'In the Beginning: B.C. 4004' is an allegorical play by Nobel Prize winning author George Bernard Shaw. Adam and Eve, as avatars for aboriginal humanity, discover a fawn dead from a broken neck and realize they, too, will die eventually from some mishap, even though they are immune to aging. Their dread of death is overwhelmed by the yet more dreadful prospect of life unending, with its tedium and burdens, but they feel bound to live forever because Eden must be taken care of and they are the only ones available to do it. The solution, at least in the book, will come from the Serpent's suggestion...The play is part of the collection titled, "Back to Methuselah (A Metabiological Pentateuch)"
Who gets the business, and how it is gotten impacts our culture and everything that happens to us. We live in a unique age of disinformation, where everything we require to keep us out of jams is masked in secrecy. Now, is the only time to change direction by taking control of how we actively think about getting the business This book will provide both businesses and consumers with an understanding that there is a better way to do business. Only through the power of the customer can we: . Stop companies from causing great harm . Prevent a flu pandemic . Avoid the manipulation of our reasoning . Transform how companies think . Redesign the business structure . Grow profitable sales . Keep corporations healthy . Program "What Is" to "What Is Possible" . Change America's business plan . Influence the global economy . Get the business we want
Issues for 1912-16, 1919- accompanied by an appendix: The Dramatic books and plays (in English) (title varies slightly) This bibliography was incorporated into the main list in 1917-18.
A very short, readable and highly practical how-to guide to all you ever wanted to know about running your own scenario projects, but were afraid to ask. Based on 20 years of scenario experience working with people in corporations, NGOs, schools and universities. Why Scenarios are Good for You Any choice you make, any decision you take and any plan you set in motion will make sense or not, will turn out to have been wise or foolish and will be profitable or not, inevitably and exclusively, in the future. This being so you can, firstly, cross your fingers and hope for the best. Second, you can rely on your intuition. Rely, in other words, that your gut feeling won't let you down. Many highly acclaimed leaders' claim to fame is that they have a superior intuition and without being able to explain fully why and how they decide what they decide, in the end, their decisions turn out to be right. A third possibility is to ride a favorable trend. If things are going your way, if the rising tide, as we know it does, is already lifting all boats, it's probably difficult to make a wrong decision. But remember, in the end, the tide turns and a trend, as some of us have had the opportunity to learn, is a trend only until it bends. A fourth alternative is currently much en vogue, namely to trust in big data. The hope is that some smart algorithm is going to save your day. But remember Nate Silver's admonition in his recent book "The Signal and the Noise", who writes that the first, and sometimes only, thing big data does is to increase the level of the noise. The fifth alternative, much liked by those in charge when things go wrong, is to delegate, and if all else fails, to deny responsibility. Or, you could use scenarios to make better decisions today for an inevitably uncertain future. This short book is about the process of creating and applying scenarios in your world. About the how, in other words.
