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Wild Oregano Oil is 100% organic certified with 80% carvacol

Sep 13th

Posted by admin in Wild

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by Tambako the Jaguar

Wild Oregano Oil is 100% organic certified with 80% carvacol

Research supports the use of Wild Oregano oil against viral and fungal infections and it destroys many strains of bacteria and other parasites. Studies conducted by Georgetown University in Washington, D.C., have shown that the wild, mountain-grown oregano is an excellent anti-fungal agent, completely killing Candida albicans.

 

Origaum Vulgare or Wild Oregano is a native Mediterranean woody shrub of Europe. A herb rich in carvacol –The most potent natural antiseptic with miraculous antibiotic properties. Carvacol is the strongest laboratory tested antiseptic known to mankind till date.

 

The Oil of Wild Oregano is an age old potent health aid, a panacea for all pathogenic infections. Tiny amounts of this wild oil helps you in quickly protecting yourself and your family against various pathogens such as bacteria, virus, fungus, yeast and other parasites. It is nature’s “natural antiseptic.” Up until 1950, it was used to sterilize operating instruments.

 

Through ages Oregano oil has been used against various ailments such as Cold, Flu, Cough , Sore Throat , Sinusitis, Bronchitis, Bladder and Kidney Infections , Indigestion, Stomach infections,  Diarrhea, Peptic Ulcer, tumors, Allergies, Infections of the sex organs, chest infections, Liver disorders, Bad Breath, Gums infection and many more. It is very effective against Parasites such as Cryptosporidium, Staphylococcus aureas, Escherichia coli, Yersinia enterocolitica, Pseudomonas aeruginosa and others.

 

History tells us that Gerard, the 17th century British herbalist, described the oil of oregano as a remedy for digestive complaints and head colds. William Langham, in Garden of Health (1633), described a wide range of uses in diverse conditions such as bladder trouble, bleeding, heart failure, head pain, itchy skin, mouth pain, freckles or spots on the skin, stomachache, intestinal worms, and toothache. . In the 15th century, Paracelsus used Wild Oregano to treat diarrhea, psoriasis, vomiting, jaundice, and fungal diseases.

 

Oil of Wild Oregano is rich in natural carvacol –nature’s strongest antimicrobial. It is an age old remedy against infections for all sorts of pathogens such as bacteria, virus, fungus, yeast and other parasites. Its usage has no side effects and builds your immunity besides fighting against antibodies.

 

Advantages:

It protects you and your family against varied pathogens on a diverse platform. It’s your quick doctor at home easily available.

 

It has no side effects, thus protecting you against potential drug side effects and also mutant variations.

 

It builds your internal immunity making you internally strong to fight against pathogens.

 

And pathogens are not able to build immunity against Wild Oregano Oil as with the pharmaceutical drugs.

 

Suggested Use:

 

Nature Supplies Natural Wild Oregano Oil is 100% organic certified with 80% carvacol.

It is mixed with extra virgin olive oil 3:1 for greater health benefit as this specific concentration gets faster absorption into the blood stream both externally and internally.

 

A skin sensitivity test is highly recommended before external use.

 

Take 1-3 drops of the oil, rub vigorously over the affected area such as bladder region or stomach in case of pain or discomfort. Repeat 3 times a day for a period of 1-2 weeks.

 

Wild Oregano Oil consumed internally too as well as can be rubbed on gums as an anti-inflammatory.

 

‘Nature Supplies’ provides 100% organic, 80% carvacol rich wild oregano oil in the most convenient dropper bottles.

Research supports the use of Wild Oregano oil against viral and fungal infections and it destroys many strains of bacteria and other parasites. Studies conducted by Georgetown University in Washington, D.C., have shown that the wild, mountain-grown oregano is an excellent anti-fungal agent, completely killing Candida albicans.

A group of wild stallions might be a stubborn bunch, but no moreso than a lone wild stallion protecting his harem of mares. See all National Geographic Videos: video.nationalgeographic.com

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Mind Movies Review

Sep 12th

Posted by admin in Mind

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mind
by Adam Foster | Codefor

Mind Movies Review

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Contributions of Ancient Arabian and Egyptian Scientists on Botany and Agriculture

Sep 11th

Posted by admin in Scientist

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scientist
by RDECOM

Contributions of Ancient Arabian and Egyptian Scientists on Botany and Agriculture

Md. Wasim Aktar*

Deptt. of Agril. Chemicals, Bidhan Chandra Krishi Viswavidyalaya, Mohanpur, Nadia, West Bengal, India.

There was a great scarcity of water and vegetation in the desert of Arabia. The people living there needed plants to feed their animals. They wandered in search of vegetation, and went wherever they could find it. This great importance of plants resulted in their becoming an important topic of Arabic literature.

The study of plants was chiefly made from medical and agricultural points of view. The Arabs already knew about the medical use of some herbs and shrubs (‘Aqaqir wa’l Hashä’ish). At the advent of Islam when, in connection with preaching, Jihad, or some other purposes they came in contact with other peoples, they took interest not only in the names and uses of plants, but they became also interested in their cultivation. So they tried to know the matters relating to agriculture such as the methods of plantation and fertilization, the time suitable for sowing and harvesting, and the nature of the soil. They made correct observations on sexual differences between such plants as palms and hemps. The plants were classified into those that grow from cuttings, those that grow from seeds and those that grow spontaneously.

The Ancient scientists’ knowledge of applied botany and agriculture can be estimated by reading the accounts of gardens and crops cultivated in different parts of the Ancient scientist world, particularly those in Spain. At one time ancient Spain was proverbial in this respect. The Arabs introduced irrigation and agricultural methods there with the result that it was transformed into a garden.

Cotton, rice, sugarcane, asparagus, oranges, lemons and pomegranates were some of the plants and fruits brought from outside and cultivated in Spain. Through that country the Europeans became aware of the cultivation of many plants which they did not know before. The famous gardens of Persia, Spain and Morocco, with well p1anned arrangements of trees, shrubs and flowers, with their tilled floors, their rivulets and fountains of water, built with an aesthetic taste, establishing harmony between architecture and vegetation throws light on their interest in agriculture, gardening and love for flowers .

Since the Arabs did not know much about the art of agriculture, they turned towards other peoples including the Romans, Nabateans and Persians for learning it. They also translated their botanical works into Arabic.

There are many lexicographers, geographers, travellers and physicians who wrote on plants. One of them was Abü Sa’id ‘Abd al-Malik lbn Quraib al-Asma’i. He was a native of Basrah, and came to Baghdad during the reign of Härun al- Rashid. Asma’i was born in 739 and died in 831. He is the author of a number of works on different subjects. One of them is on plants and trees. In the preface of this book the author has provided a general discussion on plants. First of all he has mentioned various types of soils having different conditions regarding their capabilities for cultivation and vegetation. Then he has mentioned the trees, giving an account of their various stages of development. After that he has classified the plants, giving examples for each class. Finally, he has described those plants which grow in plains and deserts. He has mentioned 230 plants in all. (1)

Another lexicographer and grammarian who wrote on plants was Ahmad Ibn Da’ud Ibn Wanand, nicknamed al-Dinawari. He was also called al- Ashshãb (the herbalist). He was a trustworthy reporter, an expert botanist, astronomer and logician Who compiled a number of works on various subjects.

In his book on plants al-Dinawari described, after observing the plants in the places where they grew, all that he had discovered and also all that his predecessors had mentioned. He did not leave even the minute details. This book was considered to be a standard work on herbalism, medicine and lexicography at a time when no one could become a physician or herbalist unless he had thoroughly studied this book, and was examined in it. (2)

Al-Birüni (d.1048) made observation on plants. He discovered that flowers have 3, 4, 5, 6 or 18 petals, never 7 or 9. (3)

A physician Mãsarjwaih also compiled a work on the properties of simple drugs mentioning their good and bad effects. He was a Syrian Jew who flourished during the reign of Umar Ibn ‘Abd al-’Aziz, and translated for him and for the Caliph Marwan some Greek works into Arabic. He translated the second part of Galen’s work on simple drugs, which consists of six discourses. The translation was corrected by Hunain lbn Ishaq. (4)

The Ancient scientists attached more importance to the translation of Dioscorides’work than to other botanical works. The later writers based their works on it adding whatever they knew of plants and simple drugs. Dioscorides was a distinguished scientist and an authority on herbs. He was a native of Anazarbos, hence called Ainzarbi. He travelled extensively and made investigations on plants and their properties. When he reached certain conclusions about the plants, he entered them into his book illustrating them with the pictures representing the colours of plants. The book of Dioscorides consists of five discourses. Two more discourses on the animal poisons are ascribed to him. Thus the total number of discourses is seven.

The first discourse deals with sweet smelling drugs. The second consists of the description of vegetables and animals and their fluids. The third discourse discusses the roots of plants, the thorny plants and similar topics. The fourth deals with the drugs which are cold in nature, those which are warm, and those which cause relief from poisonous effects. The fifth discourse mentions different kinds of drinks and mineral drugs. (5)

One of the most important Ancient scientist botanists was Abu’l-Mansur Rashid al-Din Abu’l-Fadl Ibn Ali al-Süri He was the greatest authority on simple drugs, the variety of their names, their properties and uses. He was born in 1177 at the city of Sur in Syria, and was brought up there. Later he came to Baghdad where he started the study of medidine from Shaikh Muwaffaq al-Din Abd al-Latif al-Baghdadi. Al-Suri spent two years in Quds, at the hospital of the city where he practiced medicine.

Al-Süri went to the places where the plants could be found, like the hills of Lebanon and other places which were famous for one or the other plant. He used to take with him a painter having different kinds of colours and paints. He observed the plants and showed them to his painter. The painter noticed the colour and roots of the plants, the size of their leaves and branches, and made the pictures accordingly. Al-Suri showed the plants to the painter at the time of their growth, maturity and withering. The painter prepared the pictures of the plants at every stage of their development, and filled in them the colours which he observed at that time. Al-Suri included these illustrations in his book on simple drugs and plants. He collected in it the material that he found in the books of the ancients, and also mentioned the drugs which he had discovered himself and their use which he came to know. Al-Suri served al-Malik al-Adil Abu Bakr Ibn Ayyüb as a physician in 1215, and accompanied him from Quds to the Egyptian lands. After the death of al-Malik al-Adil, he served his son, al- Malik al-Mu’azzam ‘Isa Ibn Abi Bakr. After the latter’s death, al-Suri served his son, al-Malik al-Nasir Da’ud Ibn al-Malik al-Mu’azzam. He was made the chief physician. Al-Suri died in 1241 in Damascus. (6)

Another illustrious scholar and a distinguished botanist was Abu Ja’far Ahmad lbn Muhammad Ibn Ahmad Ibn Sayyid al-Ghafiqi (d. 1165). As compared with others, he had a greater knowledge of the properties, uses and names of the simple drugs. His book on this subject is a valuable source of information. The author described briefly what Dioscorides and Galen wrote on this subject. He also mentioned what the later writers contributed to this branch of science. Thus his book consists of the accounts of simple drugs given by those who are learned in this field. (7)

One of the most important Ancient scientist botanists was Abu Muhammad ‘Abd Allah Ibn Ahmad al-Mãliqi al-Nabäti, known as Ibn al-Baitàr. He was the greatest expert of his time in identifying the plants. He conducted research on the plants, and acquired a good knowledge of the names of the plants and their species and the places where they grew. He travelled in the Roman lands (Asia Minor) and some other territories and observed the plants in the places where they grew. There he also met some botanists, and learnt from them about many plants. He also met some well known botanists in the Maghrib and other places.

Ibn al-Baitar was in the service of al- Malik al-Kamil Muhammad Ibn Abi Bakr Ibn Ayyüb. He was considered to be an authority on simple drugs and shrubs, and was appointed in Egypt as the chief of physicians and apothecaries. He remained in his service until his death. Then he was honoured by his son al-Malik al-Salih Najm al-Din Ayyilb. He died in Damascus in 1048. Al-Baitàr is the author of many works on simple drugs and other subjects. One of them is the Kitab al-Jami’ fi‘l-Adwiyyah al-Mufradah. This book is chiefly based on the works of his Greek and Ancient scientist predecessors, but also contains his personal observations made in different lands. The opinions of the later scholars about mineral, animal and plant drugs have also been quoted in the book. The author gave in alphabetical order the Persian, Latin and Berber tames of the simple drugs and also cleared the confusions in the names. He also mentioned their properties and uses. This book is the best Arabic work on this subject. It was written for Al-Malik al-Salih Najm al-Din Ayyüb Ibn al-Malik al-Kãmil. It was translated into French and German. (8)

Another famous scholar and botanist of Spain was Abu’l-Abbas Ahmed lbn Muhammad Ibn Mufarraj Ibn Abi’l-khatib known as Ibn al-Rumiyah. He was a native of Seville. In 1216 he went to Egypt. He lived for two years in Egypt, Syria and Iraq where the people learnt something from him. In these lands he observed many plants which were not found in his native land. He observed the plants in the places where they grew. When he reached Alexandria the Sultan al-Malik al-’Adil Abü Bakr Ibn Ayyub heard about his scholarship and his deep knowledge of plants. The Sultan called him to his court and honoured him. He stayed with him for sometime, and then returned to Spain.

Ibn al-Rümiyah was a well-known scholar, researcher on medicine, the author of many works and fond of collecting books. One of his writings is a commentary on Dioscorides’ book dealing with simple drugs. He also wrote a travelogue at the end of his travels in the Eastern land entitled Al-Rihlat al-Mashriqiyyah. It is a collection of his discussions and observation made particularly on the coasts of the Mediterranean. (9)

The last famous writer on agriculture in Spain was Abü Zakariyyä Yahya Ibn Muhammad Ibn Ahmad Ibn Awwam al-Ashbili. His valuable book is entitled Kitab al-Falahah. It is based on the works of his Greek, Roman, Nabatean and Ancient scientist predecessors, but also includes the author’s personal observations. It is divided into two parts which consist of 35 chapters. Every chapter deals with some definite topics concerning agriculture. (10)

Another important book on agriculture was written by Shaikh Radi al-Din al-Qarshi. It is entitled Jami’ farã’ id al-Malähah fi Jawami’ Fawa’id al-Falahah. It consists of the following eight chapters:

1. Various kinds of soil

2. Watering, digging of canals and wells and taking out of water

3. Trees and their plantation

4. Various methods of plantation

5. Seeds and grains, their selection, sowing and cutting

6. Various types of flavours , flowers, etc.

7. Description of the days, months, weathers, etc., suitable for cultivation.

8. Storage of grains, seeds, dry and fresh fruits, some vegetables1 extracts, salts,

yeasts, rose water, etc.’ (11)

The first geographer and traveller who mentioned plants in his books was Ibn al-Wádih al-Ya’qübi (d. 1794). He travelled throughout the Ancient scientist world and composed a work entitled Kitab al-Buldán. (12)

The famous geographer Abu Abd Allah Muhammad Ibn Muhammad Ibn ‘Abd Allah Ibn Idris al-Husaini al-Saqali, commonly known as al-Sharif al-Idrisi, also wrote three works on plants and simple drugs. One of them entitled ‘Kitab al-Jãmi’ li-Sifat Ashtat al-Nabät contains the description of various useful drugs relating to trees, fruits, roots, flowers, minerals, etc. The names of drugs have been arranged in alphabetical order, and their Arabic, Persian, Greek, Syrian, Latin and Berber names have been described. The author has mentioned the use of some plants and the oils and gums extracted from them. The book consists of four parts. The first part contains the description of 369 simple drugs and the second one of 250. (13)

The greatest botanist of the 16th century was Da’ud Ibn Umar al-Nasir al-Antäki. He was a distinguished physician as well No scientist compiled such a valuable work on simple drugs as he did. He made a remarkable addition to the knowledge of his predecessors regarding the simple drugs and their uses. (14)

An important botanist of the 18th century was ‘Abd al-Razzäq Ibn Muhammad Ibn Hamadush Al-Jazä’iri. In 1717—18 he left for Makkah for the performance of Hajj . He wrote a book called ‘Kashif al-Rumüz fi Sharh al-Aqaqir wa’l-A’shab. This book seems to be a summary of the books written on this subject by Abd al-Razzaq’s predecessors with the addition of the new substances which were used by the Europeans as drugs. He also gave their common and local names. He derived information from the works of Ibn Sinä, Ibn al-Baitar and Da’ud al-Antaki. One thousand simple drugs in all have been dealt with. This was translated into French. (15)

REFERENCES :-

1. Al-Baghdadi, Ismail Basha,Hadiyyat al-‘Arifin , Istanbul, 1951, Vol. I, p. 623.

2. Ibid., p. 52.

3. Sarton George, Introduction to the History of Science,Washington, 1950, Vol. I, p. 707.

4. Al-Qifti, ‘Ali Ibn Yusuf ,Tarikh al-Hukama,Leipzig, 1903, p. 324.

5. Ibid. p. 94, Ahmad ‘Isa, Tarikh al-Nabat Ind al-’Arab ,Cairo, 1944, p. 38.

6. Al-Zirakli, Khair al-Din, Al- A’lam, Beirut,1955, (2nd Edition), Vol. III, p. 49.

7. Sarton, op. cit., Vol. II, P4rt I, p. 424.

8. Ibid. , Part II, p. 663.

9. Al-Zirakli, Vol. I, p. 210.

10.Al-Baghdadi, op. cit., Vol. II, p. 520.

11. Ahmad ‘Isa, Op. cit., Cairo, 1944, p. 110.

12. Ibid., p. 113.

13. Al-Zirakil, Vo. 7, p. 250.

14. Al-Baghdadi, op. cit., Vol. I, p. 362.

15. Kahhalah, ‘Umar Rida, Mu’jam al-Mu’llifin, Damascus, 1958, Vol. 5, p. 218.

Agriculture, Ancient, Arabian, Botany, Contributions, Egyptian, Scientists

Why Weatherize Your Home?

Sep 10th

Posted by admin in Weather

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weather
by D.Reichardt

Why Weatherize Your Home?

For those of us who live in colder climates, you might just assume we do what we can to keep our homes warm and use our energy wisely during the winter months. Yes, you would assume.

Many do go the extra mile to seal their homes by installing their storm windows, replacing weather stripping on doors, insulating their walls, blowing extra insulation into their attics, installing programmable thermostats and a hundred other energy saving projects.

At the same time, many people do little or nothing at all. Whether they lack the time, don’t have the skills, are only renting the home or have funding issues, it’s hard to say. The result is that many homes, especially older homes within cities, have little or no work done to conserve energy.

So, this article is not for those who already weatherize their homes for winter, but for those who don’t. It’s my desire to find a way to motivate you to save energy, reduce your carbon footprint, and yes, save you money. That’s tight, I’m going to attempt to twist your arm in an effort to help you save money.

Let’s look again at the possibilities or situations why a home might not be properly weatherized.

LACK OF TIME TO WEATHERIZE

I can understand this excuse, but I will not validate it. Assuming you have some skill and some idea of how to weatherize, saying you have no time is more of an attempt to say you are either lazy or have simply chosen you don’t want to do that specific type of work.

There are many types of work that we might not enjoy doing and if you just can’t find the time to weatherize your home, then get somebody to do it for you. Yes, there are thousands of businesses out there that are waiting for you to call. They are eager to perform a wonderful job weatherizing your home.

So, while being busy, take just one moment and do a search online or in your local yellow pages and call a business that performs home weatherization and then your task is done. You will have gotten that monkey off your back and you’ll feel good that you have done something to conserve energy…plus you will save money.

LACK OF SKILL

Your stance is that you want to weatherize your home, but you are not sure how to get that long yellow thing out of the tape measurer or you are confused about what a 6-in-1 screwdriver is or how to use it. I can sympathize with you and for all those who know you, but that is still no excuse for not taking any action to seal your home.

Nobody was born with knowledge, but we were all born with drive. Many of us have suppressed this drive over time and ended up learning very little in life, but the cool thing is that this is simply a choice and not really an affliction. What this means is that you do have it in you to learn new things. You really do. Say it quietly to yourself at first. “I can learn new things”. Now say it out loud, “I can learn new things.”

No matter what your past has taught you and no matter what your friends and relatives say, you can always do better if your truly choose to do so. Choose to do better and choose to set aside any fear of what you have to learn in order to weatherize your home and simply choose that you will learn what you must learn so that you can weatherize your home.

It can be a brave new world for you. It can be the beginning of a new world of confidence. Just choose to try, and when it gets tough or a little hairy, push through and try a little harder.

To get you started, I have two references for you with respect to learning about weatherization work:

Insulate and Weatherize – by Bruce Harley
This is a well written book that will show you many helpful things and will open a world of ideas for how to weatherize your home.

Weatherize America ( http://www.weatherizeamerica.com )
This online weatherization business program is not just for businesses who want to perform weatherization work, but for anyone who wants to learn how to inspect their home and then follow up and perform the necessary weatherization repairs.

TENANTS OF HOMES AND APARTMENTS

If you are determined to not put one cent of your money into the home or apartment you rent, that is your right, but if you are also the one paying for the heat, it’s time to change your mind about what you think you are losing by weatherizing the space you pay to heat.

If you pay for the heat, you are the primary one who wins by any improvement you make to weatherize the home. Sure, some of the things you do might be permanent and will work towards increasing the value of the home, but it would help if you could set aside those thoughts for a moment and think about what is best for you. What will help you? Don’t let it matter if it helps anyone else as well. Just focus on the thought of what will help you.

Will it help you if weather stripping on the doors is replaced? Will it help you if the single pane unused windows in the basement are permanently sealed off? Will it help you if the basement were better insulated where it is mostly above ground level? Will it help if cracks in the walls were caulked to stop air from blowing in? Will it help you if your drier vent was replaced with a drier vent seal? Will it help you if your water heater or boiler were wrapped with insulation?

All those questions pertain to improvements that may very well be permanent and would be helping the landlord to some degree, but to an even greater degree, they would be helping you, so just do them. If you choose to not do them in order to spite the landlord, his house has not changed and he loses nothing, but your heat is flowing out of the home , so you lose.

As a tenant most of my life, the first thing I did in almost every home I moved into was to rewire it to some degree (rooms are not functional with just two receptacles) and I would insulate and seal it well. The bottom line is that I was going to live there and I wanted to be comfortable, and yes, the landlords home was improved and yes, the people who lived there after me were able to benefit by what I did, but who cares? I benefited for the whole time I lived there and I saved more money than what any improvements ever cost, plus I increased the comfort level of the home while I lived there.

If you are a tenant, everyone wins when you weatherize, but you win first, so set aside any reservations you might have and do yourself a favor and weatherize the space you are living in. You will waste less fuel, decrease your carbon footprint and will save money.

NO MONEY

I understand not having money, but you do have money, it’s just that there does not seem to be enough to ‘waste’ on improvements when so many other needs or desires already stand in line for your precious dollars.

You can still perform many weatherization improvements, but high-tech options such as shrink-wrap window seals can be set aside for good old sheets of plastic and duct tape. In addition, you would be amazed at how much weatherizing could be performed with a few tubes of carefully placed caulking.

One trick I learned to create the perfect seal is what I call the ‘poor mans window seal’. Start by opening the window or door that does not seal well when shut. Apply a thick bead of caulking to the immoveable window or door area where the window or door would push against when closed. Place a sheet of plastic wrap over the length of the caulking and then close the window or door tightly. Wait 12 to 24 hours and then open the window or door and remove the plastic swap and viola, you have a perfect fitting seal.

Overall, what I am trying to say is that even when the money is scarce, do as many little things as possible and be creative. The bottom line is that you will spend that money or more on fuel anyway.

One final option, and it varies dramatically from state to state, is to see if there is a local, county or state program to help you finance your home weatherization needs. Depending upon your income level, you might find you qualify for free or low cost weatherization work.

FOR EVERYONE ELSE

It pays to weatherize. There is no simpler way to say it. It pays to weatherize. So many people benefit when you choose to weatherize. First, there’s you, then there are those you might hire to help you, and then there’s the stores you buy the supplies from, and then there’s the global fuel demand which you just helped to lower, reducing prices for everyone in the world, and then finally there is the world that benefits.

Weatherizing is the gift that keeps on giving since many of the improvements you make will last for years, plus, many of the improvements you make to reduce your fuel costs, will also help reduce air conditioning costs during the summer. There is simply no down-side to weatherizing.

Weatherize your living space today and the whole world becomes a happier place.

David is the author of ‘The Rewards of Making Energy Efficient Choices’, and specializes in Heating and Air Conditioning and Electrical Wiring. Websites include: Weatherize America and Best Energy Saving Products

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Stop Loss Order for Day Trading

Sep 9th

Posted by admin in Stop

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stop
by Bartek Kuzia

Stop Loss Order for Day Trading

What is Stop Loss Order?

Stop loss order is an order to close position if/when losses reaches a particular point. In other words this is an order by which you can decide the maximum loss that you are ready to accept. Here we are going to discuss only Stop Loss Order regarding Day Trading, but the same principle can be used for Swing Trading or Long Term Trading.

Following Example can explain the point.

If u have placed a buy order at 100. You need not place a stop loss order till your trade gets executed. Once your trade gets executed, you have to place another order for Stop Loss.

Now lets assume that CMP(Current Market Price) is 100.50.

Stop Loss Order should be like this

Type= Sell

Quantity = Quantity you have got (received).

Price=99.40

Trigger price =99.50

Note: Trigger price is the price at which your order gets triggered (fired). Till then it’s on hold.

So in our example If CMP falls from 100.50 to 99.55 nothing will happen but at 99.50 your order (Stop Loss) for sell will get executed at a price of 99.40 so your loss would be limited to 0.60 (100-99.40) only.

Additional Points:

Percentage Of Stop Loss

For day trading stop loss of 1-2% max is recommended. Some traders like me use 0.5% stops, which is what I have explained (100-0.5%*100=99.5). You have to decide the % according to your experience & confidence.

If you don’t use stop loss order the price can go down by 5% or even 20% & you won’t be able to do much then, hence for every trade without fail you should use stop loss order.

A warning, don’t ever think that just because you have placed stop loss order, you are 100 % safe. That’s not the case even after a stop loss order you can suffer huge loss. Surprised? See how.

In the above example if the your stop loss order gets triggered at 99.50 for 99.40 but there is no buyer at 99.40 so the order will get triggered but not executed till there is some one ready to buy at 99.40. In mean while some one else has put a sell order at 99.30, now you are at number two still waiting, then if some one puts a sell order at 99.10 you are at number three & hence your order may left behind while others keep putting orders at less than your order & you may wonder why my stop loss order did not get execute!!!!!!!!!!!

Solution for above problem is as follows.

The gap between trigger price & price is important. If you want your stop loss order to be more secured, increase the gap.( Gap between Trigger Price & Price). i.e. triggered price at 99.50 & price 99.10(instead of 99.40). You should change the gap depending upon the share you trade. More volatile stocks require big Gap while for slow movers small Gap is enough. You can decide the Gap on the basis of difference between best buy & best sell (bid /ask) in second window.

Stop Loss For Shorting

For shorting that is selling first & then buying, the stop loss order has to be reversed as follows.

If you have shorted at 100(CMP=99.50)

Stop Loss order should look like this

Type =Buy

Quantity = Quantity you have shorted

Price=100.60

Trigger Price =100.50

Cancel/Modify Stop Loss Order

The most important thing if your stop loss does not get hit & you earn profit by squaring of your position; do not forget to cancel the stop loss order. Yes I repeat do not forget to cancel the stop loss order. Other better option is that you can modify your stop loss order as Trailing Stop till the execution. (I do this as I forget to cancel the stop loss order.)

Following example can explain how you can do this.

Your Stop Loss for first example was 99.50 for 99.40, right? Now if the CMP has gone up from 100.50 to 102.20, you can modify your stop loss order to 101.10 in place of 99.50 & 101.00 for 99.40. If price keeps going up, keep following the price by modification.

Always remember the following rule.

For buy’s Stop Loss Order (Type=Sell) “Trigger Price” should be more than “Price” of Stop Loss Order & for Short Selling’s Stop Loss Order (Type=Buy) “Trigger Price” should be less than “Price” of Stop Loss Order.

Important Note:

Some Trading Systems allow Trader to enter Stop Loss Order at the time of Actual Order and some Systems allow Stop Loss Order to get automatically cancelled against squaring off position.

Happy Day Trading

Vishal Deshpande

Loss, Order, Stop, Trading

Falling Slowly Ringtone | Download Lee DeWyze Falling Slowly Ringtone

Sep 7th

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slowly
by Julie70

Falling Slowly Ringtone | Download Lee DeWyze Falling Slowly Ringtone

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Term Papers: Writing on Sociology

Sep 6th

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writing
by incendiarymind

Term Papers: Writing on Sociology

Are you unclear on where to begin on writing term papers on sociology? Not well versed enough with the subject matter at hand? If history is a lesson which would teach us to emulate the great leaders of yesteryear and learn from their mistakes, we have to take the first step, which is to learn.

Researching the internet, reviewing professional publications and texts from your local library will not help you much if you do not wish to learn. Writing term papers on sociology comes naturally to those who are knowledgeable with their chosen subject matter and the topic at hand.

Writing about an individual or a group of people requires simply an analytical approach and review of the biography of the person(s) involved. Another idea is to review a professionally published and write a critical analysis on it. Researching published facts and writing a review will prove to be an easy task for any American student.

Term papers on sociology can be about theories developed and recorded by experts. Most courses on sociology require that the students compile a study based on previously published articles, books, journals, etc. Using the concepts published therein and testing them on present settings and situations. An in-depth analysis of the concepts first and the situation to be reviewed second, lead to a great written report.

All the ideas listed above are only a general indication of the requirements of this course in relation to various principles, disciplines, development peculiarities and a number of sociological issues.

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Please Welcome “the Penelope Write Foundation”

Sep 5th

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writing
by jmcfall

Please Welcome “the Penelope Write Foundation”

The Penelope Write Foundation is a non-profit organization that has been established to cater to the needs of children that reside in and attend schools within low income communities. This organization is being sponsored by Parker & Sons Publishing on behalf of Penelope Write. Penelope Write is a native of Chicago, Author, Graduate Student, and single mother of four children.

The foundation’s overall goal is to enhance the reading and writing skills of students who struggle with finding fun in learning and have difficulty advancing academically in these areas. The foundation itself will implement a Literacy Scholar Program into three (3) schools within the following states during latter of 2010: Illinois (Chicago), Georgia (Atlanta), Louisiana (New Orleans), Mississippi (Jackson), and Tennessee (Memphis).

NOTE:  This program is also being extended to schools within the following countries in order to support their students:  Zimbabwe, Ethiopia, Haiti, and Somalia.

Our foundation is extremely ecstatic with presenting your school and its students with the opportunity to enroll into our Literacy Scholar Program course offerings. In order to inquire further, please contact us directly via (773) 291-0629, visit us online via www.penelopewrite.com. Our experienced team of Educational Management Representatives will be sure to follow up with you within 3-5 business days.

In order to provide us with contributions for the organization’s purpose, please visit us online via http://parkersonspublishinginc.com/the_penelope_write_foundation. anytime at your convenience. 

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Sincerely,

Parker & Sons Publishing

Media Relations Department

Penelope Write is a native of Chicago and single mother of four children. She began her journey as a college student in 1996 and later her career with the Illinois Department of Corrections (IDOC) as an Office Associate. In 2001, Penelope’s loyalty as an Office Associate landed her into a successful and fulfilling career as an Executive Staff member within IDOC. Remaining committed and focused, she managed to achieve her goal of receiving an Associates of Applied Science Degree majoring in Computer Science. This accomplishment motivated her to pursue an undergraduate degree as a student attending Roosevelt University. In September 2006, Penelope received her Bachelor of Professional Studies Degree with a concentration in Paralegal Studies. Moreover, her passion to pursue the childhood dream of becoming a successful Author & Role Model for teenage mothers conquering a life of strife and poverty engulfed her. So, she embraced this mission and resigned from her position. It was then she stepped out on faith to pursue her dream of becoming a Best-Selling Author…

Complete video at: fora.tv Critically acclaimed author Joyce Carol Oates discusses how a writer develops realistic characters, using examples from her novel “The Gravedigger’s Daughter.” —– Joyce Carol Oates talks about “The Gravedigger’s Daughter.” A family desperate to escape Nazi Germany settles in upstate New York, where the father is demeaned by the only job he can get: gravedigger an cemetery caretaker. What follows is a tale of unspeakable tragedy, as the gravedigger’s daughter begins her astonishing pilgrimage into America, an odyssey of ingenious self-invention and bittersweet triumph – Book Passage Joyce Carol Oates (born June 16, 1938) is an American author and the Roger S. Berlind ’52 Professor in the Humanities with the Program in Creative Writing at Princeton University, where she has taught since 1978. She serves as associate editor for the Ontario Review, a literary magazine, and the Ontario Review Press, a literary book publisher, both of which are edited by her husband, Raymond J. Smith. Oates has also written under the pseudonyms “Rosamond Smith” and “Lauren Kelly.” Her most recent book is “The Gravedigger’s Daughter.”

Foundation, Penelope, Please, Welcome, Write

Country Club India Franchise Clubs – The Widening Network

Sep 4th

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country
by Captain Kimo – Back in Action

Country Club India Franchise Clubs – The Widening Network

The Country Club India network of clubs is known all around with its members as the most accessible and reachable clubbing facility. The best feature that country club India member’s recognize is the number of own clubs and the country club India franchise clubs that provide the best service for the country club India members. These country club India franchise clubs are situated in almost all the states and regions in our country.  These country club India franchise clubs have their presence starting from Jammu and Kashmir to Kodaikanal.

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Knowledge As Emerging Patterns Of Interaction

Sep 3rd

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pattern
by Laineys Repertoire

Knowledge As Emerging Patterns Of Interaction

Normal 0 Knowledge as emerging patterns

of interaction

Knowledge as Emerging Patterns of Interaction

1 Introduction

This paper examines how knowledge can be seen as continuously emerging patterns of interactions between individuals. It particularly focuses the nature of human organisations and how that nature affects the learning in individuals and -as a consequence- the continuous emergence of organisational knowledge. In order to do this, we will first look at the nature of organisations. This by examining what we see is the most helpful way to characterise organisations, clearly offsetting organisations as ‘systems’ versus ‘processes’. It will be clarified that knowledge may exist only in the interaction between people and can therefore not simply be reified as ‘tangible’, ‘tacit’ or ‘explicit’. We propose it exists in context and only in context. Thus, we consider knowledge as intrinsically social. Also, we consider knowledge as something that emerges only ‘from within’. There are no outsiders. Someone with information that exists in total isolation without the possibility to act cannot generate knowledge. This makes knowledge inherently ‘local’. ‘Global knowledge’, as in ‘best practices’ or ‘business processes’ are an illusion if they do not resonate with the experience of people in local interactions. We will use recent insights from the complexity sciences to examine the interactions and hence the continuous emergence of knowledge. It will become clear that ‘knowledge’ and ‘organising’ are ‘complicitly’ linked.

In the quote above from the ‘Hitchhikers Guide to the Galaxy’, this is illustrated with the illustrated with an interesting philosophical undertone, despite its inherent humour. The supercomputer Deep Tought took seven and a half million years to some up with the answer to Life, The Universe and Everything as the world-famous ‘42′. In the next chapter from the book the immediate implication is that we then first (sic!) have to know the ‘Ultimate Question’ (Adams, 1995: 128). It then is decided to build the Earth as the next generation supercomputer to find that Ultimate Question. Later in the book it becomes clear that the Ultimate Question is ‘six by nine’ (Adams, 1995: 305). At least, in base thirteen. All is contextual, you see.

2 Are organisations systems or processes?

The complexity sciences have emerged mainly from the natural sciences like physics, chemistry and biology. It has shown tremendous power in helping these sciences forward and explaining complex phenomena that previously could not be described adequately. These were those situations where the sheer number of interactions between particles or smaller units (the ‘local’) led to unpredictable behaviour on a global level. The complexity sciences were able to convincingly explain why simple global patterns emerge out of complex local interactions. Because of these successes, and the many complex issues that human organisations, and particularly business organisations, face complexity theory has often been used successfully as a metaphor to help organisations forward (see for instance Zimmerman, Lindberg & Plsek, 1998: 4-18). Understandably. Human organisations consist of many ‘agents’ interacting and display very complex and unpredictable behaviour. So much is not disputed. In order to be able to describe many of the observed behaviour people resorted to complexity theory. In natural systems, a very useful idea has been the definition of these bounded systems as ‘complex adaptive systems’ or CAS. The theory being that because of the complex interactions the system is ‘coupled’ to the external environment (perhaps via semi-permeable boundaries) so that they ‘adapt’ to it. Thus viewed, each system is ‘nested’ in a larger (‘higher’) system. Therefore it is a small step to then see human organisations as systems and consequently as complex adaptive systems, in parallel with the natural sciences. This view then logically leads to teams, departments, organisations, etc., being seen as ‘nested systems’ (Kelly & Allison, 1999: 12-13, 19). The next step is to realise that human organisations may not simply ‘adapt’ to the environment. Perhaps what they do is co-evolve in that environment. We may see them as Complex Evolving Systems, or CES. (See for instance Heylighen, 1997).

These metaphors are powerful ways to look at human organisations. The principles of self-organisations, emergence, ‘edge of chaos’, etc., from the complexity sciences can provide interesting new insights in issues that organisations face. Given the constant struggle in business organisations to find ways to ‘cope’ with the inherent uncertainty they face, these relatively new theories help to make sense. But, as with all metaphors, there is a risk that we take them too far. People started to have conversations on whether or not organisations are a CAS or CES. Then, by inference, we start to say that organisations therefore must comply with this and that observation for a CAS. An interesting example, for instance, is the debate between organizational professionals whether or not ‘therefore’ (sic!) ‘human systems’ emerge from ‘simple rules’. This, in turn, is inferred from simple computer based systems in which ‘boids’, having been programmed with three ‘simple rules’ start displaying behaviour that has been characterised as ‘flocking’, very much like a 2D projection of flocks of birds. But please note that in reality, these boids are just computer blips on a screen. The ‘simple rules’ can adequately describe the behaviour of those ‘blips’ on the screen. But that is all they can do! They cannot describe any real life flocking behaviour at all. Let alone describe how birds reproduce or multiply. Hardly a rich description of something as complex as a

living creature. But, since the observed ‘flocks’ were so convincing, it has been assumed most complex systems are somehow emerging from simple rules. Since a CAS can emerge from simple rules, so must human organisations, so people claim. That is why some people with some (but no more) notion of complexity theory state that what we have to do is ‘just find the simple rules’. These often are typified as ‘values’. Stating the simple rules than becomes ‘defining the values’ of the organisation. This is reverse logic. An Organisation is not a CAS. It may be modelled as a CAS, and as a metaphor that can give really powerful insights. But what are organisations, really? It may be helpful to start by what we know ‘for sure’ about human organisations. They consist of people interacting in their daily (working) practices. Therefore for the purpose of this paper we will start with that: the interaction between people in organisation that we will call ‘the social’. My claim in this paper is that a metaphor different from a ‘system’ may be more helpful to describe (the evolution of) organisational knowledge. The recent thinking from Ralph Stacey on complex responsive processes sees organisations not as systems, but rather chooses to pay attention to the interaction between people (Stacey, 2000). This view emphasises that organisations are not systems as such but looks as them as processes of people interacting. For the purpose of this paper I see this as a very helpful approach. These processes consist of ‘the narrative-like sequences of gesture and response between human bodies’ (Stacey, 2000: 146-148). In these interactions people continuously reinterpret their own experiences (‘past’) in order to act (‘gesture’) to achieve some future expected state. This expectation, in turn, feeds back on the interpretation of the past experiences. Each gesture triggers a similar process in other people who then ‘respond’ with a new gesture. With many interactions this is a highly complex process (hence the term ‘complex responsive processes of relating’).

With continued interaction, as is happening in organisations some ‘themes’ will

emerge. These themes emerge because of some common intention of the

future, real and existing differences in experience and intentions and real and

existing issues that exist in order to achieve this desired future. This

emergence is self-organising in nature. This is where insights from complexity

theory are very helpful indeed.

For the purpose of this paper I will call this process of emerging themes

‘patterning’ of the interaction between people.

There are a few implications that are paramount in this process.

For one, we need to realise that not all participants of this process are equally

‘autonomous’. Crucial, as pointed out also by Stacey c.s. (Stacey, 2000: 213-4),

are the power relations that exist in all interactions. ‘Some people are more

autonomous than others’.

Secondly, all action is action that is interpreted by each individual differently.

There is no ‘knowable truth’ other than what resonates with each individual’s

past experiences (sic!) and their individual intentions (sic!). Since all individual

past experiences as well as their individual intentions are different, so is each

individual’s ‘truth’.

Also, importantly, there is no guarantee that people will speak ‘the truth’. All

people will ‘gesture’ as to achieve their own desired future. In many

organisations not open and honestly sharing information is the norm rather

than the exception. Often, this is due to expected repercussions if the truth be

spoken. This means that conversations, as we can observe in all organisations,

are in fact the continuous negotiation of each person’s ‘intention’ and

‘expectations’. Thus, other people’s intentions become ‘enabling constraints’

(Stacey, 2000: 151-3) for these negotiations.

Richard Knowles (2002) has developed structured ways to examine the

processes of interaction and the emergent patterns. The combination of

Stacey’s complex responsive processes theory with Knowles’ self-organising

leadership theories could form a sound basis for studying knowledge

processes.

3 What is knowledge?

This is a paper about knowledge processes in organisations. We looked at

organisations as processes above.

I would like to use a definition from Dee Hock (1999), emeritus-CEO of VISA for

‘knowledge’ and the hierarchy he puts in it.

Noise

Data

Information

Knowledge

Understanding

Wisdom

Noise is the undifferentiated stuff happening all around us;

Data is the first level of organisation of the noise. It can be discerned and

differentiated by the human mind

Information is the next level of organisation of the data. Patterns and

relationships are starting to add meaning (Bateson’s ‘difference that

makes a difference’)

Knowledge is the organisation of the information in a way that in the

right context it becomes useful to act, decide or create new knowledge.

Understanding is organisation of knowledge by individuals in a manner

useful for conceiving, anticipating, evaluating and judging. This is a

unique, personal experience.

Wisdom is achieved when the understanding is informed by intention,

ethics, principle, memory of the past and projection into the future.

Science, including organisational science, has traditionally focused on data,

information and knowledge and has largely ignored Understanding and

Wisdom. In the context of this paper I would like to maintain that Knowledge

without Understanding is not useful for the sustainability of organisations. In

the context of complex responsive processes a deep understanding, as wisdom

in the above definitions, is paramount.

For long term survival and health of organisations knowledge processes should

recognise the need for understanding and wisdom.

This is an important statement.

If we analyse it a few things jump out:

Information as such is not knowledge; just having information is not

enough. ‘Just a book’ is not enough. That is ‘just’ information;

Knowledge is where pieces of information have been integrated;

knowledge, in that sense, has the potential to be novel. It also says that

more that one piece of information is required. This means at least a

form of diversity;

This combination has to happen in ‘the right context’. So, without the

combination happening the real world (context) there is no knowledge

just pieces of information;

This knowledge must be applied. Crucial. If we cannot use the combined

pieces of information to act it is -by definition- useless;

This knowledge in itself can then act as a new piece of information to

create new knowledge. This is the ‘recursiveness’ in this definition.

Understanding happens when individuals are able to project and apply

Seeing the importance of understanding, thus paying attention to

intention, ethics and principles, will lead to ‘organisational wisdom’ that

is seated in the individuals!

Thus phrased, ‘knowledge’ is continuously emerging where the context

requires the combination of pieces of available information in order to ‘act’.

In this definition knowledge is not something tangible. It can not be codified or

taken away. Information can. We can store information in databases. Knowledge

has to be contextual. Since the context exists only where and when people

apply the knowledge it can not be codified.

So, books or papers or databases are ways of codifying information. By reading

we start ‘contextualising’ this information in our heads. In this process we start

to create our own interpretation of this information. This interpretation is

dependent on our own personal past experiences and our own individual

expectations of the future. It either ‘resonates’ with our experience or it does

not. The information distilled from a book or paper or any other source will -by

default- always be different for the reader than from the writer. Meaning, thus,

is being created by the ‘responder’ not by the ‘gesturer’.

Reading it a second time around will again give different interpretations and -

hence- different pieces of information. Even the writer will interpret his/her own

writings differently a next time round.

This has as an implication that each piece of information will, by default,

already have in it a level of diversity if more than one person at any one time is

interacting round this piece of information. Stacey (2000: 202-6) quite

convincingly points out that it is this very diversity that makes that ‘novelty’ can

emerge out of the interactions. Without it, no novelty can occur. Put in a more

lyrical way, some one on his/her own in some remote and isolated desert can

acquire a massive amount of information (from books, etc.), without interaction

(diversity) true novelty will not occur.

If people interact they do that in a certain context. They will ‘be’ at a certain

time and at a certain place. People’s individual experiences are continuously

being recreated in that context. This context is the perceived (!) issue around

which people may interact. Hence the pieces of information will continuously

change. Therefore, reflecting the ideas of complex responsive processes of

relating in organisations, their gestures and responses will continuously

change.

This is another way of saying that each action people make, decisions they take,

information they create will change in each different circumstance.

Knowledge emerges in the gesture/response process as a social act.

Since these gestures and responses are the complex result of the many

individual’s past experiences and future expectations, so will the knowledge be

emerging out of those past experiences and future expectations in the context

of the perceived issue at hand.

Referring to paragraph 2 above, with continued interaction the expectations

and experiences will start to display complex themes or ‘patterns’.

Knowledge can thus be seen as a pattern that emerges out of these

interactions.

People’s actions are, in turn, governed by the emerging pattern thus closing the

loop. This loop helps us understand knowledge processes in organisations.

4 How organisations learn…

What we can learn from the paragraph 3 is that organisations don’t learn.

People as individuals learn.

Organisations are forums for people to interact. Organisations have been given

some form of intention by the people that work in/for them.

These people, though, are not isolated from the rest of their lives and context

outside of the organisation. If we mention a person’s individual past

experiences we mean all their individual experiences, in the business

organisation, at home, at their sports clubs, universities, on holiday, etc.

The processes of organising are these processes of interaction that we called

complex responsive processes of relating.

In the previous paragraph we described that ‘knowledge’ is one of the emerging

patterns in that process of organising.

But, at the same time, this patterning forms the process of interaction! Action

emerges out of the interactions whilst using the knowledge that emerges out of

that very action!

Cohen and Stewart (1997: 414-22) call such a relationship as here between

organising and knowledge a ‘complicit’ relationship.

Processes of organising Knowledge

ACTION EMERGES

Figure 3 – Action emerges, complicitly, out of organising and knowledge processes

Action emerges out of the coevolving relationship between knowledge and

organising. It is therefore inherently impossible to decouple knowledge from

the organising process. Since the entity of an organisation emerges out of this

complicit relationship, the complicit knowledge and organising processes are

‘the organisation’.

This has some major consequences for how we see organisational learning.

We can describe the learning in organisations as the continuous patterning that

is happening in the process of interactions.

Knowles (2002: 107-23) introduces the model of the Process EnneagramTM.

This model is a way to show the perspectives of the interactions as process

patterns. It does that via multiple (nine, ‘ennea’ (?????) is ‘nine’ in Greek)

unique perspectives.

In the interactions, people go through all perspectives all at the same time. This

is not a linear process at all. All nine elements are connected, but some

connections between elements will be stronger than others. That depends on

which people are interacting where and at what time. Thus, these patterns

reflect the collective histories of the interacting people, often organisations.

By paying attention to those connections we can see the patterns emerge.

People in organisations are thus given an insight in those patterns that they can

then internalise and use as pieces of information for their gestures and

responses.

Time

Patterns as shown in

Process Enneagram ©

People interacting via

continuous gesturing

and responding

Emergence

Figure 4 – Making emerging patterns visible

They will only ‘internalise’ those patterns if they see that these patterns

sufficiently resonate with their individual experience and intention. In other

words, the issue at hand (context) must be compelling enough for individuals

to want to engage in this way. Thus the interaction becomes the continuous

negotiation of what is and what is not compelling for individuals.

It is a very important leadership skill to be able to act (gesture) in ways that will

help people see the importance of the emerging theme. If the gesture is

compelling, people will respond to it in ways coherent with the leader’s

intention. The mentioned power relations may distort this view, because people

may act not because the issue is compelling, but because the potential

consequence of not acting the way a leader wants is compelling enough.

It is obvious that thus people do not internalise the emerging ‘knowledge’

pattern as part of their experience, but rather the ‘fear’ for repercussions. This

in turn becomes part of the organising pattern and hence organisational

‘action’!

It seems to me that this has significant implications for ‘organisational

learning’.

By internalising these emerging patterns as part of the interacting processes

this internalisation itself will become part of the patterns thus potentially

transforming the identity and intention of the interacting individuals.

Their individual transformation means they will act differently to the contextual

issues than they would have otherwise. Over time, we suggest that the

individual and collective identity and intention will converge since more and

more of the patterns will be internalised in each individual. They will never be

the same because each individual will still have an individual past experience

and future intention.

If the pattern that people make part of their individual identity and intention is

around the issue at hand than the action that people will take is important for

the organisation. People will have learned coherent action that will be ‘helpful’.

Applied to the issue this is knowledge creation in the definition above. Thus the

process of learning is the process of evolving new patterns.

If, on the other hand, people internalise the ‘fear’ pattern, than the individual

learning will be entirely different. There will be very little connection between

the issue and people’s actions and -hence- the knowledge pattern. Very little

has been learned. Evolution is not linked to real life issues, but rather to people

avoiding other people’s actions (the boss’s actions!). Our experience shows

clearly that this happens in organisations.

We already established that the process of organising and knowledge creating

are complicitly linked.

From the reasoning above we can see that organisational learning as emerging

patterns of knowledge happens when people chose to interact around issues

that are important to them as individuals. The process of organising, including

the importance of power relations, can help or work against this process.

Leaders, therefore, have the choice how to ‘gesture’ in organisations realising

that their gestures may carry more ‘weight’ than that of others.

Without leaders seeing the importance of truly involving their people by

appreciating that their gestures somehow will have to resonate with people’s

authentic experience, very little knowledge creation will happen.

We have to think about how certain ‘best practices’, defined as actions that

elsewhere have led to perceived positive (business) results, may or may not

resonate with people’s experience in the organisation where we work.

Actions, emerging from local interactions, are by definition local. ‘Best

Practices’ are therefore global patterns from specific local interactions. There is

little reason to see that they therefore will -automatically- resonate with other

people interacting locally.

In the words from above, practices need to evolve as patterns in organisations.

In the evolution metaphor, one can also not simply ‘plant’ a new species

somewhere and expect it to flourish.

Evolution of knowledge happens complicitly with the evolution of the

organising patterns. That is a major insight that surely must have major

implication on how organisations treat ‘managing knowledge’ and looking at

‘knowledge processes’.

5 A Story: ‘Sphinx’

We will now look at an example from all this in action. The particular story I will

use is about a business change management company I used to work for. Let’s

call the company Sphinx for the purpose of this paper. It is not the real name.

Knowledge as emerging patterns of interaction.doc © 2003, Symphoenix Ltd Page 12 of 15

Founders

‘Leadership team’

Sectors

Services

Knowledge Groups

Back-Office

Others

Figure 5 – Sphinx’s emergent structure (2000)

Sphinx has always been an organisation that relied on people organising

themselves in helping its clients through complex change programmes. In order

to do this, the creation of novel and creative ways to help the clients is of

paramount importance. It is clear that the success of Sphinx’s business is firmly

based on knowledge (in the definition of this paper) and creativity. The way

Sphinx was organised was truly an emergent effect of the interaction between

people. In Figure 5 this is depicted as a series of ‘cells’. Usually people were

part of 2-3 cells at least. Some cells were permanent, others much more

transient, depending on the nature of it.

The ‘Knowledge groups’ were groups of people coming together to share ideas

and learning in areas that the people found important. The emergent nature of

it was that knowledge was being created when needed as perceived by the

group.

This is very consistent with the model described above, where the ‘organising’

process and the ‘knowledge’ process happen ‘complicitly’. Effective action (i.e.

helping the client) emerged. And, interestingly, there was no-one steering this.

People’s deliverables with clients were placed on a ‘Knowledge Database’, in the

language of this paper containing Information and Data about work that people

had done. In the Knowledge groups (either the more permanent ones or the ad

hoc ones) people would then refer others to material on that database that

seemed to fit into the emerging theme. These other could then ‘contextualise’

(read: create knowledge of these themes) in their own client environment.

The way of working was very successful and the company achieved very large

organic growth percentages year on year. The latter was of course not just due

to the way knowledge processes worked, but it certainly played a pivotal role.

Building on its success, the company decided on some aggressive growth plans.

The growth plans unfortunately coincided with an unforeseen sharp down-turn

in the consulting market in 2001-2. The company’s ‘management team’

decided that more structure was needed and imposed (sic!) that structure based

on its views. This happens in many organisations because often ‘structure’ is

associated with ‘control’. In my experience this is a flawed concept where,

despite this flaw, many organisations are based on. It ignores the resonance

with people other than the managers.

One of the structural components that were introduced was that a ‘Sphinx Way’

was developed. This meant to be an Approach (certainly not a detailed

methodology) that all in Sphinx would use as part of their ‘knowledge’.

‘Knowledge Teams’ were instated (as opposed to: ‘encouraged to emerge’) to

cover the subsets of this Approach, enabling management to control were

money would be spent on.

This had as a consequence that the Knowledge database was ‘restructured’ to

reflect the new Approach and the new Knowledge Teams were set up to

populate and maintain the database and proliferate the knowledge. Although

there are apparent advantages in doing that (for instance: common language)

the richness of the emergent knowledge groups was lost. More importantly,

‘knowledge’ was now reified and thought to be ‘transferable’. This did not

resonate with people’s experience at all! The Knowledge Teams very much

became mechanical groups and the Sphinx Way a management tool for

budgeting purposes. The database was no longer a source for conversation but

something that needed to be ‘populated’. Much money was spent on people

doing just that: populate it.

In the mean time, other changes happened and the company has since been

shrinking significantly. This might well be worsened because the main asset,

conversations that created novelty and new knowledge, was unwittingly

inhibited.

6 Conclusion

We cannot segregate the creation of knowledge from the organising processes

that happen in organisations (as in the Sphinx story). A helpful way of looking

at those organising processes is the relatively new idea of complex responsive

processes of relating. Using principles from the complexity sciences we can see

that out of the many complex interactions of gesture and response, patterns

will emerge in a self-organised way.

These patterns are leadership themes, reconciled individual intentions, etc. The

patterns make that people in organisation can act in a meaningful way.

Knowledge as emerging patterns of interaction.doc © 2003, Symphoenix Ltd Page 14 of 15

If we define knowledge as integrated pieces of knowledge in the ‘right’ context,

we can clearly see that knowledge can only be created in context. Without an

appropriate shared view of the context in which individuals act, knowledge is

not a meaningful concept since it cannot lead to effective action.

There is an all important leadership task to be able to help people see the

issues at hand (context) in a way that is important enough for those people to

choose to engage in the process of organising and -hence- in the process of

knowledge creation.

If people see the context too differently, actions will be ‘incoherent’ and no

positive knowledge creation and hence coherent action can happen.

The ideas of ‘best practice’ proliferation as ways to share information and

‘manage’ knowledge, has the potential of working counter productive if the

context in which it is being applied varies significantly from the originating

context. Chances are that they will be quite different on a global level. In that

case the information does not resonate with people’s experience and no

positive action can emerge out of the organising processes. This may explain

the difficulty in proliferating best practices in large organisations.

The codification of information (via databases, memos, books, procedures, etc.)

surely is an important part of the knowledge processes in organisations. But

without the facilitation of open and honest interaction between individuals in

organisations and the presence of leadership skills to help people ‘see’ the

emerging patterns and shared context there is very little knowledge creation

happening.

Sadly, in many organisations the emphasis of knowledge processes is focused

on capturing information, rather at this all important element of open, honest

and direct interaction.

Our suggestion is that leaders use structured conversations, for instance as

proposed by Knowles (2002) by using the Process EnneagramTM. This model

allows people to ‘see’ the emerging patterns as well as provides with a coherent

forum (‘map’) for sharing context and learning.

(Frank Smits, © February 2003)

References

Adams, D. (1995). The Hitch Hikers Guide to the Galaxy: A Trilogy in Five Parts.

London: Random House.

Cohen, J. and Stewart, I. (1994). The Collapse of Chaos, London: Penguin Books.

Heylighen, F. (1997). Classic Publications on Complex, Evolving Systems: a

citation-based survey, Principia Cybernetica Web,

http://pespmc1.vub.ac.be/EVOCOPUB.html

Hock, D. (1999). The Birth of the Chaordic Age, San Francisco, CA: Berrett-

Koehler Publishers

Kelly, S. and Allison, M.A. (1998). The Complexity Advantage, Boston, Mass:

McGraw Hill

Knowles, R.N. (2002). The Leadership Dance, Niagara Falls, NY: The Center for

Self-Organizing Leadership

Stacey, R. (2000). Complex Responsive Processes in Organisations, London:

Routledge.

Zimmerman, B., Lindberg, C. and Plsek, P. (1998), Edgeware, Irving, Tx.: VHA,

Inc.

MBA/NET qualified

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