Jan 31

Day One:

Completely eliminate the following phrase from your vocabulary: “It is too late”. Live with how good it feels to change your perspective. It is never too late to have your dream career. It might be difficult to go after it. It might be one of the greatest challenges of your life, but if you desire it, it is never too late.

Day Two:

Dare to dream and dream big. Do you have a dream? Do you imagine yourself pursuing another path and working in a new career or field? What is it? How do you want to spend your days? If you already enjoy your career, how could you make it better? Brainstorm your ideas and think about these questions.

If you are spending an inordinate amount of time dreaming about another way to work, it is time to do something about it. You do not have to run right out and quit your job; in fact, please don’t. But there is no harm in investigating the possibilities.

Day Three:

Take a few moments to design your ideal life. Now match it with your real life. Doing the "wheel of life" exercise is great for this. With this exercise you can visibly see how close your ideal and actual life really is and determine how comfortable or uncomfortable you are with this match. Now, design your ideal day. What would have to change in your life so that you could live more dream days? What are you willing to do, how far are you willing to stretch to make it a reality?

Speak with those closest to you about your ideas and dreams. Ask them to come on the journey with you but be sure to listen to and validate their fears. If you choose to change careers it is likely that you will not be the only one impacted. Talk about the possibilities. Anticipate the obstacles and leave the discussion open. Allow your partner the chance to sit with it for a while and realize that although you may have spent the past 6 months or 10 years wishing you were doing something else, this may come as somewhat of a surprise to this person and you have to let him or her absorb it.

Day Four:

Listen to your intuition. What do you do well? What comes naturally to you? What is effortless? What is one thing you can do today to let your unique gifts a talents shine? What can you do today that will make your heart sing? What is holding you back? If you feel some fear about changing your situation, what is behind the fear? What is the worst that could happen if you decided to make a small change? Choose to do something today that would move you closer to your dream day or ideal life and see how that feels. If it works for you, take another step.

Day Five:

Now that you have asked a lot of the tough questions, answer this. Where do you want to be in terms of your career in 5 years? If you were to fully live your life purpose, what changes would you have to make? If you were doing the same thing in 5 years that you are doing now, how would you feel? What regrets would you have? Is that ok with you? If not, do something about it.

Day Six:

Evaluate the barriers that might be getting in the way of you making a change. Think about the role money, expectations, time, confidence, and guilt play into what you tell yourself. Now take those factors away and what do you hear? Imagine that you have decided to pursue your passions. What is the first step? Who could you talk to that could help illuminate this issue? What does it feel like to live in that space for a while? Pay attention to how that feels.

Day Seven:

Create an action plan. If you have decided to stay in your current position, speak with your boss or supervisor and come up with a plan to help you get more invested in your work. Ask to work on a special project? Ask to find a way to use your strengths and experience in a new way. If you have decided to pursue a different path, identify the steps you need to take to make your dream a reality. My article on “Finding the Perfect Job for You” would be a great place to start.

If you follow these 7 steps, you will soon be on track to having your ideal career.

To read more tips like the ones in this article go to http://www.mhcareercoaching.com or http://coachmelani.typepad.com. If you would like to ask Melani a question, visit her blog at http://askmelani.blogspot.com. Melani Ward is a successful career and life coach and entrepreneur. She coaches people on career discovery and development, resume and interviewing strategies, relationships, and achieving work and life balance. She is the founder of Mountain High Career Coaching and Relationships on the Rise. Technorati tags: , , , , ,

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Jan 31

"Understanding Women – Eight Essential Truths that Work in Your Business and Your Life" by Faith Popcorn and Lys Marigold, 2001 Hyperion, New York

For any business to survive today, it needs to understand how to market to women. The fact is women make 80% of all purchasing decisions. Women are brand loyalists. Your product or service must address their complex, multiple lives as home managers, home-workers, entrepreneurs, caretakers of elderly parents, and professionals. Build a lasting, meaningful relationship with your female customer. EVEolutionize your business before it's too late!

Understand the eight truths about marketing to women:

1. Connecting your female consumers to each other connects them to your brand. Women need a "backyard fence" to talk to each other. If your brand is marketed in such a way that it connects women to each other as a community, a group, sisters, mothers and daughters and friends, they will embrace your brand into their everyday lives.

The web communities such as iVillage, women.com, and oxygen.com are just a few of the examples of women being linked together. Through EVEolution, and with the help of Faith Popcorn's consultancy firm, BrainReserve, Snackwell's launched a program of Mother-Daughter workshops across the US. It bonded mothers and daughters, reinforced the idea of eating healthy, while nurturing a positive self-image and attitude about food to pre-teen girls.

2. If you're marketing to one of her lives, you're missing all the others. From home office services, to cameras keeping an eye on her kids at daycare, if your brand markets to her merged professional and personal lives, then you will win her heart. Women need assistance in running all the facets of their lives. Appeal to her need for convenience. Give her a solution for her perennial problem of what to fix for dinner tonight. Supply her with support for dog-walking, childcare, telecommuting. Deliver her dry cleaning, diapers, and pizza, run her errands, so she can find more time to just relax at home with her kids. Acknowledge that she thinks about her family while she is at work, and provide her with a service that gives her peace of mind.

3. If she has to ask, it's too late. Anticipate her needs. Women are the same whether it's personal or work. If her husband doesn't anticipate what she needs, she may be disappointed in him. If an employer doesn't anticipate she needs a nursery near the office, and fairer compensation, she may consider another EVEolutionized company that offers more mother-friendly perks.

How to become more Anticipatory than merely Reactive: Women must be in on the planning every step of the way. Talk to consumers in ways that inspire innovative thinking.

4. Market to her peripheral vision and she will see you in a whole new light. Women are attentive to the small details men miss. They will go out and shop for that suit they saw on Diane Sawyer last night while watching the news. Starbucks is one company that is EVEolved all around. The female customer can enjoy her coffee in a bright, clean place with a well-stocked restroom (a must if you want to attract women) and she can purchase the in-house music on CD or a cookie for her toddler in tow. Work on the subtle details surrounding your brand, the store music, the way your menu is designed, the uniforms of your waitresses or sales representatives. She will more likely notice these things than if you assault her with aggressive advertising or bothersome phone calls. .

5. Walk, run, go to her, secure her loyalty forever. The Avon lady was just the first step. She was born in an age when women stayed at home because they were mainly housewives. Today, women don't want to make that extra trip to the grocery or salon because they are simply exhausted. If you can provide her quality service at home, at the times when she is at home, your brand will be indispensable. Why not supply her groceries on a monthly basis? Go to her, because frankly, she doesn't have the time to go looking for you.

6. This generation of women consumers will lead you to the next. Practice the brand-me-down approach. The detergent a woman uses is most likely the brand her mother always used. Household names are what they are because women run the household. In Asian markets where family ties are strong, the brand-me-down approach will definitely sell. Attaching a brand to the name Mother will have a strong. identification with quality and trust. Hold mother's day events or family day events and strengthen your commitment to her.

7. Co-parenting is the best way to raise a brand. Ask her how she feels, what colors she prefers, how does she think she can be served best? When was the last time you asked her for feedback and actually responded by redesigning your product?

8. Everything matters – you can't hide behind your logo. Women look for integrity in a brand. From the way you treat your employees, your CEO's personal life, to issues like animal testing, environmentally sound practices, and raw materials sourcing. You need to walk your talk and back up your claim. Women don't simply look for value in a brand. They look for Values. Technorati tags: , , , , , , ,

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Jan 30

Skilled managers and team leaders know that when motivating employees one size does not fit all. Every person on your team is moved by some combination of internal and external motivators. What works for one employee might actually have the opposite effect for another employee. Your motivational tool kit needs to be revisited and refreshed regularly if you want to keep every individual engaged.

External Motivators

Think of extrinsic or external motivators as those incentives outside of the employee. In organizations, these motivators could include compensation and benefits, reward and incentive programs, and company or department goals. If an individual has family responsibilities, then, perhaps their economic needs motivate them. Physical security needs are also considered to be external motivators. How much control do you, as a team leader, have over these external factors? If you’re thinking “very little” then you are right on target.

Internal Motivators

On the other hand, intrinsic or internal motivators include less tangible factors as personality and work ethic. Attitudes about authority, personal goals, and even the level of self-esteem that an employee exhibits are all an “inside job”. Each employee’s psychological needs drive their behaviors and choices. If you’re thinking “I don’t have much control over those internal factors either” then you may be missing an opportunity to motivate your team. In truth, you are able to influence individual performance by attending to each person’s intrinsic motivators. You help to create the conditions through which each team member satisfies their internal drives.

Typical Motivators

In the NetSpeed Leadership training session, Coaching Smart People, we conduct an exercise in which participants identify their main motivators. Here is the list of motivators from which participants select their biggest driver (you can have your team do this exercise as well):

ï‚· Get adventure

ï‚· Get appreciated

ï‚· Get autonomy

ï‚· Get comfortable or secure

ï‚· Get connected to others

ï‚· Get creative

ï‚· Get educated

ï‚· Get efficient

ï‚· Get experience

ï‚· Get expertise

ï‚· Get pleasure or fun

ï‚· Get promoted

ï‚· Get recognized and rewarded

ï‚· Get rich

ï‚· Get the best score

ï‚· Get things done

Now, imagine for a moment that an individual on your team selects the motivator get appreciated. If you were to ask “How do you know when you’re appreciated,” you might hear him say, “I like working in an environment where people sincerely thank each other. I don’t have to be told every day that I’m appreciated but I do like to feel like what I’m doing contributes to the success of the team. If I work hard on a project, I want my boss to acknowledge that hard work, even if she needs to delay the project or have me change some of the results. I would rather get that feedback one-to-one than in a big group. I feel better having a personal conversation with my team leader about my value to the team. If she does it in front of the big group, I actually get pretty embarrassed and it’s not a pleasant experience.”

If one of your team members selects the motivator get connected to others, you might ask her, “What does it mean to be connected to others?” She might hear her say, “To me, it’s the personal relationships that make work satisfying. I always say ‘the more the merrier’ when there’s a chance to get something done—let’s just roll up our sleeves and get it done together. I love to work with other people on important goals. I love the give-and-take and the sense that we’re all in this together. I would hate sitting at my desk alone all day without that human interaction. It just fires me up and makes me want to run into work everyday.”

Perhaps one of your team members selects the motivator get recognized and rewarded. You might ask, “How do you like to be recognized or rewarded?” and he might respond, “I’m constantly tracking how I’m doing against my own goals and, frankly, against others. I guess you could say that I’m a little bit competitive. But, hey, life and work are a game to me. If you throw me into a contest to see who can make the most sales calls in 24 hours, I’m hooked. When I make the highest number of calls, I want my boss to put my name out there as the guy who topped the list. I like that kind of public recognition. If you just take me into your office and say, ‘good job’ I feel miffed. If I did such a great job, why aren’t you telling everybody?”

To give one last example, imagine that someone on your team selects get educated. You might ask her, “What does it mean to you to get educated?” And she might answer, “I guess you could say that I’m a life-long learner. I have a couple of college degrees and I hope to get started on my Ph.D in a few years. I read constantly. If you want to make me feel good, send me to a really good training class, or give me your favorite business book. In fact I can’t wait to go home and dig in to the latest research on the process improvement tools we’ve started to use here. I guess I like to be the expert on the team.”

These are just four examples of the way individuals might describe their main motivators. And their descriptions should give you some ideas about how to motivate them.

Get Appreciated

Ensure that you end every one-to-one meeting with a positive affirmation of his worth to you and the team. Send a simple email or write a thank-you note. Consider posting a stick note on his computer that he sees when he arrives at his desk first thing in the morning. Be specific, sincere, and generous in your praise. You might want to take him out for coffee or lunch and have a private conversation about how things are going and what you can do to support him on his current projects.

Get Connected to Others

It’s all about the relationships. First, pay attention to your relationship to her. Clean up any miscommunication or confusion that may be preventing you from spending time with her. Tell her how much you value the fact that she is a team player. Keep her in the loop about goals, objectives, obstacles, and challenges. When ever you give her a task, ask her who she’d like to work with to get it done. Invite her to drop in to talk through problems or issues when needed. Introduce her to possible mentors and other champions. Praise her for the quality of her relationships with customers, co-workers, and colleagues.

Get Recognized and Rewarded

In many ways, he’s the easiest kind of person to recognize. Do it publicly and do it often. He probably values certificates, plaques, and “employee of the month” awards (as long as they’re seen as legitimate accomplishments). If his job includes regular reports on deliverables, make sure those reports are reviewed at team meetings. If you send out an email praising him, make sure that your boss is copied on the email. Feature him and his results in the company newsletter.

Get Educated

The best motivational tool for her is the opportunity to gain more knowledge and share it with others. Often seen as “the smartest person in the room”, she shines when asked to update the team on the latest information. Freely share your favorite books. Forward ezine articles. Ask her opinion as you are developing project plans. Praise her depth of knowledge in the topics that she is interested in. Give her the opportunity to do background research. And, if she can write well, ask her to write up her findings.

No matter what motivators the individuals on your team may choose, there is an opportunity for rich conversations that will tell you just what you need to know about how to engage them. So here’s your action plan: 1) Schedule a team meeting. 2) Ask team members to select one or two motivators. 3) Have them discuss why this motivator is so important to them. 4) Then schedule one-to-one conversations with each individual to dig deeper. 5) Identify individual strategies for motivating each person and try them out. 6) Watch the results and make adjustments as you learn. Creating a motivational work environment is one of the most challenging and most satisfying steps a managers can take. The payoff for you is higher productivity, greater job satisfaction, and the ability to hang on to your best team members.

About Author: Cynthia Clay is the President/CEO of NetSpeed Leadership (http://netspeedleadership.com). NetSpeed Leadership meets the learning needs of managers, supervisors, and individual contributors in small to mid-sized organizations. Our programs blend interactive instruction techniques with online reinforcement tools to extend learning beyond the classroom. With this holistic approach, our clients quickly launch programs, train participants, reinforce skills, and measure the impact. To learn more about motivating others, look at Coaching Smart People, one of 23 modules in the Netspeed Leadership training system.

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Jan 30

The Clustered World – How We Live, What We Buy, and What it all Means About Who We Are by Michael J. Weiss

This book is all about geodemographics – the art and science of mixing demographic information with small units of geography, and christening the result with a handy brand name identity that encapsulates the essence of the people who live there. The result is the labeling of neighbourhoods with handles like “Blue Blood Estates” (rich and upscale, naturally) and “Hard Scrabble” (pretty much the opposite of rich and upscale).

The basic premise of geodemographics is that ‘birds of a feather flock together’, and so understanding the average characteristics of geographic areas down to the zip code or postal code level can be an efficient way of marketing. Not surprisingly, the companies that specialize in geodemographics do a lot of business with direct-mail marketers. Michael Weiss is a journalist who has been following the evolution and use of cluster systems for over a decade. He has written a couple of previous books on the subject (‘The Clustering of America’, in 1988 and ‘Latitudes and Attitudes’, in 1994). He clearly is a fan of geodemographics, even in the face of criticism of the technique:

“Despite my long love affair with clusters, I cannot deny the chilly reception they’re met with in some circles. Some critics object to the whole “pigeonholing” process of being tagged as bar-hopping, Volkswagen-owning, MTV-viewing members of the Bohemian Mix cluster, with predictable views on politics and the arts. Still others complain that the clusters are used by marketers – especially junk mail and telemarketers – in increasingly intrusive campaigns that cross the lines of privacy and propriety. But after years of covering the industry, I take some comfort in the benign nature of the clusters, in the fact that they’re designed to explain patterns of group behaviour without the need to delve into individual households. And I recognize that the basic clustering concept, that people in the same neighbourhood tend to behave (or at least consume) in the same way, goes back to cave-dweller time.

The clusters simply help describe our diverse world today – the good, the bad, the dull, the outlandish.” (p.8)

Despite concerns, there appears to be enough truth to the idea to make geodemographics a valuable tool for some applications. For example, Weiss discusses how geodemographics was used successfully in the 1996 presidential campaign for Bill Clinton. Another example in the book is the use of the technique to identify areas with a greater than average number of smokers, which then became the target locations for a public health anti-smoking messages. Still another example was the identification of areas with higher than normal telephone use – as targets for a marketing campaign to sell a call waiting service.

So clearly, the ‘averaging’ of the characteristics of entire neighbourhoods into clusters with certain attributes can be an efficient marketing tool in certain circumstances.

Weiss discusses how geodemographics is being used on an international basis. He describes several systems in the book:

• in the US: the PRIZM system, developed by the firm Claritas Inc., which categorizes each US zip code into one of 62 different types (‘PRIZM’ stands for ‘Potential Rating Index for Zip Markets’) • in Canada: the PSYTE system, offered by Compusearch Micromarketing Data and Systems, which divides Canadian households into 60 categories • in Britain: the MOSAIC system, offered by Experian Micromarketing, which divides Britain into 52 clusters, which can be aggregated upward into and 12 lifestyle groups • elsewhere: the MOSAIC system has also been adapted for use in France (52 clusters), Germany (38 clusters), Japan (39 clusters), South Africa (38 clusters) and Spain (37 clusters)

While there is an entire chapter on Canada, and another describing the MOSAIC system in Europe and elsewhere, most of the book focuses on the USA. In fact, the latter half of The Clustered World is devoted to a detailed profile of each of the 62 US cluster types. Each profile describes the general lifestyle and habits of households in that cluster; shows purchase patterns that are either much higher or much lower than the American average (in terms of an index where the American average is 100 basis points); and lists sample neighbourhoods (i.e. zip codes) that ‘fit the profile’.

The Clustered World provides an interesting perspective on the current state of the art and science of geodemographics, and makes for quite an interesting read. For US residents, it is particularly interesting: they can go to the Claritas website, (located at http://yawyl.claritas.com/ ), type in their own zip code, find out the 5 most common clusters found in their neighbourhood, and cross-reference them with the profiles published in the book. Hours of fun!

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Jan 29

Why make a strategic marketing scrapbook? A Strategic Marketing Scrapbook is very inexpensive to make and is ideal for collecting marketing ideas in one neat location. Regardless of what type of business you may have, it is literally impossible to think of every creative, marketing avenue to successfully employ for your business. Simply purchase a notebook or a drawing tablet, then use scotch tape to insert various brochures, ads, postcards, fliers or any unique marketing ideas that catch your attention. If you want to make a more sophisticated looking marketing scrapbook you can, but the concept is still the same.

Here are three incentives for making and monitoring a strategic marketing scrapbook:

1. Gather ideas that you could possibly incorporate into your promotional campaigns and special events.

2. You have the opportunity to study market trends by staying abreast of your competition's events and success stories.

3. By garnering some unique marketing concepts, you can research to see if these ideas would be "cost effective" for your business.

Here are a few additional things to consider when collecting items and ideas for your marketing scrapbook:

• Newsletters • Collateral • Articles • Media coverage and publicity • Direct mail circulars or catalogues • Trade shows • Samples • Seminars • Appearances by media personalities

Some of these avenues may not be directly related to your business category, but these are ideas that can be tweaked and doable to use. A strategic marketing scrapbook is invaluable because it helps you to observe different marketing techniques or to recycle some of your successful promotions by enhancing them.

Everyone collects mementos that are significant to their lives and tend to organize them in some type of scrapbook. Compiling business related marketing samples in a convenient and designated filing system will be a priceless commodity for your future marketing research and potential sales growth.

About Author: Kym Gordon Moore is a creative marketing strategist for Moore 2 It Productions and coordinates cost effective, creative marketing packages for budget conscious new authors and new small business owners. http://www.moore2itproductions.com She is the author of the eBook, “Alphabet Soup: 5 Main Ingredients for Turning Words into a Bowl of Hot Topics!” Many of her articles, essays, short stories and poems appeared in a variety of magazines, newspapers, ezines and anthologies. http://www.kymgmoore.com Technorati tags: , , , , ,

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Jan 29

The Fortune Sellers – The Big Business of Buying and Selling Predictions by William A. Sherden

William Sherden is a consultant to many international corporations, and is described on the book cover as a ‘recognized expert on business forecasting’. His book is a highly readable and very entertaining exposé of the $200 billion-a-year ‘predictions industry’ which is composed of the following sectors: 1) weather forecasting 2) economics 3) the stock market and financial services industry 4) population forecasting 5) technology forecasting 6) futurists 7) business planning 8) fortune-telling

Sherden analyzes the track record of experts in the first seven of these fields (which are the province of ‘serious’ business). His conclusion: most of the forecasters are wrong.

“Each year the prediction industry showers us with $200 billion in (mostly erroneous) information. The forecasting track records for all types of experts are universally poor, whether we consider scientifically oriented professionals such as economists, demographers, meteorologists and seismologists, or psychic and astrological forecasters whose names are household words.” (p.5)

The future is mostly unforeseeable because many of the systems that are being forecast are chaotic or complex systems.

Chaotic systems are deterministic and predictable in theory – but they involve non-linear dynamics (that is, as one variable changes another changes as an exponential function of the first) and they are highly sensitive to initial conditions. As a consequence, a tiny error in an input calculation can multiply itself into an enormous difference in output. (This gives rise to what has often been termed the ‘butterfly effect’ – the notion that a butterfly flapping its wings in a South American jungle can help cause a monsoon three weeks later in Southeast Asia; in other words a tiny input can cause an incredible output.) The resulting behavior of chaotic systems is bounded (that is, it follows regular patterns and operates within certain parameters) but is practically unpredictable beyond a short period after the initial conditions are specified. The weather is a prime example of a chaotic system – forecasts are usually reasonably accurate a day or two out, but then get increasingly error-prone the further out they go.

Complex systems, on the other hand, feature a large number of interconnecting variables (involving positive and negative feedback loops), usually following an overall guiding principle of some kind. The evolution of an ecosystem over time is an example of a complex system, where the guiding principle could be thought of as ‘survival of the fittest’. Complex systems are likely to produce emergent behaviours – that is, characteristics that could not necessarily be predicted from an understanding of the system. (Think of the evolution of the duck-billed platypus, that most unlikely of animals). The behaviours of the economy and of the stock market are best thought of as complex systems in this regard. Because many of the systems that forecasters try to predict feature elements of both chaos and complexity, they are inherently unpredictable in the long run. The forecasters dilemma is further exacerbated by what Sherden calls situational bias – the tendency of forecasters to be so concerned with present trends and conditions that they cannot objectively see into the future.

The inevitable result of forecasters who are laden with situational bias trying to forecast systems that exhibit chaotic and complex features, is that the forecasts will be wide of the mark. In fact, Sherden maintains, most of the output of the ‘predictions business’ is just plain wrong, no better than results that could reasonably be ascribed to chance. In particular, forecasters are unable to see the ‘turning points’ in a trend, where the stock market peaks or bottoms out, or where business cycles will turn around. He also takes apart the technology forecasting and futurology industries, showing how most of the predictions made here have been just dead wrong (he particularly seems to have it in for Faith Popcorn in this regard), or so vague as to be essentially useless.

One amazing example he describes in the book is an analysis of economic forecasts made by 50 leading economic forecasters (looking at their forecasts for certain economic variables in the upcoming year against the actual numbers shown). The average error in variables forecast for the beginning of the year was 45%, and six months into the year it was 60%!

On the plus side he does acknowledge that there are some fields where short term predictions are reasonably accurate (weather forecasting and demographic projections are two), but even these are unpredictable in the long run due to the operation of chaotic and complex factors.

Of particular interest is Chapter 8 of the book – devoted to corporate planning (which of course has a healthy dose of the predictive element in it: if you are in situation X, and adopt strategy Y, result Z (usually increased market share) will occur). Sherden puts the various management gurus through their paces here: Porter, Waterman & Peters, the Boston Consulting Group growth-share matrix, and various others all receive their share of criticism. In the end though, and in part perhaps because this is where Sherden makes his daily bread, he suggests that these perspectives may have value, but that no single one of them should be allowed to dominate when key decisions have to be made.

The Fortune Sellers is a highly enjoyable book – Sherden writes with a very engaging style, and the book is filled with amusing anecdotes and interesting observations. The take-away message? Don’t ever trust long term forecasts – they are more likely to be wrong rather than right, and don’t trust even short term forecasts that are not based upon at least some scientific principles or sound judgement. Use common sense, and don’t bet the farm on anything.

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Jan 28

The Next 20 Years of Your Life – A Personal Guide Into the Year 2017 by Richard Worzel

Richard Worzel is a Toronto-based futurist. Author of Facing the Future: The Seven Forces Revolutionizing Our Lives (Stoddard, 1994) he is a well-respected prognosticator, and consults to a long list of corporate and public sector clients. In this book, he examines the next twenty years (i.e. from now until the year 2017), and describes how various aspects of economic and social change will affect our lives.

"The purpose of this book is to make you aware of some of the changes likely to roll toward you in the next 20 years so that you can think about them and start to prepare." (p. ix)

One of the most fundamental developments that Worzel predicts twenty years hence is that many of us will have personal 'genies' – miniature but very powerful computer aides that we will carry around with us in the form of wearable jewelry or accessories. These computer genies will act as our communication devices for connecting with the outside world; they will monitor our bodies continuously for signs of stress or disease; and they will act as our agents to gather and interpret information on anything from a simple comparison of grocery prices at nearby stores to complex research projects for business or educational purposes. These gizmos will seem to have 'personalities' and will become familiar with our individual preferences and habits by monitoring and learning our reactions to various situations over time. We will give them names and come to think of them as being servants, associates, and perhaps even friends.

Worzel makes extensive use of vignettes to convey a sense of what the future holds for us. For example, to describe what it might be like living with such a computer genie, he writes:

"Tama's computer butler, Alfred, awakens her by gently calling her name, and gradually raising the lighting level in the room. She sits up, rubs her eyes, and calls to him that she's awake. Once she's finished with the washroom, she gets back into bed and puts on her "Looking Glasses", which look like a pair of eyeglasses but have transparent liquid crystal diode (LCD) panels instead of lenses. The Looking Glasses act as her computer monitor and let Alfred display information for her: graphs, pictures, videos, even live images of people she's talking to on the phone. They're also ground to her prescription, so they act as eyeglasses when no data is on display…

Right now, Alfred is reviewing her day's agenda with her. He informs her he's made a hair appointment at 10:00 a.m., as she asked him to do five weeks ago following her last appointment; that she has to finish the next chapter of the book she is writing on the history of English drama if she is to stay on schedule; and that she has a committee report due on child labour before 9:00 p.m…." (p. 1-3)

Using this storytelling technique, Worzel examines several areas of life in the future: communications; employment and unemployment; financial planning; marketing and consumer behavior; health care; learning and education; and, finally, something that he calls 'the state of our souls'. What he has to say in each of these areas is interesting and insightful.

In the communications arena, Worzel predicts a change or two, even beyond the computer 'genies' mentioned above. He sees the telecommunications industry as going through a major restructuring period over the next few years, eventually sorting itself into two types of players: those who develop packages of information (content), and those who deliver them. The delivery industries will find that their service has become a commodity, and they will become increasingly competitive with one another. The content providers, on the other hand, will be faced with multiple delivery options, and they can thus concentrate on providing content. Coupled with this, he predicts a dramatic decline in the cost of communications brought about by the continuing rapid development of both hardware and software. This will lead to "…major corporate casualties in the communications field, huge losses in the value of communication companies now traded on the world's stock markets, and a new crop of billionaires among those who find ways to exploit the communications revolution.." (p. 40) The end result of all this will be an increase in supply of programming and thus competition for the attention of the audience, which will include higher-quality programs and information being made available on the one hand, but also more extreme forms of entertainment on the other. (Worzel speaks disturbingly of live "snuff" shows, suicide competitions, gladiator battles to the death, and so on.)

Worzel predicts another gloomy scenario with respect to the workforce and unemployment. Agreeing in large measure with Jeremy Rifkin's thesis in The End of Work (G.P. Putnam's Sons, New York, 1995) he sees two great forces – globalization and technological change – as having a significant impact on the demand for work. Both factors conspire to reduce the number of jobs available in Canada (and the USA), and in effect, up the ante in terms of the basic qualifications required for those jobs that will be available. He disagrees with Rifkin that the solution to these difficulties (in North America) will be job sharing and a reduced work week – primarily because he feels that these adjustments will not enable us to be any more competitive in the global workplace, and thus will not help in the long run.

Like so many others, expects that the working environment of the future will hold more contract employment that will require greater flexibility and responsiveness on the part of workers. Accordingly, he predicts a significant increase in the number of home-based businesses, and foresees that those of us fortunate enough to have steady work will require on-going training and skills upgrading (those computer genies will have their work cut out for them).

Turning to marketing and consumer behavior, he foresees the rise of what he terms "assassin marketing". This is the inevitable result of marketing approaches to ever-narrower market segments, ultimately to the point where individuals are being targeted by campaigns uniquely designed for them alone. "The next logical step is to be able to aim a message at a specific individual, about whom the advertiser knows such things as how often be buys the product, how frequently, and at what price. Assassin marketers will hunt for specific individuals, one at a time, and aim a message at them with a sniper scope so they don't miss." (p.128)

He makes an interesting point that in the next twenty years, businesses and organizations must shift their focus beyond quality, to other criteria that customers and clients have. 'Quality' in a product or service will simply become a 'given' – a prerequisite that is necessary in order to compete in the global marketplace. Quality by itself will no longer be a distinguishing characteristic or differentiating competitive advantage of companies that are around in the next twenty years. He believes that in this coming era of heightened quality, customers will judge a supplier on the basis of the worst experience that they have had with the company, and in terms of how that company responds to them in times of adversity.

In his chapter on financial planning, Worzel suggests that how you manage your money over the next 10 years will determine how affluent you will be during the remainder of your life. Like other authors (David Foot in Boom, Bust and Echo; David Cork and Susan Lightstone in The Pig and the Python) he sees that, due largely to demographic trends, more people will be saving rather than borrowing over the next twenty years. Accordingly, the demand for money will not be as high as in past decades, and interest rates will remain relatively low. To fund their retirements, people will thus turn to other forms of investment that, while offering higher risk, have the potential for greater return. The 'inevitable' result? The stock market will boom, continuing its broad upward rise that we have seen over the past few years. Of course, Worzel points out that the peaks and valleys inherent in the market will continue, and that fortunes will continue to be won and lost on the basis of the performance of individual companies, world events, etc. (Worzel's analyses do not, incidentally show a stock market crash after the year 2017, when the boomers start to retire in droves and cash out – he predicts that there will still be enough money coming into the market from other sources to sustain it.)

He does foresee significant generational conflict over financial matters, particularly in the area of pensions: "…it is a certainty that today's young people and the succeeding generations will pay more towards the pensions of older generations than those generations will contribute for themselves. At the same time, younger generations will experience higher levels of taxation, lower levels of government services, especially in such areas as day care and education, and will get lower pensions at the end of their careers as a legacy of our greed." (p.163)

Regarding health care, he anticipates that there will be great advances made as a result of a better understanding of the genetic basis of disease (through initiatives such as the Human Genome Project) as well as improved diagnostic technologies (such as the continuing development of positron emission tomography, CAT scanning technologies, etc.). And, of course, those computer genies monitoring our bodies all the time will give us much earlier warning of any signs of stress or illness. With all of this, Worzel suggests that we should have the capability to live to 120 or maybe even longer. The limiting factor, at least within the next twenty years, will be the cost of health care, much of which will be the responsibility of the individual. Worzel ends the discussion rather ominously by suggesting that we will have the capacity to live "as long as our money holds out".

In the critical area of learning and education, Worzel suggests an interesting future. He sees the potential for a wonderful educational system, utilizing but not driven by computer technology, where children have access to computers and can learn at their own pace using various computer-assisted technologies. In this vision, they are assisted by teachers who are knowledgeable about these technologies and can help students use them to best advantage. He talks about the use of education credits that would guarantee students access to a minimum level of educational resources and a broad range of choices. (For example, children who opted to work at home for a significant part of the school term – thus reducing the need for classroom space – might be entitled to the use of a home workstation.) To help bring this about, he sees a great potential for synergy between the commercial training industry and the formal educational system, not to train students as an industrial workforce, but to adapt the successful techniques of the former industry to the needs of the latter.

Despite this glowing possibility, Worzel admits that he doesn't think that this situation is realistic. He discusses the tremendous power of the teacher's unions, which he feels will block the directions suggested by the above as it would be seen to be a threat to vested interests. He also raises the question of money – he thinks that this will be seen as simply being too expensive and futuristic by decision-makers who will be resistant to exploring the available options. "…I expect that, over the next twenty years, we will spend billions of public education dollars reinventing technologies piecemeal that commercial training firms could provide off-the-shelf right now. It seems to me that there's an obvious fit here – but IÕll bet the public sector will work hard at ignoring it." (p. 238)

In the penultimate chapter (somberly entitled 'The Soul Under Siege') Worzel paints a depressing picture of a world torn apart as various interest groups, brought together through their ability to find one another through the Internet and held by common bonds of ideology or fanaticism, battle it out in the media or whatever other public forum offers itself. Others will withdraw from the world, amusing themselves to death through virtual reality games or meaningless television programs.

Offsetting these more bleaker trends, Worzel does see some positive changes. The continuing devolution of power to women, the increasing acceptance of minorities such as gays and lesbians, and a return (as a response to the sorts of threats that he has outlined elsewhere in the book) to a kind of community, are equally harbingers of the world to come in the next two decades.

In closing, Worzel leaves us with an ambivalent message: "Our future lies in a patchwork society, with lots of diversity and more extremes. The point to remember is that you can have a lot of influence on what parts of it happen in your life. You can work to prevent the erosion of the social values you cherish, the isolation of individuals, the marginalization of a permanent underclass, the addictive enslavement of our minds, and the danger to our souls. What it takes is thought, action, commitment – and compassion.

It's your life. It's your society. It's your future." (p.264)

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Jan 28

Joanna was a great employee. She cared about her work. She worked hard. And she really wanted to succeed. But after a couple years of hard work and long hours, she felt like she was just spinning her wheels because she wasn't making the progress – personally or professionally – that she had hoped she would by now.

She talked to Tom, a person she considered a friend and mentor, and shared her feelings. Tom asked her about her goals.

Joanna paused, feeling a bit tentative. Then she shared some general comments about what she hoped to achieve in her work and how she hoped her work would contribute to her life.

Tom listened carefully, but she could sense he was waiting for more. And he was. Then Tom quietly suggested that Joanna’s goals weren't clear enough, and he encouraged her to set some more specific goals for the future. That action, he said, would be a way for her to both improve her results and lead to higher personal satisfaction.

Joanna walked away from that conversation resolved to set some goals. She bought a book on goal setting and read it cover to cover. The concepts in the book made sense, and she decided on the weekend she would set goals using the approach the book suggested.

But the weekend came and went, as did the whole next week. Then the next weekend passed, along with the weekend after that – and Joanna still hadn’t set any goals. She rationalized that she was just too busy. She was working too hard, and she didn't have time to stop and set her goals; besides she already knew what she wanted to accomplish.

Six months later she visited with Tom again. He asked how her goal setting had gone and about the successes he suspected she was having since they last talked. She replied with a mix of sheepishness and defiance that she didn't have time for goal setting, that she knew what she wanted to achieve, and that it would take too long to follow a goal setting process. She knew she just needed to get to work.

Again Tom listened closely and while he didn't pass judgment, he did tell Joanna that when she was really ready to make greater progress, goal setting would be the answer. Joanna asked him why goal setting was so important, and he gave her b>The Seven Reasons Goal Setting Matters:

1. Goals create accomplishment instead of activity. Most of us are extremely busy – running from meeting to meeting and task to task focused primarily on how to be more productive and get more accomplished in our day. But when our focus is on the tasks and the busyness we lose track of any accomplishment – in effect we are focusing only on the activity itself. Goals help us look beyond the activity and get clear on what we really want to accomplish.

2. Goals give us direction. You wouldn't get in your car to go on a trip without knowing your destination. A destination provides purpose for our effort. A destination gives us a reason for our efforts. A destination gives us a way to monitor our progress and keeps us on track.

3. Goals capitalize on the brain’s amazing powers. Our brains are problem-solving, goal-achieving machines. Our brains operate best when they are seeking a solution to a problem. When we have a goal, our mind sees it as a problem to be solved and gets to work (with or without our conscious influence) on achieving the goal.

4. Goals make life easier. If nothing else, reasons one, two and three improve our productivity. They help us work smarter no matter what the work is. And when we work smarter, our life gets a whole lot easier. Who doesn't want to do things that make life easier?

5. Goals help us go faster. When we know our destination we can get to it more rapidly. Yes, any goal setting process requires some planning time, but that time will be repaid many times over.

6. Goals create satisfaction. How do you feel when you achieve something you care about? How do you feel when you don't know if you're making progress? Goals create satisfaction by giving us the targets to shoot for and therefore the sense of accomplishment when we know we have reached them.

7. Goals create confidence. There’s hardly any greater confidence booster than achieving something you have specifically set out to do. Setting goals and accomplishing them gives us the confidence to set even greater goals; stretching ourselves to greater performance in the future.

Joanna left lunch thinking about the seven reasons Tom had just shared with her and again determined to make goal setting a part of her immediate future. Only time will tell if she takes advantage of the many benefits goals setting would bring.

But more important than Joanna’s story, is yours.

Do you set goals? If so, are they ambitious enough and are they focused on the great accomplishments that await you? If you don’t have any real goals right now, at least consider these seven reasons and the advice they suggest.

Set some goals. You can start small, but at least start. A brighter future awaits.

About Author: Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group, a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on Unleashing Your Potential go to http://www.kevineikenberry.com/uypw/index.asp or call us at (317) 387-1424 or 888.LEARNER. Technorati tags: , , , , ,

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Jan 18

If you have attended any kind of management training, be it management training courses or management training programs you might have noticed that all of them focus on leadership. Management training courses and management training programs may even give out materials like pamphlets or booklets on the subject. And, you take it all promising to read it but of course forget about it completely the moment you are out of the room. What is leadership really about? Does a leader really need to attend management training courses and management training programs? The answer is yes and no. It all depends on the person and the management.

You ask hundred people about leadership and you will get hundred different answers but all the answers will have this point in common. Simply, that a leader is a person who leads. And that is really the truth. But, what is it about? Is it simply about leading people or there are lots of other factors that come into play? This is what management training focuses on. Management training courses and management training programs are all about this.

First of all let’s be clear – there are no hard and fast rules that you can follow to become a good leader. If there were rules the management training courses and management training programs would be telling you about these rules and all of us would be leaders by now. But, there are certain skills a person possesses by virtue of which he or she becomes a leader. The funniest part of being a leader is that you may not even know that you are a leader or that you possess the skills to lead. For a leader it is just natural to lead and others follow.

Any management training program will tell you that leadership means responsibility. A leader is a person who is ready to take responsibility – for the group, for the task he or she has to do. This means that others will look up to you to show how things are done, take initiative to solve problems. It also means you will be the first person to be called in case of a crisis. This is not just true for the management of a company but true in other fields as well. A football captain who leads his team to victory, a leader of a country who leads her country to prosperity or a scout leading his team; are all leaders. They are all ready to take responsibility.

The way a leader leads varies from person to person. Remember that after all, a leader is also a human being. And each human being is unique in his/her way. How a person leads depends on basically three things – the leader, the group that is being led and the situation. An effective leader is one, who is alert to the reactions of the group, is aware of the circumstances around him and is aware of is abilities and reactions.

So, does this mean only people with natural skills can become good leaders? Can others acquire these skills? The answer to the first question is no and the second question is yes. Just like, you can learn to swim or any other skill for that matter, you can learn to become a good leader. That is why we have so many management training programs and management training courses. They are meant not just to hone the skills of a natural leader but also to train others to become good leaders. You can of course try and develop these skills on your own but how are you going to know whether your learning is effective or not. For that you need the help of a professional. Only a trained professional can gauge you and train you to grab the niceties of effective leadership. There are many management training programs out there which can help you out. So, next time your company signs you up for a management training program or a management training course, be grateful for the opportunity and grab it with both hands. Keep in mind that these programs can make you a better leader. Don’t lose it or waste it away. You may not get another chance.

About the Author: Sean McPheat provides management training to small, medium and large businesses. Sean designs and delivers bespoke management training courses across the UK, Europe, US and the Middle East. For a free email management course please visit http://www.m-t-d.co.uk/freecourse.htm Technorati tags: , , , , ,

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Jan 18

The Next 20 Years of Your Life – A Personal Guide Into the Year 2017 by Richard Worzel

Richard Worzel is a Toronto-based futurist. Author of Facing the Future: The Seven Forces Revolutionizing Our Lives (Stoddard, 1994) he is a well-respected prognosticator, and consults to a long list of corporate and public sector clients. In this book, he examines the next twenty years (i.e. from now until the year 2017), and describes how various aspects of economic and social change will affect our lives.

"The purpose of this book is to make you aware of some of the changes likely to roll toward you in the next 20 years so that you can think about them and start to prepare." (p. ix)

One of the most fundamental developments that Worzel predicts twenty years hence is that many of us will have personal 'genies' – miniature but very powerful computer aides that we will carry around with us in the form of wearable jewelry or accessories. These computer genies will act as our communication devices for connecting with the outside world; they will monitor our bodies continuously for signs of stress or disease; and they will act as our agents to gather and interpret information on anything from a simple comparison of grocery prices at nearby stores to complex research projects for business or educational purposes. These gizmos will seem to have 'personalities' and will become familiar with our individual preferences and habits by monitoring and learning our reactions to various situations over time. We will give them names and come to think of them as being servants, associates, and perhaps even friends.

Worzel makes extensive use of vignettes to convey a sense of what the future holds for us. For example, to describe what it might be like living with such a computer genie, he writes:

"Tama's computer butler, Alfred, awakens her by gently calling her name, and gradually raising the lighting level in the room. She sits up, rubs her eyes, and calls to him that she's awake. Once she's finished with the washroom, she gets back into bed and puts on her "Looking Glasses", which look like a pair of eyeglasses but have transparent liquid crystal diode (LCD) panels instead of lenses. The Looking Glasses act as her computer monitor and let Alfred display information for her: graphs, pictures, videos, even live images of people she's talking to on the phone. They're also ground to her prescription, so they act as eyeglasses when no data is on display…

Right now, Alfred is reviewing her day's agenda with her. He informs her he's made a hair appointment at 10:00 a.m., as she asked him to do five weeks ago following her last appointment; that she has to finish the next chapter of the book she is writing on the history of English drama if she is to stay on schedule; and that she has a committee report due on child labour before 9:00 p.m…." (p. 1-3)

Using this storytelling technique, Worzel examines several areas of life in the future: communications; employment and unemployment; financial planning; marketing and consumer behavior; health care; learning and education; and, finally, something that he calls 'the state of our souls'. What he has to say in each of these areas is interesting and insightful.

In the communications arena, Worzel predicts a change or two, even beyond the computer 'genies' mentioned above. He sees the telecommunications industry as going through a major restructuring period over the next few years, eventually sorting itself into two types of players: those who develop packages of information (content), and those who deliver them. The delivery industries will find that their service has become a commodity, and they will become increasingly competitive with one another. The content providers, on the other hand, will be faced with multiple delivery options, and they can thus concentrate on providing content. Coupled with this, he predicts a dramatic decline in the cost of communications brought about by the continuing rapid development of both hardware and software. This will lead to "…major corporate casualties in the communications field, huge losses in the value of communication companies now traded on the world's stock markets, and a new crop of billionaires among those who find ways to exploit the communications revolution.." (p. 40) The end result of all this will be an increase in supply of programming and thus competition for the attention of the audience, which will include higher-quality programs and information being made available on the one hand, but also more extreme forms of entertainment on the other. (Worzel speaks disturbingly of live "snuff" shows, suicide competitions, gladiator battles to the death, and so on.)

Worzel predicts another gloomy scenario with respect to the workforce and unemployment. Agreeing in large measure with Jeremy Rifkin's thesis in The End of Work (G.P. Putnam's Sons, New York, 1995) he sees two great forces – globalization and technological change – as having a significant impact on the demand for work. Both factors conspire to reduce the number of jobs available in Canada (and the USA), and in effect, up the ante in terms of the basic qualifications required for those jobs that will be available. He disagrees with Rifkin that the solution to these difficulties (in North America) will be job sharing and a reduced work week – primarily because he feels that these adjustments will not enable us to be any more competitive in the global workplace, and thus will not help in the long run.

Like so many others, expects that the working environment of the future will hold more contract employment that will require greater flexibility and responsiveness on the part of workers. Accordingly, he predicts a significant increase in the number of home-based businesses, and foresees that those of us fortunate enough to have steady work will require on-going training and skills upgrading (those computer genies will have their work cut out for them).

Turning to marketing and consumer behavior, he foresees the rise of what he terms "assassin marketing". This is the inevitable result of marketing approaches to ever-narrower market segments, ultimately to the point where individuals are being targeted by campaigns uniquely designed for them alone. "The next logical step is to be able to aim a message at a specific individual, about whom the advertiser knows such things as how often be buys the product, how frequently, and at what price. Assassin marketers will hunt for specific individuals, one at a time, and aim a message at them with a sniper scope so they don't miss." (p.128)

He makes an interesting point that in the next twenty years, businesses and organizations must shift their focus beyond quality, to other criteria that customers and clients have. 'Quality' in a product or service will simply become a 'given' – a prerequisite that is necessary in order to compete in the global marketplace. Quality by itself will no longer be a distinguishing characteristic or differentiating competitive advantage of companies that are around in the next twenty years. He believes that in this coming era of heightened quality, customers will judge a supplier on the basis of the worst experience that they have had with the company, and in terms of how that company responds to them in times of adversity.

In his chapter on financial planning, Worzel suggests that how you manage your money over the next 10 years will determine how affluent you will be during the remainder of your life. Like other authors (David Foot in Boom, Bust and Echo; David Cork and Susan Lightstone in The Pig and the Python) he sees that, due largely to demographic trends, more people will be saving rather than borrowing over the next twenty years. Accordingly, the demand for money will not be as high as in past decades, and interest rates will remain relatively low. To fund their retirements, people will thus turn to other forms of investment that, while offering higher risk, have the potential for greater return. The 'inevitable' result? The stock market will boom, continuing its broad upward rise that we have seen over the past few years. Of course, Worzel points out that the peaks and valleys inherent in the market will continue, and that fortunes will continue to be won and lost on the basis of the performance of individual companies, world events, etc. (Worzel's analyses do not, incidentally show a stock market crash after the year 2017, when the boomers start to retire in droves and cash out – he predicts that there will still be enough money coming into the market from other sources to sustain it.)

He does foresee significant generational conflict over financial matters, particularly in the area of pensions: "…it is a certainty that today's young people and the succeeding generations will pay more towards the pensions of older generations than those generations will contribute for themselves. At the same time, younger generations will experience higher levels of taxation, lower levels of government services, especially in such areas as day care and education, and will get lower pensions at the end of their careers as a legacy of our greed." (p.163)

Regarding health care, he anticipates that there will be great advances made as a result of a better understanding of the genetic basis of disease (through initiatives such as the Human Genome Project) as well as improved diagnostic technologies (such as the continuing development of positron emission tomography, CAT scanning technologies, etc.). And, of course, those computer genies monitoring our bodies all the time will give us much earlier warning of any signs of stress or illness. With all of this, Worzel suggests that we should have the capability to live to 120 or maybe even longer. The limiting factor, at least within the next twenty years, will be the cost of health care, much of which will be the responsibility of the individual. Worzel ends the discussion rather ominously by suggesting that we will have the capacity to live "as long as our money holds out".

In the critical area of learning and education, Worzel suggests an interesting future. He sees the potential for a wonderful educational system, utilizing but not driven by computer technology, where children have access to computers and can learn at their own pace using various computer-assisted technologies. In this vision, they are assisted by teachers who are knowledgeable about these technologies and can help students use them to best advantage. He talks about the use of education credits that would guarantee students access to a minimum level of educational resources and a broad range of choices. (For example, children who opted to work at home for a significant part of the school term – thus reducing the need for classroom space – might be entitled to the use of a home workstation.) To help bring this about, he sees a great potential for synergy between the commercial training industry and the formal educational system, not to train students as an industrial workforce, but to adapt the successful techniques of the former industry to the needs of the latter.

Despite this glowing possibility, Worzel admits that he doesn't think that this situation is realistic. He discusses the tremendous power of the teacher's unions, which he feels will block the directions suggested by the above as it would be seen to be a threat to vested interests. He also raises the question of money – he thinks that this will be seen as simply being too expensive and futuristic by decision-makers who will be resistant to exploring the available options. "…I expect that, over the next twenty years, we will spend billions of public education dollars reinventing technologies piecemeal that commercial training firms could provide off-the-shelf right now. It seems to me that there's an obvious fit here – but IÕll bet the public sector will work hard at ignoring it." (p. 238)

In the penultimate chapter (somberly entitled 'The Soul Under Siege') Worzel paints a depressing picture of a world torn apart as various interest groups, brought together through their ability to find one another through the Internet and held by common bonds of ideology or fanaticism, battle it out in the media or whatever other public forum offers itself. Others will withdraw from the world, amusing themselves to death through virtual reality games or meaningless television programs.

Offsetting these more bleaker trends, Worzel does see some positive changes. The continuing devolution of power to women, the increasing acceptance of minorities such as gays and lesbians, and a return (as a response to the sorts of threats that he has outlined elsewhere in the book) to a kind of community, are equally harbingers of the world to come in the next two decades.

In closing, Worzel leaves us with an ambivalent message: "Our future lies in a patchwork society, with lots of diversity and more extremes. The point to remember is that you can have a lot of influence on what parts of it happen in your life. You can work to prevent the erosion of the social values you cherish, the isolation of individuals, the marginalization of a permanent underclass, the addictive enslavement of our minds, and the danger to our souls. What it takes is thought, action, commitment – and compassion.

It's your life. It's your society. It's your future." (p.264)

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