Richard Charles Holloway wrote, in part:
> In complex organizations, there are so many potential competing purposes
> and processes (systems characteristics), that the observation we seem to
> make is that "there's no time." The truth is that there's time to do
> what's meaningful, purposeful and critical...but no time for anything
> else.
>
> Except to take time to participate in the LO list--and to go get some
> breakfast. (-:
Hi doc
yes, I agree, time can be used both asa metaphor and metonymically- and,
in fact Lakoff and johnson have argued that understand is through
metaphor-or, as is popular today, "stories". I think your analysis needs
to be pursued further. But, I have something much simpler in mind with my
posting.
In the environmental arena, people are concerned because what affects us
in the future is dependent on what we do today. Thus much of the pollution
we are seeing is the result of unintended consequences from the actions of
the past. Thus, one of the concerns, in the environment is the preset
gratification in exchange for cnsequences down the line-often unknown and
unanticipated-complex dyanmics at work, no doubt...grin....
The issue at one level has to do with the short term gains vs long term
consequences such as stock holder returns on a daily basis vs reinvestment
for long term growth- are we eating the see potatoes instead of planting
them as an example and how can we know or does it even matter?
This might be one example we could examine
thoughts?
tom
--tom abeles <tabeles@tmn.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>