Hundreds of years ago, famed mathematician Blaise Pascal said, “People are generally better persuaded by the reasons which they have themselves discovered than by those which have come into the mind of others.” And the latest science is showing he was pretty much on the money. Change happens when people talk themselves into change. You trying to do it is often counterproductive.

Organizations don’t change—people do Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes. To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it. McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 2. For more on McKinsey’s organizational-health index and findings on organizational change, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011. In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

Earlier this week, during a seminar at Schumacher College that included an exploration into what a Citizens Action Network might entail, a student wondered if we’d ever heard of South Africa’s CANs movement. No, we answered, we had not…

In unmediatedcommunication, social cues are communicated through words, tone of voice, gesture, clothing, facialexpression, proximity, etc. These cues provide information about a person’s age, race, social class, andgender, they reveal emotional state, and they help to choreograph the interaction.

Participants in a online forum maybe anonymous, their real names unknown, with no tie even to an online persona. They may pseudonymous,their real names unknown, but with a persistent record of their actions available. Or they may be named,their real names and identity known and verified.

"Respondents across all countries were worried about climate change (59% were very or extremely worried and 84% were at least moderately worried). More than 50% reported each of the following emotions: sad, anxious, angry, powerless, helpless, and guilty. More than 45% of respondents said their feelings about climate change negatively affected their daily life and functioning, and many reported a high number of negative thoughts about climate change (eg, 75% said that they think the future is frightening and 83% said that they think people have failed to take care of the planet).

Yet, that's something that you'll probably be glad to know about because then, you can think about how long you want to be in that organization.

Patrick starts his video by saying that many people ask him “what do you do about creating a healthy organization if you're not the CEO or in charge of the organization?” However, according to Stephen Covey, we should focus on our circle of influence not our circle of concern. In other words, think about “what organizational components do we have direct influence over” i.e., the department we lead or we're a member of. So, we must realize that “I might not be able to change the whole organization but I can focus on the part of it that I influence directly.”

one of the 00:10:51 things is that our brains were set up for dealing with about a hundred people at a time living by our wits hunting and gathering and dying in the same world we 00:11:03 were born into for hundreds of thousands of years there's no concept of progress in our genes we just don't have it but like all animals we have an enormous set 00:11:17 of genetic apparatus to make us good copers anything happens to us we can find a way of being resilient about it and adapting to it we're copers and 00:11:29 adapters and so when we come up against difficulties our tendency is to cope with these difficulties it's like working for a company go into a company 00:11:42 and the company seems sort of screwed up maybe you can quit you can cope but your chances of actually changing the company are very low because nobody will listen 00:11:56 to reason right that is not what the company is there for they are there for their a task this is something that engelbart the inventor of the mouse pointed out years ago that companies are 00:12:10 devoted to their area a task which is what they think they were about most companies do not have a very good be process which is supposed to look at the 00:12:21 a tasks and make them more efficient but almost no companies have a see process which questions the tasks are our goals still reasonable our processes still reasonable that's the last thing it gets 00:12:35 question

how many people have seen curves that look like these progress against time right everywhere reading 00:48:14 scores test scores people love these yay oh no yay oh no it's bad because our 00:48:32 nervous system is only set up for relative change and in fact there's cause for cheering if that's the threshold but in fact for reading 00:48:43 threshold is this this is all oh no doesn't matter whether it goes up or not because there are many many things that where you have to get to the real 00:48:58 version of the thing before you're doing it at all in the 21st century it doesn't have help to read just a little bit you have to be fluent at it so this is a 00:49:09 huge problem and once you draw the threshold in there immediately converts this thing that looked wonderful into a huge qualitative gap and the gap is 00:49:20 widening and we have two concepts that are enemies of what we need to do perfect and better right so better is a 00:49:36 way of getting fake success we had improvement see it all the time it's the ultimate quarterly report we had improvements here and perfect is 00:49:51 tough to get in this world so both of those are really bad so what you want is what's actually needed and the exquisite skill here which I'm going to use these 00:50:06 two geniuses Thakur and Engels to labor it I'm going to call that the sweet spot the way you make progress here is you pick the thing that is just over that threshold that is qualitatively better 00:50:21 than all the rest of the crap you can do you can spend billions turning around and once you do that you widen up you give yourself a little blue plane to 00:50:34 operate in and for a while everything you do in there is something that is actually going to be meaningful

Right? You said... No, no, bullshit. Let's write it all down and we can go check it. Let's not argue about what was said. We've got this thing called writing. And once we do that, that means we can make an argument out of a much larger body of evidence than you can ever do in an oral society. It starts killing off stories, because stories don't refer back that much. And so anyway, a key book for people who are wary of McLuhan, to understand this, or one of the key books is by Elizabeth Eisenstein. It's a mighty tome. It's a two volume tome, called the "Printing Press as an Agent of Change." And this is kind of the way to think about it as a kind of catalyst. Because it happened. The printing press did not make the Renaissance happen. The Renaissance was already starting to happen, but it was a huge accelerant for what had already started happening and what Kenneth Clark called Big Thaw.

How Fast a Low Carbon Transition? Or: Is Vaclav Smil Wrong?

let's put the electrical power systems together these electrical power 00:22:29 systems that this is actually on the low side because most industrial action happens with the consumption of coal and gas on site and then it's converted to energy on site this is what's just been drawn off the power grid 00:22:42 so there's a vast amount of energy associated with manufacturing that is not included here and that is actually a huge piece of work to include that so these numbers i'm showing you are very much on the low side 00:22:55 so we're going to put it all together we need 36 000 terawatt hours all there abouts that's a that's a very low estimate

assessment of extra capacity required of alternative energy electrical power systems to completely replace fossil fuels

I would not change the project structure to accommodate Docker (or any build tools).

Events of every description, changes, alienations, removals

energy production and investment behaviour,” said Gregory Trencher, who researches energy policy and sustainability transitio

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Should something new be experienced, it will be unexpected, may beoverwhelming and may not fit into any meaningful representation or expression at all. The new assuch, the possible source of transformation, regeneration and vision, does not submit to the orderimposed by the personware, it is naturally on a collision course with it and a source to various degreesof cognitive dissonance. As such, it poses a threat that a well-functioning cognitive system mustmediate.

governance rather encompasses all localdecision-makers as well, as it is actually almost entirely within their own respective dominions ofcontrol where the overall success or failure is determined.

For example, in respect to the goal of reducing the global emissions of carbon dioxide, the relevantsystem of governance is not limited to those who conclude that there is a global risk, those whoaccept or reject the conclusion, those who formulate objectives, those who choose to adhere to or toignore them, who conceive of regulations, who choose to implement them or not, who determineprogress, decline or failures, those who select means by which to influence the desired local industrialinvestment, or consumption choices and so on.

What happens if the world gets too hot for animals to survive? By Matthew Huber | July 20, 2022 

We Need to Stop Pretending we can Limit Global Warming to 1.5°C

evers and leverage points fortransformative changeOur assessment—the most comprehensive car-ried out to date, including the nexus analysisof scenarios and an expert input process withliterature reviews—revealed clearly that re-versing nature’s ongoing decline (100) whilealso addressing inequality will require trans-formative change, namely a fundamental,system-wide reorganization across techno-logical, economic, and social factors, makingsustainability the norm rather than the altru-istic exception.

We comprehensively reviewed both explor-atory and target-seeking scenarios (81) offuture change in direct and indirect drivers.These scenarios resulted in starkly differentimpacts on nature and its contributions topeople and, in combination, enabled syntheticconclusions about the need for transforma-tive change.

all kinds of regressions along the way um and there's many things that are getting worse um but for most um for most indicators of human well-being uh the world is in a 00:02:18 great trajectory and the last few centuries have been um a great direction uh however we're now confronted with a series of x-risks um or how uh david one of the 00:02:30 researchers in the um in our team likes to put public bads in extreme public baths that we have to have to really avoid and these especially the ones that are human caused um 00:02:44 present extreme challenges for us to get through and we we sort of control the speed at which we'll uh hit these uh but especially things like nuclear war and engineered pandemics and on ai 00:02:57 uh those kinds of risks

Chapter 5: Demand, services and social aspects of mitigation

And with hope, we can change the world.

It’s as if we need the gravitational pull of both worlds to keep us on track, locked on a good and righteous path. Without both worlds pulling on us, we would crash into one, or simply lose our way, hurtling through the universe on our own, intersecting nothing, helping no one.

For a change of career

dire warning

So where can we find awe, given how important it is? So, what if ... A suggestion: that awe is not just to be found in the grandeur. Awe is essential. 00:13:26 Often, it's scale -- the mountains, the sunscape. But what if we could actually rescale ourselves and find the impossible in the simple? And if this is true, and our data are right, then endeavors like science, adventure, art, ideas, love, a TED conference, performance, 00:13:57 are not only inspired by awe, but could actually be our ladders into uncertainty to help us expand.

THE ECONOMICS OF IMMENSE RISK, URGENT ACTION AND RADICAL CHANGE:TOWARDS NEW APPROACHES TO THE ECONOMICS OF CLIMATE CHANGE

Demand-side solutions require both motivation and capacity for change (high confidence).34Motivation by individuals or households worldwide to change energy consumption behaviour is35generally low. Individual behavioural change is insufficient for climate change mitigation unless36embedded in structural and cultural change. Different factors influence individual motivation and37capacity for change in different demographics and geographies. These factors go beyond traditional38socio-demographic and economic predictors and include psychological variables such as awareness,39perceived risk, subjective and social norms, values, and perceived behavioural control. Behavioural40nudges promote easy behaviour change, e.g., “improve” actions such as making investments in energy41efficiency, but fail to motivate harder lifestyle changes. (high confidence) {5.4}

An Introduction to PLAN E Grand Strategy for the Twenty-First-Century Era of Entangled Security and Hyperthreats

“low-hanging fruit”

climate and environment change (CEC) hyperthreat

jquery绑定input的change事件 背景：在做一个登录页时，如果用户未输入验证码则无法点击登录按钮，所以想到了用input的change事件，但是在写完后发现无法监听input值的改变。 解决办法：改为了input事件

$('input[name=myInput]').change(function() { ... });1. 在输入框内容变化的时候不会触发change，当鼠标在其他地方点一下才会触发

So the bottom line of the IPCC’s first look at individual action is this: By reexamining the way we live, move around, and eat, the world has the potential to slash up to 70 percent of end-use emissions by 2050. Change is even possible in the very short term. And while hard data and peer-reviewed science show individual actions do matter, ultimately, the world has to think beyond the individual carbon footprint in addressing the climate crisis, including thinking about how individuals can bring about structural change.

Schools and other public buildings in Italy will be forbidden from setting their air conditioning to any setting lower than 25C from next month, under a scheme intended to help the country dodge an energy crisis exacerbated by the war in Ukraine.