world's greatest maths mistake

world's greatest maths mistake

The Good News and The Bad news of the world’s greatest maths error

The bad news is that world’s greatest maths error has become a pandemic. Programmed through computer spreadsheets, it is spinning through systems that are destroying the sustainability of communities and depressing people’s lives compared with what potential each child could have been born to develop

Because its spinning, its compounding exponential patterns which have long been the most common misunderstanding between peoples.

The good news is that if we can correct the world’s biggest maths error we can start resolving every sustainability crisis at the same time

Members of my family tree have met an analogous crisis several times in history. Most recently Gandhi mentored by maternal granddad for quarter of a century on how the English were accidentally compounding the destruction of livelihoods fn Indian people especially those who were already the poorest or most disconnected from the top of England’s colonial assumptions.

The specific challenge that has to be dealt with first is what does a society do when its professionals are compounding its destruction. Unlike previous occasions when the collapse of separate civilizations (Rome Burning) was the outcome of failing to change professional rules in times, today’s crisis could bring down the whole planet. The professional rule of rewarding those who extract the most from every quarter is in direct contradiction of nature’s rules of evolution wherever we fail to value renewability of resources in a forward-leading and community open way

There are two particularly dismal things about professional errors. First professionals are an unseen monopoly; they all too easily forget that society gave them a special right to rule assuming they took Hippocratic oaths. Secondly the professional mindset is at its most dangerous where it seeks to convince everyone its 100% right where the actual truth is that the profession is at best only 99% right.

In 1998, I was contracted by the world’s biggest brand agency to value the world’s biggest accountant. In mapped zero future value unless they changed their 100% arrogance. The ad agency preferred to sell in a $50 million relogo campaign. Andersen compounded its own implosion as my simple maths had predicted. To model system connectivity you use value multiplication not value addition. At its simplest what is a worldwide system worth when its increasing billions of dollars of value as related to business clients but reducing trust of societies to zero. Billions times 0 correctly predicts zero while accounting’s own bottom lines assume addition (in Andersen’s mistaken leaderships case keep on destroying true and fair with society and we will still be worth billions +0 = billions). Same maths errors applies to all bankrupt global banks now.
In particular professions can have a very odd perspective on innovation. They forget that change in a world may also make some perfectly correct historic assumptions or conventional wisdoms tomorrow’s greatest conventional blunders. This was why The Economist was founded in 1843 by a scot to transparently question the biggest of powers ahead of time. For 145 years including 45 my father deputy edited, this job was done well enough particularly using future history and entrepreneurial definitions that coincide with microeconomists like yunus and abed but are the opposite systems round from mass media macroeconomists. http://www.normanmacrae.com/future_history.html
ALANS BOOK and http://futurecapitalism.tv and http://obamauni.com
This book will look at how 7 compasses of great consequences to humanity could now be modeled in 10 times more economic ways. As you may have guessed from the above, one of these gravities is how professions themselves are taught and interconnect with each other to map whole truths not their won separated logics

The other 6 communal gravities where we explore the urgency are of 10 times better economics are

10 times more economical banking
10 ties more economical clean energy, food , water
10 times more economical healthcare
10 times more economical education leading to young people’s first jobs
10 times more economical media
10 times more economical place governments

It is worth looking back nearly a third of a century to 1976 when 3 things started to compound

1 First one eastern country started practicing the correct maths whereas almost all rich nations in north western hemispheres failed to question how the greatest change every to hit a generation becoming locally to globally networked needed to change ruling professions.

2 Secondly a monitor of what are the 10 greatest mistakes that prevent entrepreneurial design started to be indexed annually; however western media’s macroeconomics assumptions gave this microeconomic views less and less awareness.

3 Third, networking technology has compounded such a state of interdependence that we cannot afford to rerun the 21^st century with same top-down colonial mindset errors that made the first half of the 20^th century one in which world wars spun. What's
at risk now is not one generation’s loss of human progress but all future generations. As mathematicians like Einstein and von Neumann warned, it would be dismal to lose all that because of arrogance over one huge maths mistake.

inquiries chris macrae info @worldcitizen.tv us tel 301 881 1655 ; us office 5801 nicholson lane suite 404, North Bethesda, MD 20852 USA - uk 80 queens road, suite 30, wimbledon, london sw19 8lb

Mapping is a process of discovery. It explores how to make the invisible principles and practices of real wealth creation visible, and therefore useable. Our planet needs case studies underline the search for new win-wins that build ‘system integrity’
Trust-flow is the unseen wealth to invest sustainability in. Tranpsaremtly mapped it develops a goodwill gravity tyhat invites with roleplayer in a community to multiply goodwill while sustaining their own cashflow.. Trust is not some vague, mushy, abstract warm-hearted sentiment. It is an economic powerhouse – probably just as economically and socially important as oil.
The point is, there are specific things you need to do to get trust flowing, just as there are specific things you need to do to get oil flowing. And like oil trust has a dark side. Right now, the world is awash with the carbon emissions which threaten the stability and sustainability of its ecosystems. Right now, the world is also awash with the ‘carbon emission’ of trust – mistrust. Indeed it may well be that our ability to tackle the one issue – the threat of environmental catastrophe – depends on our ability to tackle the other issue: how to generate, deepen, extend and sustain trust.>br>But what is the best way of doing this? One thing is for sure. You don’t build and sustain trust via some sentimental exercise of goodwill to all and sundry. There are three very simple principles at the heart of effective trust generation.
First, trust is generated via win-win relationships. It’s virtually impossible to generate or sustain trust without mutual benefit for those involved. But beneficial outcomes are not enough in themselves. For trust to be built and sustained, both sides need to signal a demonstrable commitment to finding win-win ways forward. Such a commitment may require real changes to what we say and do. Second, real ‘win-wins’ are hardly ever purely financial or material. You don’t build trust simply by walking away with more cash in your pocket. Trust works at all the dimensions and levels of human exchange. Yes, it’s about financial and material rewards. But it’s also about purpose (what people want to achieve). It’s about politics with a small ‘p’: the use and abuse of power, the crafting and application of rules of fair play. And it’s about emotions: the sometimes overwhelmingly strong emotions, both positive and negative, that are generated when people deal with other peopleWhat’s constitutes a ‘win’ – a sense of real improvement – is therefore highly specific. It depends absolutely on the details of who the parties are, what they are trying to achieve, in what context. Building trus, therefore involves discovering these specifics. Just as oil doesn’t flow out of the ground, get refined and pump its way into motor vehicles automatically and without effort, so identifying and doing what is necessary to get trust flowing requires dedicated, skilled effort. It requires a disciplined, structured process, not a vague sentiment.

3) Third, even if we do steps 1) and 2) there’s still a good chance it won’t succeed. Why? Because it ignores an invisible third factor. In the real world, purely two way bilateral relationships don’t exist. There is always a third party whose interests or outcomes are affected by what the other two parties do but who is not a party to the contract. The environment is a case in point. Producers and consumers may both benefit from buying and selling to each other – but what happens if, in doing so, they destroy the environment they both depend on?

This raises a hugely important question. When two parties pursue win-wins and build mutual trust, are they doing so in a way which creates a win and builds trust for the third party at the same time? Or are they simply pushing the problems – and the mistrust – further down the line on to this third party? Building vigorous, healthy networks of trust is a different kettle of fish to ‘you scratch my back and I’ll scratch yours’ win-win conspiracies. It requires a Map of all the key relationships plus careful consideration of knock-on consequences. It requires a different perspective.

These three simple, basic steps do not happen automatically. They need to be worked at. The territory needs to be deliberately Mapped and explored. What’s more, there are obstacles in our way – mental and practical obstacles that need to be cleared. Prevailing economic theories about ‘rational economic man’ for example, deny the need to commit to win-win outcomes. Instead, they promote supposedly ‘rational’ (i.e. narrowly selfish behaviours) which actively undermine trust The same theories insist that the only valid measure of human benefit is money, thereby excluding from consideration many of the biggest opportunities for improvement. Meanwhile many vested interests do not want to extend the circle of trust to third parties and complete networks because their positions of power depend on their ability to take advantage of the weaknesses of these third parties. That’s another job for Mapping: helping to identify and mount such obstacles.
The potential benefits of doing so are unthinkably huge. They start with a simple negative: the relief that comes from when you stop banging your head against a brick wall. Mistrust breeds wasteful, wealth destroying conflict that tends to feed on itself. Anger and hatred engender anger and hatred. Simply easing or stopping the terrible waste of mistrust would transform prospects for many millions of people. We desperately need to find ways of doing this. Then there are the positive benefits. Understanding the real nature of human wealth – all those dimensions of purpose, ‘politics’ and emotion as well as money and material comfort – means we can start being human again; human in the way we think, and act. What’s more, many of these intangible benefits won’t cost a penny. They’re there for the taking, if only we puts our minds to it.
But there’s more, because trust is also an economic superpower in its own right. In the pages that follow we will show conclusively that material and financial riches are also dependent on trust. In fact, we will argue the case for going one step further. We will say that material and financial riches are a by-product of trust: the visible fruits of invisible, intangible human exchange. Once you understand that sustainable cash flows are a by-product of sustainable trust flows, your understanding of what makes a successful business is transformed.
Separately, each of these three fruits – reducing the waste of conflict, unleashing the potential intrinsic benefits of human exchange, and energising the sustainable creation of material wealth – are massive in their own right. Put them together and they represent a vast new continent of opportunity.
As we said, this book is addressed to entrepreneurs and system innovation revolutionaries. Wherever you happen to be, whatever the change you want to make is, the principles explored in this book apply. The wish to change and the will to change are not the same as being able to change successfully. For that you need to understand your territory. You will need new Maps.