<img class="alignleft size-full wp-image-9374" src="http://beyondbridges.net/wp-content/uploads/2017/01/tyranny.jpg" alt="" width="300" height="258" />It is actually pretty easy to see spot it and if you are paying attention - when and how it starts. But you do have to not keep muttering to yourself - it's ok - that can't happen here.
I am also reminded of my own twitter bio : “Power for the few will be assumed through the inaction of the many. “
In the hope that as you read this, your eyes and ears are on high alert.
A wonderful visual guide to that which is 'Europe'<a href="http://www.stoweboyd.com/post/146058743947"><img class="aligncenter size-full wp-image-8024" src="http://beyondbridges.net/wp-content/uploads/2016/06/tumblr_o8wzifUTNe1qaxovpo1_500.png" alt="tumblr_o8wzifUTNe1qaxovpo1_500" width="500" height="316" /></a>
and reminding me of my position here, this also from Stowe Boyd – and exactly why the Brexit piece in this post resonated :
It comes down to an elemental choice: whether to restore the full self-government of this nation, or to continue living under a higher supranational regime, ruled by a European Council that we do not elect in any meaningful sense, and that the British people can never remove, even when it persists in error.
We are deciding whether to be guided by a Commission with quasi-executive powers that operates more like the priesthood of the 13th Century papacy than a modern civil service; and whether to submit to a European Court (ECJ) that claims sweeping supremacy, with no right of appeal.
<p style="text-align: center;"><strong>First published on Beyond Bridges on February 18th, 2016.</strong></p>
Updated February 19th, 2016 I read this today on Stowe's feed. I see a connection - how about you?
The outer layers tend to innovate faster and so pull along, or be stabilised by, the lower, slower layers. At the boundaries you get constructive turbulence, say between Uber and governance, or how the growth in video streaming requires Internet infrastructure to come along with it.
<a href="http://beyondbridges.net/2016/01/an-unlikely-juxtapositon-i-would-say/" target="_blank" rel="noopener noreferrer">I recently picked up on a Stowe Boyd post</a> where he commented that 'Creativity comes from unlikely juxtapositions'. I suggested that might be the essence of Python.
<blockquote>Where do new ideas come from? The answer is simple: differences. Creativity comes from unlikely juxtapositions.</blockquote>
… kind of like the humor of Monty Python.
<blockquote>People understand me so poorly that they don’t even understand my complaint about them not understanding me.</blockquote>
Would you change your behavior if it was for the better good of all ?
The British are as conservative as cats – like most people – and dislike innovation.
Who am I to take issue with Stowe Boyd – but on this one I do. He references a study by the TFL that suggests that the unwritten rule of London’s underground – ‘stand on the right – walk on the left of an escalator’, is flawed and that (according to the TFL) it would actually be more efficient to have everyone stand still on elevators – which in turn would remove congestion that we all know so well.
It makes sense – logically, I would argue that the rule fails not because of the British people’s inability to change, but rather people generally, not just the ‘Brits’, will not put the greater good before themselves.
Updated 19th January, 2016 : Today Kottke published this related report – and guess what – it seems people are just as selfish as I surmised.
<blockquote>There’s no reason to believe that what’s good for bankers is good for America.</blockquote>
<blockquote>Companies don’t fail at collaboration because not enough people will cooperate with one another. They fail when people work too closely in certain teams, functions, or departments without any regard for the rest of the organization.</blockquote>
Certainly my observation. And I think it will continue as long as organizations are managed in silos, teams are matched against teams and goals given to suit individuals – not ‘the good’ of the organization.