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and the case for expanding the definition of capital:

When we think of investment we typically think of currency.  Putting our money into something.  Few people seem to talk about or consider the logistical energy we put into projects.  That is indeed investment, too.  We expect our money, invested to make more money.  We omit that our bodies only depreciate until the warranty is expired.  The body done.  The cash lives on.  Fred Wilson [A VC]  blogs in his Human Capital piece yesterday:

"... we typically issue between 15% and 25% of the company's stock to the employees..."

And, I had to ask why?  Why does a man or a woman get 15 to 25% of the upside and management and finance get 75 to 85%?  Why?  Risk.  Says the MBA, the  fiduciary responsibility [to the money] is different, they could get sued, they are liable.  Really?  Anyone can observe that this isn't accurate.  And, it hasn't been for awhile.  In fact the mis-justice at such levels that it has literally turned into global entertainment.  The miscreant feats and sums of money involved staggering.  Sensational.

"Why are some investments staked at much higher rates than others?"

The investment of blood, sweat and tears of so little value.  The investment of cash at higher valuations.  If you get your money back, points out the MBA.  If you'd only get the missed time with family back, replies the employee.  Just look at our modest return on capital, says the MBA.  Yes, just look at our meager return for carrying the burden of the entire structure, while bringing our own sandwiches. We are 98% of the reason why anything ever gets completed.

"Build machines, says the MBA; Let them break, says the laborer."

And, so it goes.  We race towards something with a bit of a bent axle.  The nagging vibration getting louder.

This idea that money is valued seemingly above all else is failing us.  Business has gone through two radical shifts over the past two decades.  The first stop along the path to project based work was work for free.  Volunteer.  And, volunteerism has morphed to where we often find ourselves now, I help you, and I pay you.  These pay for play scenarios actually quite common. 

Projected growth into the future under the rule of 7s a hockey stick generating astronomical proportions.

Most of our current methods don't seem like they will continue to work, akin to very old baggage in the future that is continuing to unfold ahead of us.  Many, many people with little to do.  Lines quite likely forming around a metropolis near you.  We must figure out how to make more people valuable again.  Fractional models would seem to do that.

I have navigated these waters for quite some time from both sides of the table.  My current position is that we must plot a course for care.  Human to human care.  People must be acknowledged as human, fellow earthlings on this ship earth.  And, we shouldn't forget that holding objects more valuable than human life has never really worked out all that well.

Application > The Reinvention Of Capital: Energy spent taking care of the concerns of another, and how that care is reciprocated.

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EXPLORATION: Revisit what it is to be a cost, what it is to generate costs.  Revisit how costs are associated with being valued and the opposite condition, costs associated with not being valued!...

Case Example ~ Situation | Solution | Result:

Situation > N/A

Solution > N/A

Result > N/A

Distinctions: Investment, Invest, Energy, Reciprocation, 

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops, 

scope of concerns:

The first time I really heard this word in the business context I was talking to a board chairman from a local skills college.  Secondary education for hands on trades was his purview, his scope of concerns.  They had a branding issue.  The chairman was looking for pro-bono support.  That wasn't in my purview.  The amazingly wonderful thing about the distinction, purview, is that is ultimately about care.  What people care about.

"For the sake of what do what we do?"

This is a pausing question.  A way of stopping in our tracks to ask ourselves a very serious question.  Why?  Why are we about to do what we are going to do?  Why are we going to say what we are going to say?  What is our intention?  What outcomes do we want to produce?  Is what I am about to do consistent?  This is how we begin to manage our psychology.  Our often irrational twin.

"And, now that we've paused, we tend to be able to see other's purviews."

We really have to care about solving our customer's problems.  How else do we invent?  How else do we look credible to deliver on the offers we make?  Step one is in listening more than we talk.  Navigating conversation by asking relevant questions that open the flow of description of the situation as they see it.

"The interviewer's toolkit; who, what, when, where, why, how?"

Enter character.  The persona, the style, the care, the concern for asking questions well.  Situationally appropriate invitations to open discussion.  To be interview[ing] too formal, more like taking to your favorite aunt, or uncle.  Real.

This is how we begin to manage our psychology, take a stand for our intention and move into positive application of search tactics to find opportunity where we can be valued.

Application > Prospecting: How do we find shared concerns where there is an appropriate and relative commitment to apply reciprocal energy to change the course of the future.  We are going to do something.

These often a long series of conversations, which begin around some event.

We need to distinguish serial prospecting from parallel prospecting.  Serial prospecting is one to one.  Parallel, one to many.  Parallel inviting participants to the conversation.  Impressions bidirectional in determining continuation of discussion. 

This is where clear purview, a clear array of concerns, well articulated begins to pull the right participants to the project!... if such narrative is effectively shared.

EXPLORATION: Ask people what they care about; Listen to what they have to say!...

Case Example ~ Situation | Solution | Result:

Situation > N/A

Solution > N/A

Result > N/A

Distinctions: Purview, Valued, Value, Cost, Costs, Co-Invention, Dialog, Concerns, Ethics, Satisfaction, Pause, Psychology, Why [The Sake Of What], Participation, Resonance,

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops, 

then, now and in the future:

What is being valued in a business context?  If we don't know our value in a business context, then we typically get a number of outcomes we don't like.  Dictation of terms one example.  Amazon, reportedly throwing their weight around at the city level to dictate terms of interaction and transaction.  Power, and who actually holds what type of power within an ecosystem, often painfully obvious too late.  Power appreciates the value of power, though sometimes not without dialog.  Reminders.  A stand.

"We enable you and your team to regularly experience valuable insight."

The difficulty being that the experience[ing] quality of interaction itself tends to fall too quickly to the background of memory.  We come to expect the insight, while completely loosing sight of what it took to enable the possibility.  The question in ongoing relationship then how to keep bringing such history into existence without producing anxiety and discomfort.  The opposite often necessary when things become unbalanced and advantage being taken.

"Value revolves around cost.  Though, luxury paints it as prestige."

That odd place in the moment.  We typically don't see the cost that we are, and we also don't see the costs that surround us.  Luxury, for example typical of being built on the backs of the less fortunate.  Those with few, or no choice.  So, how can we ethically express value when we don't clearly see cost?

"We talk.  We co-invent interpretation through forth and back dialog."

Let's get a table.  No, not that glass patio table you've been wanting, let's get a spreadsheet to begin documenting what we see.  Invariably that will be two, or more different things as well.  Such is the situation when we begin interacting with others.  Everyone has a specifically different background, set of experiences and preferences.  And, different assessment/opinions about value and about cost  From here we can only begin to bridge.  Bridge concern, while sharing distinctions relevant to the concerns voiced.  Remembering that concerns cascade.  A concern typically renders an array of concerns when more closely examined.

This is how we bring value to conversation and conversation to value.  Through the expression and exploration of cost.  We must not be shy about this.  We must wrestle the interpretation of cost and costs to the ground.

Application > City Planning: What are the costs surrounding city planning?  Can we make a list, build a spreadsheet to illustrate as is cost?  Costs in the process as it stands now.  We also need to know who, exactly are the players within the surrounding ecosystem?  We need to understand the costs that they are and the costs that they incur within the existing process.  Can we document, or map the process?  This is most always essential before we can talk value.  All critical components of both building a value case and preparing listening.  

Solution must either increase revenue, or decrease expense.  Great solutions do both.  We have to speak the customers language, while continuing to invite them to a new orientation.  Bridging the historic language with new language revolving around the benefits.  The concerns addressed.  The care taken.

What is it that you, we together can now do inexpensively relative to historic cost?  Let us count the ways!...

EXPLORATION: What produces the interpretation of value, satisfaction in our interactions?  Let us count the ways!...

Case Example ~ Situation | Solution | Result:

Situation > N/A

Solution > N/A

Result > N/A

Distinctions: Valued, Value, Cost, Costs, Co-Invention, Dialog, Concerns, Ethics, Satisfaction, 

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops,