• The Business Use of Allegory

    by Nico Scopelliti | Apr 01, 2015
    There are those among us we can label life-long students. These are people who exhibit an ever present and growing desire to learn and find answers, only to find that knowledge can be likened to the hydra: for every answer uncovered, three questions spring up in its place. [Image Right: Nico, Pasquale, & Anthony at DuPont's Longwood Gardens in Chadds Ford, PA] I like to think of myself as one such person. But as far as life-long students go, I'm an especially fortunate one. Not every one...
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  • The Business Use of Allegory

    by Nico Scopelliti | Apr 01, 2015
    There are those among us we can label life-long students. These are people who exhibit an ever present and growing desire to learn and find answers, only to find that knowledge can be likened to the hydra: for every answer uncovered, three questions spring up in its place. [Image Right: Nico, Pasquale, & Anthony at DuPont's Longwood Gardens in Chadds Ford, PA] I like to think of myself as one such person. But as far as life-long students go, I'm an especially fortunate one. Not every one...
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  • Behavior 10 – Publicly Visible – Took risks to be Present – and Established His Humanity and Humility

    by David Schneider | Mar 31, 2015
    Winston Churchill was 65 years old in May 1940 when he assumed the office of Prime Minister of England.  The country was at war.  In a few months Britain would be fighting for its survival.  It would take a man of presence to become the wartime leader the world needed. In today’s world of instant communication and abundant news we take for granted as normal the overexposure that our world leaders receive.  They are very public and we expect them to be very public. ...
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  • Legal v. Ethical Part 13: Case Study—Who Gets Hurt

    by David Schneider | Mar 30, 2015
    When project contracting goes sideways, as it did in this case study, it takes a great deal of effort to get things back on track. When a Prime Contractor alters the core intent of a deal, converting time and materials deals into fixed-scope and price agreements, you might think that they are doing so in order to cap costs. True, capping the monetary payment helps control the risk cost overruns. Capping the deal pushes the risk of overrun down onto the shoulders of the subcontractors. Is this...
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  • Escape Velocity: The Final Five

    by Pasquale Scopelliti | Mar 27, 2015
    Today, let’s get emotional! We’re in the home stretch.  We have just five elements of our analysis to contemplate on our mission to escape.  In the coming days, we’ll take them in the following order, just as we’ve done until now.  Here are our remaining five, and then below, I’ll discuss their emotions in light of the beautiful, powerful graph above: 10. Acceleration 11. Speed 12. Duration 13. Distance 14. Escape = Outward Inertia >...
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  • Legal v. Ethical — Part 12: Case Study – Reality Sucks

    by David Schneider | Mar 26, 2015
    How does it feel when your expectations meet reality? Imagine why Field Marshall Helmuth Karl Bernhard Graf von Moltke, Chief of Staff of the Prussian General Staff from 1857 to 1888 said, “No plan of operations extends with any certainty beyond the first contact with the main hostile force.” It is the same reason that Dwight Eisenhower said, “In preparing for battle, I have always found that plans are useless, but planning is indispensable.” Consider the intentions of...
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  • Legal v. Ethical Part 11: Case Study—If it Worked Once

    by David Schneider | Mar 25, 2015
    To learn from your mistakes, you must first realize you are making mistakes. Failure can be an unforgiving teacher. However, in order for failure to affect behavior, we must be able to understand the relationship between the failure and the behavior. Imagine you are visiting another country. You need to go to the bathroom. You approach somebody who looks like they know where they are and like they may speak English. You might try to ask them where the bathroom is. Or if you're smarter, you might...
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  • Legal v. Ethical — Part 10: Case Study – Damage and Spray

    by David Schneider | Mar 24, 2015
    No real problem has a solution.  Why?   Because the solution to a problem changes the nature of the symptoms of the problem, not the problem itself.  The real problem is hidden out of sight. If we look closely at the key elements of what happened in the example of Opportunity Contracting from the last post, we may not see the real problem.  The solution did change the nature of the problem, it only changed the symptom, which compounding the problem into even more...
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