression

In October 1929 the stock market crashed, wiping out 40 percent of the paper values of common stock. Even after the stock market collapse, however, politicians and industry leaders continued to issue optimistic predictions for the nation’s economy. But the Depression deepened, confidence evaporated and many lost their life savings. By 1933 the value of stock on the New York Stock Exchange was less than a fifth of what it had been at its peak in 1929. Business houses closed their doors, factories shut down and banks failed. Farm income fell some 50 percent. By 1932 approximately one out of every four Americans was unemployed.

The core of the problem was the immense disparity between the country’s productive capacity and the ability of people to consume. Great innovations in productive techniques during and after the war raised the output of industry beyond the purchasing capacity of U.S. farmers and wage earners. The savings of the wealthy and middle class, increasing far beyond the possibilities of sound investment, had been drawn into frantic speculation in stocks or real estate. The stock market collapse, therefore, had been merely the first of several detonations in which a flimsy structure of speculation had been leveled to the ground.

The presidential campaign of 1932 was chiefly a debate over the causes and possible remedies of the Great Depression. Herbert Hoover, unlucky in entering The White House only eight months before the stock market crash, had struggled tirelessly, but ineffectively, to set the wheels of industry in motion again. His Democratic opponent, Franklin D. Roosevelt, already popular as the governor of New York during the developing crisis, argued that the Depression stemmed from the U.S. economy’s underlying flaws, which had been aggravated by Republican policies during the 1920s. President Hoover replied that the economy was fundamentally sound, but had been shaken by the repercussions of a worldwide depression — whose causes could be traced back to the war. Behind this argument lay a clear implication: Hoover had to depend largely on natural processes of recovery, while Roosevelt was prepared to use the federal government’s authority for bold experimental remedies.

The election resulted in a smashing victory for Roosevelt, who won 22,800,000 votes to Hoover’s 15,700,000. The United States was about to enter a new era of economic and political change.

Taken from The Great Depression Overview
Found – http://www.english.uiuc.edu/maps/depression/overview.htm

The idea that the Great Depression in the United States would have righted itself without any intervention is only a theory and is not supported in the economies around the World historically that have endured depressed economies for any extended length of time. It doesn’t matter what Republicans or Democrats, conservatives or liberals think about that. The facts are still the same and so are the outcomes. Theory and opinion are not facts.

Nor can opinion and theory alter the facts which will become obvious sooner or later. No matter how the facts are, no matter what they are, no matter why they are –> these will remain constant, regardless of our opinions and theories about them.

There are an obvious group of questions that indicate this truth – )( in economics)(.

1. What happens when everyone is selling and very few or no one is buying?

2. How many people stop purchasing when their (one) job disappears and they can’t get another job within a month or two? Is it the members of their immediate household that stop purchasing or also their church, scouts, civic clubs, local government services, schools, and every business they had been using locally?

3. If 66% of those in the US who want to work are working (as described by a news channel a couple days ago), what has happened to the other 34% of those who want to work? Are they homeless now? How many individuals and families is that?

4. When demand goes down, as with many grocery items, stores and commodities such as gasoline, but prices go up – is it obvious these companies are trying to maintain the same profit margins? If an analysis comes from any business or economics book’s information, what happens at some point by doing this? Doesn’t it eventually undermine the sales and stability of company assets, bankrupt the company and further destabilize other things around them?

5. During the Great Depression, the rosy optimism of Republicans failed to meet the measure required to restore faith nor solved the problem. Why would it appear to them as the proper choice to make today, to use after that dismal failure of the same tactic?

6. What happens when over 60% of the physical properties that could be used as a potential residence cannot be afforded by the majority of the population requiring it?

7. What does it mean in the greater scheme of capitalism when all competition for a market position is thwarted and is not accessible – such as the case with any competition for other fuel sources to power homes, cars, airplanes, trucks, ships, farm equipment, boats, trains, etc.?

We have alternatives researched ad nauseum already and prepared to go into the market – why are they denied opportunities to be there available to us? Oil and gas, natural gas, heating oil and electricity have been subsidized for many years, why do we stay our hand now, declining support for those who would compete with them? Our subsidized research to these existing commodities, utilities and oil companies for their geological surveys, for equipment, business incentives, tax breaks and every other avenue of subsidy and support has given an unfair advantage that we funded and yet we have not extended those aids to other forms of energy, power and fuels that would compete with them. Now what?

Written by Cricket Diane C “Sparky” Phillips, 2008
Cricket House Studios USA1 – 06-07-08

What do I want the American people to do? – Cricket Diane C “Sparky” Phillips – 2008

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What do I want the American people to do?

2008 Cricket Diane C “Sparky” Phillips

Cricket House Studios, USA

Stop. Look around. Listen to the real sounds of the real world. Take note, stop worrying, fix what is broken and implement workable solutions that hold possibility of working. Get on it – Let’s work this:

1. We are going to have to make our own jobs.

2. We are going to have to engage in horse trading to get what we need.

3. Use our ingenuity & resourcefulness.

4. Use our talents, skills & knowledge.

5. Create workable solutions to our problems, issues & circumstances.

6. Feel the feelings we have about it all and let go of them once experienced.

7. Be innovative, inventive & creative.

8. Play hardball when necessary.

9. Recognize common needs to fill for the money we need.

10. Rejoice in rebuilding our America.

Written by Cricket Diane C “Sparky” Phillips, 2008

“Creating the Tangible from the Impossible every day.”

“Illuminati of One.”

05-28-08 USA1 – USAX1 – Atlanta, Ga, USA

Everyone can be an “Illuminati of One” – then, maybe the world can be a much better place to live.

Two Stories of Real Life as I’ve Lived it in the USA – Cricket Diane C “Sparky” Phillips

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On Codex 1 – USAX1 – 2008

2008 Cricket Diane C “Sparky” Phillips
Cricket House Studios, USA1
05-22-08

Once upon a time, there were some quiet friends who needed to communicate with one another along some very private avenues without convergence or interruption. They took among them a list of songs that they all knew and could easily recall from memory in both melody and lyrics. With these songs lists, they could openly and freely communicate without the discernment of outsiders even in the intimate company of others.

These were complex and dangerous times when the friends decided amongst themselves and with their “commanders” to do this. It was quite a game to analyze the song content by registration keys for a message or messages to be read. The messages didn’t exist in the songs. The songs were used like passages in a book to encode and decode pertinent data, if found, the information would be meaningless to those who had received no access to the keys. At best, they would simply be guessing at the meaning.

Then, something happened to the key sets in use up until that time. With a change of administrative personnel critical to the unit’s survival, a choice was made quite incidental to any of the operating policies of those involved. This administrative person made an administrative change altering the original coding key sets that were based upon specific song titles within those sets.

This clerk did not change the order of the songs within the key. He did change and quasi-permanently altered the actual song titles to be used within the key. This administrative choice was made from the original song titles in the code keys to more up-to-date songs that he could readily fit into the codex (songs lists key sets.)

He then instructed the new song sets to be used on all incoming messages. These were song titles recognized by him and therefore, he believed they would be easier for everyone to use. He only told a few other administrative people in passing about these altered “code key” and “playbook” entries so that it appears to have been fairly insignificant and of little consequence to him, until now.

In this story, there has been no happy ending although it is being sorted out now and the field personnel, the quiet friends and the command group generals have the harms done on their own conscience to bear. Realizing the error and now with the corrected songs on the code keys, old messages are being released to the proper and appropriate channels of the group and to those interested parties currently worthy of note. The messages and data contained therein are a reminder of important lessons learned at prices and costs too high to dismiss. Of lives lost, damages done, days and wars and untold violence, in every way direct and infinite, a product and parcel of one person’s ego unhindered by the common sense of thinking skills applied to real-life, real world decisions.

I can say that in this once upon a time land, today does reside with real events, real people, real places and very tangible, real lives lost “because” . . . just, because of insignificance and no consequence. To see, to hear, to speak, to know, to be a thinking, sorting, and reasoning being carries with the knowledge and freedom a totality incongruous to the actions of this administrative clerk in my story.

Not even a shoelace is insignificant if it is the cause of a lost foot in a bicycle race or the loss of a leg on a motorcycle. The decision of what amounts to much or not cannot be left to those who do not know nor to those who cannot possibly understand what difference it makes in real lives, real situations, real events and in the scope of complex and timely operations, / projects, and real life risks.

Written by Cricket Diane C “Sparky” Phillips, 05-22-08

Stories of War –

Cricket Diane C “Sparky” Phillips
Cricket House Studios, 2008

Kim, (my sister)
Jon
John
Debbie
Lisa
& me ( & sometimes, the kid from around the corner that helped us build a fort)

played war when I was in first grade (6 years old) at Smyrna, Georgia house on Mohawk Place.
(The time period when this experience took place was 1964 – 1965 and maybe 1966 also, US)

We came up with the codes using songs so that we could do recon without the other team knowing what we were saying – especially when one of us had found a huge stockpile of pinecones or dried dirt-clods to use.

Our teams were a changing square-off between us – of 3 against 3, so each engagement had to be a new command decision meeting of codes, strategies and sharing new and previous resourced information (especially that gained from working on the other team last time.)

This was like, which side of the house worked best for cover and escape, new songs to use for today’s code, what passwords and secret password checks would allow us to know each other coming around the corner of the house. (And, whether we had shifted alliances, been captured & forced to play for the other team, or told to quit throwing dirt clods at each other by any of our parents.) It was fun.

I learned rather quickly that my neighborhood friends and my sister who was slightly younger than me, couldn’t use the fun number games and codes I liked to play with (as a hobby) whenever I could. The best we could do was to work with some songs that we all knew and could agree upon.

Kim and I sang in the car with Mom on long trips, so we knew a lot of songs and all the words for them along with the melodies. Our friends had a little more trouble with that, but we all knew some of the same ones from Church, Sunday School and nursery rhyme songs. We used Hickory-Dickory Dock a lot until I was sick of that song from using it so much and sighed everytime it was offered as the best choice after awhile.

It got to where we could just about guess the three songs (sometimes, 2) the other team was using. I always seemed to get charged with doing that (figuring out what songs the other team was using), regardless of who got command on our team for that particular engagement. Some of our “engagements” lasted for days till one team or the other won the flag, or completed the operations we agreed on for winning.

Some of the operations were created by us at the moment (for winning / goals to achieve) with fairly elaborate stories. The boys always seemed to want “the prize” to be some uniquely awesome weapon, weapons system, treasure or high-tech secret. The girls mostly voted on military advantage – take the hill kind of stuff; find the secret, the treasure, the secret plans; find and capture all the members of the other team; rescue the victims of some evil, obscene plot; or restore something to its rightful owner.

It’s a wonder we didn’t get hurt because we sure didn’t play nice. We kept the rules of no hits with (a. pinecones, b. dried dirt clods, c. any other projectiles we created or used) above the shoulders / no targeting faces, necks, heads or hands. Beyond that, it was open season. We didn’t use sticks except as launch mechanisms & as the supports stuck in the ground for launch mechanisms.

But, what we launched – could and would definitely sting if we got hit, so we learned defensive and protective strategies real quick. It wasn’t like in cartoons where hiding behind a tree would get it, unless we didn’t stay there for long. Partly because the “enemy” kept moving, was always in motion and if you could see two, there was somewhere a third one coming up behind you to nail you with a dirt clod.

We didn’t have trees we could climb much in our yard so that didn’t provide a tactical advantage, but we had a cut-away hill beside the driveway on one side of the yard and a big wooded backyard. There were two massive oak trees in the front yard and a drainage ditch with a very slight hill between our yard and the neighbor’s on the opposite side of the house.

This little ditch was a simple foot wide trough with about an 18 inch height of graded incline into our front yard. On its backside, it was open to Lisa’s yard beside their house and ran the full length between the two properties from the street, along the side of the house and into the back yard. It provided the best vantage point and movement along the length of it and quick escape to the protection of the side of our house and the backyard for egress or retreat, if necessary.

We did a lot of regrouping, recon and sharing of “enemy” troop movements using every creative application of resources, knowledge and talents we could muster. I used all my favorite chess strategies in it although mostly to support our team, confound the “enemy” team and to plan and execute wins.

Each time we played “war” like this, we voted / decided on leadership roles and who served as commander / general / team leader and worked out who served as team “assistant, adjutant general, colonel or captain” for recon / tactical and the same titles for weapons management / coordination. It meant that everyone got to give orders to the others on some things and were basically responsible for those things / areas of need (primarily plus help with everything else – every team member was responsible for attacking the “enemy”).

I hated getting the job of finding and stockpiling our weapons of dirt clods and pinecones, although it did allow me to do more of the “spy” stuff in this job. Its amazing what can be heard while collecting weapons among the trees in the backyard while the other team thinks they have some privacy for their planning sessions. Weapons management meant I had to scream across the yard for my colleagues to throw over that pile of pinecones they were standing right next to and time it after they had finished throwing the one in their hand at some “enemy” team member. (And, then duck the incoming weapons stockpile being thrown to me across the yard.) I didn’t end up with that job too often but I did create a couple good little launchers out of some sticks and pea green pine straw laced with ribbon and two rubber bands from my hair on more than an occasion or two.

The songs key list for coding messages and information (codex) came out of this and from the multitude of ciphering / codes and numbers games books I worked with from around the age of – I don’t know but I was already familiar with them at the age of 4 as a fun way to pass the time while waiting, riding or while supposed to be “napping” in the afternoon.

(The time period when this experience took place was 1964 – 1965 and maybe 1966 also, US)

Written by Cricket Diane C “Sparky” Phillips, 2008
05-22-08 [cd]9

Cricket House Studios, 2008, USAX1

“Creating the Tangible from the Impossible Every Day.”

Resource Management – Acquiring Stuff – 2008 – Cricket Diane C “Sparky” Phillips – USA –

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Resource Management
2008 Cricket Diane C Phillips

1. What is available?
Believe it or not, I start with a broad scan of what is available before focusing on what is needed for a project or group of projects. When I’m searching across these broad areas, it includes local resources across the community and nearby cities as well as online and specialty resources pools. This also includes any and every possibility I can generate for places to look.
For instance, there are always huge bins of salvageable resources in “tear-offs,” remodeling and construction industry discards. These represent large pools of tangible resources that can be used for a multitude of project requirements. There are also independent contractors who are involved in construction projects who recycle and send into the community some of the things they happen upon during their work that can be approached to acquire certain things from electric motors to wiring, wiring harnesses and other industrial salvage. This is only one example, but there are many throughout our communities and in nearby city centers.

2. What is needed?
After taking a look at where large pools of certain resources are abundant and reviewing my goals for the project, I look at what is needed. Sometimes, the look at abundant current pools of resources does influence changes in the project, but most of the time, it does not. The next thing to do is to either get a list on paper or get a list, general or specific, in my mind. It depends on what it is – if there are over twenty items, more or less, I generally keep the list in my mind rather than on paper because that works better for me. The main idea is to be congruent, coherent and concurrent in acquisition processing. There is no sense missing the opportunity to get three things from the same place because a list is being processed one item at a time.
I always determine at this point, how important is it? This is a critical judgement at this point in the process because if I don’t know how far I’m willing to go to complete the project, I won’t have a basis of judgement or justification for climbing over the hurdles that will be part and parcel of resourcing the project.

3. What condition of assets is required? (Does it matter if they are brand new or not?)
Sometimes, a brand new item within a project group is the only thing that will work for the integrity of the finished product. If that is the case, I want to determine that as early in the process as I can. Then, resourcing that item may be limited to cash in trade or in kind trade or some other limiting method. Otherwise, how new does it need to be? Most things do not have to be brand new and occasionally, reconditioning may be required.

4. How much (in what quantity) is required?

5. Is the entire quantity required at once or at the start? (Or can it be done in stages?)

6. Besides stores and other retail outlets, where are these resources located?

7. In what quantities are the resources available at the places listed?

8. What barter, trade or cash is required to get these assets?

9. How quickly can they be acquired, delivered, rounded up?

10. Now, decisions have to be made –

A.) Yes, go ahead –
B.) No, not worth it –
C.) Probably, but need more info –
D.) Likely, but need better resource choices – or access choices –
E.) Maybe later, set on a shelf for another time and relook later.

11. Next, acquisition processes begin –

A.) Negotiate
B.) Barter
C.) Trade
D.) Clean-Up
E.) Trade-Up
F.) Exchange
G.) Borrow
H.) Beg
I.) Steal – (not really – permanent borrowing when approved by owner)
J.) Buy New
K.) Buy Used
L.) Buy Auctioned
M.) Buy Discounted or Clearanced
N.) Buy or Trade Salvaged
O.) Buy or Trade Online
P.) Collectors Exchange
Q.) Hobby Trade and Exchange
R.) Opportunity Exchange
S.) Barter Platform Websites Exchange and Trading
T.) Specialty Convention Trading
U.) Co-ownership – Joint ownership (for tools and large equipment)
V.) Rental or Lease
W.) Sponsorship – Get someone to sponsor acquisition
X.) Rare acquisition sources, trade – barter – buy
Y.) Pawnshop, Impound, Impound Auctions, Alternate Sources
Z.) Extreme acquisition sources, trade – barter – buy (also find a good excuse for one-time use purchase by someone or some group and buy it from them after that.)

Written by Cricket Diane C “Sparky” Phillips, 05-02-08, USA1 – USAX1 – 2008 – [CD]9

Test Your Economic Knowledge – Cricket Diane C “Sparky” Phillips – 2008

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Cricket Diane Quote of the Day –

“I’lluminatis – if you will . . .”  means (=)

“I’ll Light up the World, if you will . . .

and Together we will Succeed.”

(“And God will “know us” – It will honor Him –>

Who Made The Universe And All That Is In It.”)

– Quote from Cricket Diane C “Sparky” Phillips, 2008

USA1 – 042708 – Cricket House Studios [CD]9

This is an economics test that I just made up this morning – which is very basic. However, none of the answers have anything to do with confidence in any form as a term of valuation. If your answers are in any perspective based on the idea of “confidence, credibility, and / or housing” – thet need to be changed to something else for this test’s answers.

If you know anyone in the government regulating businesses, banks, financial institutions, markets, market analysis or financial investments and financial consultants, – send this test to them by email and ask them to try it out and send you the answers. It should be interesting. This would also apply to any and all that are leading businesses, marketplace activities, stock market activities, financiers and financial advisors, et al.

The test answers will be available on another site than this and the address for them (probably at MySpace or YouTube) will be published later today, 04-27-08.

BASIC SKILLS TEST FOR ECONOMICS – I – 2008 – USA1 –

Written in entirety by Cricket Diane C “Sparky” Phillips on 04-27-08

Note – (no reference materials were used for this test – but you are welcome to use any that you need.)

1.  What are the seven factors that impact (ECOM) economics?

a.)

b.)

c.)

d.)

e.)

f.)

g.)

2.  What are the three factors that determine the value of any and all currencies?  (currency)

a.)

b.)

c.)

3.  What is an ( *example ) exceptional, extreme market factor that influences, impacts, and often undermines currency value / valuation of assets?

1.)

4.  What is the primary factor that influences the market value of all other things?

1.)

*** This test is simple and basic, but for those who believe and have been taught that “confidence” determines those values of market place assets and dynamics – it will be hard to shift away from that thinking. Look for the real, tangible values that profitable and true economics / economies utilize for their foundations and in their thinking about those dynamic forces.

Copyright 2008 Cricket Diane C “Sparky” Phillips

How Do I Know Who Can Do A Good Job In Something? – by Cricket Diane C Phillips – 2008

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“I rely on the people in a trade to credential a trade. Not through symposiums nor honors that are bestowed, but upon the word of respect given to them in quiet conversation among their peers, experts, and trade membership. Whether that ‘trade’ is science, engineering, business, economics, plumbing, auto mechanix, or anything else, the real truth about knowledge, expertise, conscientiousness and application can be determined by the facts witnessed from those knowledged in the experience around it – not by the politics, policies and perspectives created about it.”

– Cricket Diane C “Sparky” Phillips Quote

04-25-08

and for the record, “Usually, I need no introduction (nor credentials although I have them) because, by the time I’m asked to be involved in a situation, people are up to their necks in shit and just real glad to see somebody that is willing to help.” – Cricket Diane C “Sparky” Phillips, quote and anecdote about my life.

Cricket House Studios – USA1 – 2008

The United States Of America Is A Nation Of Individuals And Of People – Not of Laws – Cricket Diane C “Sparky” Phillips – 2008

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The United States Of America Is A Nation Of Individuals And Of People – Not of Laws –

2008 Cricket Diane C Phillips

Whenever I hear someone say, “We are a nation of laws,” I know that somewhere, somehow they’ve lost touch with the truth. Laws are made for man, not the other way around. It is the people of a nation that make a nation.

And our nation is not made up of laws, nor even in its foundations, as much as I believe in our Constitutional laws that underwrite our freedoms and responsibilities. “We are a nation of individuals – of people.”

Our nation is made up of people and specifically of individuals that together are the true power, foundation and constituents of what we are as a nation. Without people who desire to live in freedom and successfully maintain our nation’s premise of individual rights and freedoms, there would be absolutely no use in laws.

It is the peoples of our nation, its individual citizens, its lives that exist in its borders and within its territories which are the true foundation of our nation. Without them, there exists no state and would be no purpose for government nor laws of any kind.

Capitalism is in service to her people, laws are in service to her people, all forms of government, but especially democracy are in service to her people. Even businesses exist only to serve the interests of people, their needs, their wants, their families and their greater good. Without this, there is what?

Written by Cricket Diane C “Sparky” Phillips, 2008

Original written materials about Recall and Visualization by Cricket Diane C Phillips – 2008

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Subconsciously Absorbing Materials & Cross-Referencing – Part II – Cricket Diane C “Sparky” Phillips – 2008 –

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Subconsciously Absorbing Materials & Cross-Referencing – Part II

2008 Cricket Diane C “Sparky” Phillips
Cricket House Studios – USA1

1.  Human beings are goal-driven organisms.

2.  By choice of will the subconscious can be directed.

3.  Using self-hypnosis of relaxation / meditation techniques and counting down / breathing exercises the will can be activated to direct subconscious goals.

4.  Goals must be stated as positives, rather than using the words “not”, “never” or “don’t” in the statements.

5.  The human subconscious is already proven to retain each and every, any and all facts, elements, observations, thoughts, sounds & experiences from its birth into the world throughout its lifetime inclusively.

6.  The subconscious is not known to make judgements of value or priority on information – all is stored.

7.  To cross-reference each and every item in the subconscious as it fits to each and every other item in the internal and external world is requested of the self during meditative self-hypnosis techniques.

8.  I added (for myself) – “give me literacy, knowledge and understanding (immediately or sooner) when I want it.”

9.  Also, I requested that each and every, any and all elements in the future be cross-referenced to every other thing automatically by the subconscious.

10. I re-iterated by intention and will both during self-hypnosis and throughout the day, “this is what I want, for everything to be cross-referenced to every other thing and available to me the moment I want it.”

11. Using games of recall (taught to me by my parents as a preschool child and that I found in books or made up over the years), I practice recall.

12.  For recall to be fluid, automatic and fully integrated, there must be belief that it is possible, goals requesting the information, willingness to accept, honor & pursue what the subconscious offers when asked.

For this entire process to work, it hinges on the way information is treated when recalled & this includes creative, otherwise unrealized applications, solutions, ideas & groupings of elements brought to mind from the subconscious. Demean the information as not fitting the request – the process is thwarted and may not produce results.

Honor the self and subconscious in the process by writing down, checking, going to confirm and physically looking up what the subconscious has offered and the process produces results better each time (and faster). Inclusively accepting all results as “part of” in some way without casting aside any of it establishes a fact that the efforts made have value and are desirable.

Critically analyze the information and its links to other items brought out by the subconscious rather than criticizing or excluding those cross-references and sources. Then, the process is treated respectfully and produces more, better and faster.

Written by Cricket Diane C “Sparky” Phillips, 2008