Roland Dürre
Sunday September 20th, 2015

I almost forgot: Karlsruhe PM Camp on September, 25th and 26th!

pmcamp-logo_karlsruhe_153x70I am angry with myself. I almost forgot the Karlsruhe PM Camp. And it would not have been advertised. This is not tolerable!

Dear organizational team in Karlsruhe: please accept my apologies. I feel truly contrite. And I promise to do better in the future.

In Karlsruhe, the motto will be:

Projects with enthusiasm – where does the magic come from?

Unfortunately, I cannot attend next Friday and Saturday. Which I find a true pity. Because the Karlsruhe organizational team did a fabulous job. And they would certainly have deserved a few more participants.

So here is my appeal to you: if you live near Karlsruhe and are at leisure this Friday and Saturday – and if you are at all interested in project management, management in general, leadership, entrepreneurship and such, you should definitely attend the PM camp at the Karlsruhe Hochschule für Technik.

As always, the program is exciting. It will be well worth the trip and, as always, all PM Camp participants will return home content, wiser and happier.

And, in absentia, I will follow the timeline of the tag #PMCampKA and be happy about many, many twitters from the camp by the participants!

And here is a special request by me:

If, to give Karlsruhe extra advertisement, you twitter this article more often than usual, you would also make me very happy!

RMD
(Translated by EG)

Roland Dürre
Saturday March 28th, 2015

Leadership Wisdom …

Gelegentlich bin ich auch als Speaker unterwegs - hier auf IF-Weihnachtsfeier 2014

Once in a while, I also give presentations – here at the IF 2014 Christmas Party.

During quite a few years of my life, I liked listening to the famous and successful “Motivation Speakers”. I was fascinated with how they can describe and explain the world in such easy terms. And, above all, how convincingly they show their audience the way towards success.

Their way of speaking and their charisma enraptured me. The top experts I am referring to are people who literally seem to be surrounded by a special aura. They elude a natural charisma that puts a spell on many persons, me included.

As the years went by, I made the personal acquaintance of some of these people. I saw how easy it is for them to formulate their vision. But I also saw that it is not always quite as easy for them to actually live up to their own standards. Once in a while, it did not look quite as glamorous behind the scenes as it had been looking on the podium. Because it is mostly easier to “teach something” well than to actually do it well yourself.

A short time ago, I met the key-note speaker Carsten Rath. Or, to be more precise: a friend pointed me in his direction. Because he had heard an interview Carsten Rath had given the Bayerischen Rundfunk. And he was so fascinated that he immediately sent it to me.

I do not know Carsten Rath personally, but the BR podcast is definitely worth listening to:

My friend believes this interview with Carsten Rath made it clear to him how a good managers differs from a poor manager. And that he only wanted to work in companies where work-life and work as such is practiced as Carsten Rath demands.

In fact, in this interview, Carsten Rath actually introduces many theses on leadership and management which no rational manager and person can seriously dispute. And his reasoning is both very competent and smooth. He also supports his theories with many small stories. In fact, it is convincing as a whole.

If I were asked to summarize what he says, it would read as follows:

  • “The customer always has to be the focus of what we think and how we act.”
  • “You cannot do a good job without being totally enthusiastic about it.”
  • “Every job is about everything, so you always have to give all your best.”

And then he cites his (created by him) “4Ms” as an abbreviation for:

  • “Man muss Menschen mögen!” (You Need to Like Humans)

The “4MS” are also something I can only approve of. The same is true for his postulating “the central virtue of a leader must be truthfulness”. That fits. Except that I call it “transparency, openness and authenticity”. But Carsten Rath also says that

  • ”consolidation lies in repetition” and “true top achievement usually means a lot of pain”..

Well, I have an easier term for the former: “Practice Makes Perfect”.

I am not quite so sure about the latter. I understand the statement because Mister Rath originated in the hotel business. Except that, for me, for instance “nursing homes for the elderly” are also some kind of hotel. And this is an area where I would think it is more important that all persons in the company consciously bear and share the responsibility for all those elderly persons. I would always wish to reduce the “pain” to what is absolutely necessary.

In order to give more weight to my ideas, I looked for another example from the circle of famous “Management Speakers”. During the Nuremberg 2013 DOAG Conference, I heard the great Peter Kreuz . Later, I made his personal acquaintance at the speaker’s table (well, I am sometimes at it myself ).

His presentation was perfect. On an inter-human level, we understood each other perfectly. “You” (women and men) were left with no alternative but to nod approval. All was great, all was right. He sounded convincing in all points. The only and very reserved criticism I heard was that, perhaps, the show was a little too perfect. Apparently, he and his wife are the perfect couple and enterprise.

These aforementioned speakers and several more can be said to play in a “different league”. Except, although I certainly would never begrudge them their high fees and the usually nice and long applause, I seem to have learned over the years that good leadership is a little more than that. And I do not even have the means to make this understood.

Well, let me try:

It is the many daily small things that might make a “leader” out of a person. There is the mostly constructive brain, an upright mind-set, practiced humanity and the ability to help towards your own and other person’s life getting a chance to flourish in many dimensions. Whenever you manage to make the people you meet look greater, instead of smaller, you might perhaps be a good “leader”. One indicator that you are a good leader might be that people you met feel better after having met you than before and they are also aware of it.

And all those beautiful theses that our top speakers brilliantly present could essentially just be the basic requirements that go without saying for a good enterprise climate. But there is no question that they, too, are terribly important.

But still, even if a “leader” has both the knowledge and competence to do all these things, even if he means ever so well in his job and does everything right, there will occasionally be instances when something goes wrong. Simply because the “leader” is also a human being like everybody else. Be it because he himself made a mistake or because once in a while strange developments make things happen that you simply could not mend – and perhaps you could not have foreseen them, either. Because we are all only human.

And that is something not even the most expensive and best management seminars and presentations will protect you from.

RMD
(Translated by EG)

Roland Dürre
Monday January 5th, 2015

As Time Goes By …

KettenkarusselI need only look back upon the thirty-one years of my life at InterFace AG to see: many things have changed over the years! On all levels and in all dimensions. Looking at society and technology, or the way knowledge is treated today, what I see is more than a little surprising.

Totally new disciplines became important and made huge progress – and, as I see it, they also changed the world. Along with technology, I am also talking sciences such as psychology, neurology, behavioural science, along with game theory and good old philosophy. Not to mention how values and morals, even the concept of life for the individual person as well as in society and collectively, underwent change.

These developments exacerbated each other, thereby increasing speed in a way that I would no longer call linear. In fact, I considered and consider it more like “geometrical or exponential”.

This is why the following model I discovered a short time ago is one I am in favour of. It is about the words knowledgeable and ignorant, as well as competent and incompetent.

You could assign these four characteristics to a matrix with four quadrants. The top line of the matrix is “incompetence”, the lower line is “competence”. The right column is “knowledge” and the left column is ”ignorance”.

The upper left quadrant would then mean “knowledgeable yet incompetent”.

If you take the real-life example of an adolescent who knows that he cannot drive a car, you get the result that he is “knowledgeable yet incompetent”.

The lower right quadrant means “knowledgeable and competent”.

In our example, the adolescent grows to become a young man and learns to drive a car. Now he knows he can drive a car. And he will drive a car. Consequently, he is “knowledgeable and competent”.

The lower left quadrant represents “ignorant yet competent”.

As the young man grows older, he drives his car a lot. Consequently, he will become very good at driving a car, yet he is no longer actively aware of said competence. Whenever he drives a car, he is “ignorant yet competent”.

The upper left quadrant represents “ignorant and incompetent”.

We already can imagine what the story will be in the upper left hand corner. The man has turned ancient. He certainly should no longer sit behind a wheel, because he is no longer fit to drive. Yet he is not aware of this. Consequently, he will continue to drive with “ignorance and incompetence”.

Well, isn’t that a nice example? Yet there is one disadvantage. It suggests that man is the one who, due to age-inflicted change, mutates from “knowledgeable yet incompetent” via “knowledgeable and competent” and “ignorant yet competent” to “ignorant and incompetent”.

More often than not, however, it is the world or the environment which quickly changes. Whenever you enter a new social system, you will immediately notice that you have to work towards “being able to participate”. You learn the new system and then you become part of it. Except that, even after a phase of being “ignorant yet competent”, you might quickly become “ignorant and incompetent’.

Because the rules and the actual functionality of the system changed so fast and so dramatically that you never even noticed it. That is when you will look stupid and no longer understand the world – in which just a short while ago you felt ever so much at home.

Well, once in a while I, too, feel I am getting caught in a chain carousel that rotates faster and faster all the time, making me feel quite dizzy.

RMD
(Translated by EG)

P.S.

The picture is called “Wellenflug auf dem Roonkarker Mart”. I found it in Wikipedia with the carousel article. It is originally be Wilfried Wittkowsky.

As of now, you can download the video of our last IF Forum presentation in the series ”Galileo Galilei – A Visit of the Present” by Thomas de Padova with the title “The Secret of the World”  on my YouTube-Channel RolandDuerre.

Now those who could not be present during the interesting presentation about Galileo Galilei and his contemporary Johannes Kepler, too, can watch it:

:

Enjoy!

RMD
(Translated by EG)

Roland Dürre
Wednesday October 29th, 2014

Going by Bike/Going by Car – or Of Analysts and Think-Tanks

I am a very serious and practicing biker and whenever it is possible at all, I go places exclusively by bike. This is true for all weathers and up to a radius of about 30 kilometres. If I go anywhere inside this radius, I hardly ever use public transportation.

For longer distances, I usually take the train or a plane, but only if it seems absolutely necessary. Only very special occasions motivate me to use an individually steered and hand-controlled vehicle with a combustion motor. During an entire year, this happens very rarely.

I enjoy my new freedom and I can also give you quite objective reasons and examples of how this change increased my joy in life and inner contentedness.
The more did the following item of news I read in the SZ newspaper supplement “Mobile Living” of October, 25th, 2014 surprise (and a little shock) me:


No End to Car Boom
By Joachim Becker

They say that by the year 2030, the cost of driving your car will be less. The world bank’s prognosis is that the oil price will remain stable over the next few years. This is why the petrol prices in Germany, too, are supposed to climb only from 1.60 Euros in 2013 to 1.81 Euros in 2030. Innovations in the motor drive mechanism will probably minimize the gas consumption while the average income will increase. Consequently, private cars as a means of transportation will become more and more attractive.

One of the downsides of the growing traffic will be the more than 30 per cent additional costs caused by traffic jams. This is the result of a study by the Centre for Economics and Business Research (Cebr). The study’s prognosis is that the direct and indirect costs caused by traffic jams will climb from 25 billion (2013) to 33 billion in 2030. This means a growth from 1,647 Euros (2013) to 2,203 Euros in 2030 – which is more than two per cent each year and thus more or less on the same level as the expected inflation rate. Poor consolation: I the USA, they expect the costs caused by traffic jams to increase by 50 per cent.


Going from one place to another under your own power is probably the best you can do for the bio system of the human body. It is probably a good way to slowly glide into a life full of reflection dominated by the simple necessities.
Whenever I go places by bike, I move, win against my “weaker self” (which, incidentally, gets smaller each day), enjoy the fresh air and experience nature around me. I counter rain, hail and heat – also by wearing the right kinds of clothes. I learn to practice patience and leisure.

On top of this, I do not burn oil, do not produce exhausts, make no noise, am a far lower potential risk to other traffic participants and even save money. Using public transport, I win a lot of time when going long distances. Time which I can use for myself. Just remembering how many years I spent hours in my car every day is painful for me.

And then I have to read this kind of study … and ask myself what has been happening:

  • Is it possible that the prognoses in the article are correct?
  • What will people think when they read this kind of thing?
  • Might this really be our future?
  • Or are the analyses completely wrong?
  • Why don’t more people follow my example?

RMD
(Translated by EG)

P.S.

By now, I made further progress: I now work on my “new mobility program”: replacing the bike by hiking short distances. This is quite a challenge.

Roland Dürre
Friday September 5th, 2014

Another Barcamp – EnjoyWorkCamp!

I like Barcamps. In particular, of course, I like the PM Camp. After all, I was part of those who first initiated it. However, there are others, too – for example the OpenUpCamp. At one time, I also attended one of those. Now I found a very special Barcamp – and I will also attend it. It is the EnjoyWorkCamp.

Franziska Köppe is the founder of the EnjoyWorkCamp. This year, it will be held between November, 14th and 15th in Stuttgart. Here is what Franziska writes about it:
Where you find joy, enthusiasm and conviction, you will almost automatically get success. We all long to do something meaningful. As entrepreneurs, we strive at being economically successful, socially responsible and honourable. We want to preserve both our environment and nature. In our daily work, there are always small and big changes which sometimes have immense consequences for us and our surroundings. It is all not quite as easy as it looks. After all, there are many questions:

  • How high is our own value and how can we build value-oriented offers on it?
  • What will self-responsibility of our employees gain us and how to manage good team work?
  • Isn’t every company and every employment a rat race?
  • How to design an environment where people enjoy working?
  • What tools, architecture, infra-structure, mobility, processes, culture… would be suitable?
  • How can I promote common well-being in my personal surroundings?
  • How to create space for myself (time and money) in order to be able to actively shape the future?

How often did we attend a conference in order to get answers to just those questions, and then the answers were found during the coffee break discussions?

So far Franziska. I will go there because I assume that the EnjoyWorkCamp – just like the PM Camp – will offer a chance to exchange of experience at eye-level. I look forward to discussing solutions around social, economic and ecologic aspects of future-oriented business models with entrepreneurs and leaders of small, medium-sized and also big enterprises.

For me, it is important that the program will be shaped by the participants themselves – which means that I can also take care of my own needs. And, in particular, I look forward to again meeting some very good friends who have already registered. Together, we want to start getting active and support each other.

Here is more information: Unkonferenz and News und Presse.

The vision of EnjoyWorkCamp is:

Common welfare, the quality of life and how to enjoy your work!

Well, this is another reason for me to attend.

RMD
(Translated by EG)

Roland Dürre
Friday August 15th, 2014

Start-up (1) – Failure

As during many summers before, I am currently camping at Porto Ageranos. The campground is situated on the Peloponnesus, on the middle finger, about 10 kilometres south of Gythio, shortly before the mild climate of Mani. From our tent, you have only 10 metres to go before you reach the ocean. The first night was truly great. And since we know the region quite well, we have been feeling really at home from the outset!

I take advantage of the time I spand at this place for relaxing, contemplation and, not least, for making plans. And, of course, I also do a lot of swimming and bike-riding, I eat well and simply spend quality time with my beloved family and friends. And, naturally, I also write some articles (for the IF Blog).
This time around, my main topic is start ups.

I know many people. With some of them, I am good friends. Among them are also quite a few young colleagues. It seems to me that I am actually doing quite well when it comes to getting along with the young generation.

A few years ago, I started getting interested in the foundation of new enterprises. For instance, I am constantly asked to sit in the jury for a business plan contest. As a mentor, I counsel persons and enterprises, sometimes intensely, sometimes sporadically. Consequently, I know a little about what is going on.
Most of the teams I know and acompany are truly great teams. They are industrious and creative and they try to lead their lives independently and to build up an enterprise, investing the utmost personal enthusiasm on many levels based on an exciting idea.

And then they fail.

Some of them fail at the very outset, others as soon as promotion programs, such as EXIST are over, or else after the first financing. More often than not, the period of suffering will continue for some time. Once in a while, they find an “emergency exit”. And only very few of them will be a success – and those mostly in a totally different way than they had originally planned.

Most of those who fail leave behind a huge amount of strength and also money. The only consolation for them is that they learned a lot, in other words: they “failed successfully”. Yet this is not much of a consolation, is it? After all, if they had taken up an alternative life line, for instance through a good job with a medium-sized company, they could probably have learned a lot more for their personal future.

As I see it, this is a gigantic waste of capital, creativity and industriousness (“waste” in the sense of Kaizen). Also, the frustration and disappointment many of the young persons concerned suffer is painful. And I often think that this frequent failure might have been avoidable in many cases.

Because the mass-failures are easily explained. Mostly, the founders work just like the expertise of a past epoch tells them to. And this pattern never really worked very well. Today, it generally does not pan out at all. How are the success patterns of yesterday supposed to work in the world of tomorrow, anyway?
And the very few exceptions – incidentally, they are all due to the accumulation of particularly lucky circumstances – only prove this rule.

Why is failure normal?

The answer is simple: for instance, big concerns, too, constantly try to throw new products onto the market. These concerns have everything you need for a new product idea: capital in masses, a well-known brand, excellent marketing, strong marketing organizations, world-wide access to the markets, great engineers and providers, and much more. And above all: they know their market, because more often than not they have been “learning” and “working towards it” for decades.

And still their new product inventions often fail. If they are lucky, as few as 10 % of such new inventions will become more or less a success on the market. Make your criteria for the definition of “success” a little stricter, and you get an even lower number.

Except how is a young team that has none of these things supposed to compete? Just with their young light-heartedness and creativity? This is nonsense!

One conclusion might be that young founders will only have a real chance on totally new markets. That would mean young founders should shirk (almost) all business ideas around existing technologies and solutions. The current development seems to justify this argument. Well, perhaps I can give a first tentative piece of advice to start-ups:

Be careful if you wish to enter into markets where others already have their standing.

To be sure, great concerns with their organization and processes are their own stumbling block when it comes to creative topics. Their success has the negative side that they will always think in old patterns. They know this and consequently look for innovation outside their own walls. The foundation of “acceleration“ departments and their looking for cooperation with start-ups is their way out of it. After all, this is also the latest idea of “UnternehmerTUM” of Munich Technical University. The same is true for the new first mayor of our state capital Munich, Mr. Reiter.

The magic word “cooperation between concerns and start-ups”, however, will not work, either. Firstly, the old enterprises intensely live the rejection from outside as in: “not invented here“. I witnessed this quite frequently and also made the experience myself in strategic cooperation with big firms – more than once. And I could also name quite a few examples where the results of XXX acceleration or XXX invest failed.

But the “old methods”, too, are only successful in few exceptional cases. Let me exemplify this with almost all “tax-saving models”. For many years now, we have witnessed this not only in sectors such as “film”, “realty”, “shipping”, or “alternative energy”. The huge losses suffered by investors in projects around railway and canal building are also good examples.

Mostly, their failure was not because they fell victim to fraud or untrustworthy businessmen. To be sure, those also happened. But mostly the reason was that the underlying business models and plans were just wrong. Regardless of the fact that they had been made by experts in a “professional” way. Experts who really knew their markets. And regardless of having been controlled critically by other experts, for instance in banking. Mind you, those banking experts were really serious, because, after all, they had a share. Here, too, I could write about very personal experiences: in one case, the Sparkasse München, which I hold in high esteem, lost a few million Euros – in my own case, we are, luckily, only talking something in the middle five-digit range.

But if even projects written by experts and validated by many other experts do not work, how can you then expect a young team of founders without any experience and knowledge of the market to steer their enterprise successfully into a non-predictable future?

Seen under this light, founding a new company is basically a hopeless or at least very courageous adventure. An adventure no sane person should by any rights let himself be drawn into.

However, I think that it is possible to improve the chance of success for a start-up from what feels like 1 : 100 to something that perhaps even comes close to 1 : 1 (success versus failure ratio)..

I know that this is a rather courageous announcement of mine. Consequently, I plan to use my two weeks on a campground at the southernmost end of the Peloponnesus on Mani for writing a few articles about “start-ups” here in my IF Blog. This is both for the start-ups I myself counsel and all others.

RMD (Translated by EG)

P.S.

I will start with my own experiences as a young entrepreneur in the next instalment. As I see it, you can already learn quite a bit from it.

On July, 17th, we at InterFace AG in Unterhaching hosted a very special IF Forum.  As part of the series “Galilei Galileo – A Visit of the Present”,

Dr. Stefan Gillessen gave us a View into the cosmos.

Dr. Stefan Gillessen is a physicist at Max-Planck-Institute for extra-terrestrial physics (MPE), where he is an exceptionally successful scientist..
Here is his exciting presentation!

Enjoy!

RMD
(Translated by EG)

Roland Dürre
Sunday June 29th, 2014

Making all the Difference – PM Camp versus Conference

rhein_main-pm-campThis weekend, we had another PM Camp. It was the third one this year. The Rhein-Main PM Camp 2014 took place in Bad Homburg. And judging by what I read on twitter (#PMcampRM), it was another great PM Camp. After all, each one is individual, but they are all special.

And while I celebrated “30-years-InterFace” at Unterhaching with many guests, something very special was created in Bad Homburg quasi as a by-product: a team around Falk Schmid, who is also a member of the organizational team for PM Camp RM, managed to develop an experimental video under the supervision of Torsten Koerting in less than 100 minutes. The video is supposed to help explain the PM Camp idea.

Watch and enjoy!

https://www.youtube.com/v/S1XGY_BEkcw?fs=1&vq=hd720

It took only one hour to make the video! Wow! One could easily imagine some video for totally different purposes, for instance in enterprises. Lots of ideas come to mind…
So, come and register for the first Munich PM Camp #pmcampmuc.
And even better: why don’t you organize your own PM Camp in your hometown?

RMD
(Translated by EG)

Roland Dürre
Sunday February 2nd, 2014

Between “Agile” and “Planned”, Intuition and Ratio.

A short time ago, another friend of mine told me how great he felt about his participation at a barcamp weekend. He said how much frontier-spirit he had experienced and how much energy he had filled up on. And how he sadly had to confront everyday work-life again on Monday after this ever so enthusiastic weekend and how it felt painful to get propelled back to hard reality.

That is when, again, I started pondering a few questions which keep making me thoughtful:

Acting and planning:

Why is it so hard for us to be “agile” and why are we sticking so persistently with “planning”? Why do we not accept that the future is unpredictable?

Deciding:

Why do we mistrust our intuition and will in the end prefer basing our decisions on ratio, which seems to be the level of reason and where we give ourselves security by the most complex explanations?

Or, to say it in a “populist” way:

Why are persons who think and act intuitively and who sail through life in an agile way and who promote things successfully to the benefit of all constantly thwarted by Apperatschiks (Apperatschik) who manage to destroy what has been laboriously built with their never-ending rules and regulations?

Here are my answers …

My guess is that, on the one hand, we have been taught to do it in this way by our elders and, on the other hand, our fears make us do it this way.

Let me first give you an example for what past generations said:

Everything is under control, we can achieve everything we wish to achieve, all we have to do is plan properly. We have to organize our world like clockwork, then nothing can go amiss. Boys do not cry and emotions are not good counsellors. Consequently, you should free yourself from emotions – they can only do damage. And, above all: do not fear progress! Technology can achieve anything! Wars are there to be won! So, boy, be reasonable! Basta!

The generations of our forefathers believed in this. They fell victim to the explosion-like developments of the 19th and 20th centuries that seemed to promise limitless opportunities for humans. In the brains of the people, the concept of being omnipotent took hold. It was based on the belief in technology and progress. All of a sudden, homo sapiens was almighty, death was suppressed.

The sudden abundance of available energy (in particular from fossil sources), along with the ruthless technological progress seemed to make anything possible. This is how a feasibility and planning mania like the history of homo sapiens had never known was created. Everything was oriented towards progress and modernity.

Words such as “humbleness” and “caution” were frowned upon or else called backwardly. With a degree of ruthlessness, violating nature and life like we never did before, we declared technology and progress the new Messiah.  A full-fledged war against nature started. In their abnormal social systems, the planners of the future even wanted to create the “new human”, just like they had built their new cities.

The belief that an exploding technology, paired with limitless availability of energy, the future can be controlled through ratio and that everything can be determined and mechanically developed was supported by the corresponding ever stronger fear of freedom.

Our imagined omnipotence created a chimera of security that we wish for and that relieves us. Even if it is very treacherous. The greater our imagined security, the greater is the fear of losing it and the greater is our fear of taking responsibility and accepting freedom.

Now more and more people realize that all this was just one of many cavorts humans have liked to embrace during their history. The assumption that the future of humans can be planned through ratio, too, proves more and more often to be wrong. We know about the climate catastrophe, yet we do nothing about it. Just like we know about all the many problems of our social and economic world, yet here, too, we do nothing.

But it seems that we are approaching the turn of another era. All of a sudden, everything changes quickly. We have the internet with its new density of information. We feel that something is wrong.

Consequently, more and more among us flee from this imagined security. They realize that contentedness cannot be bought, not to mention “happiness”. They no longer want to bend before the forces of a society controlled by material desires. A society which gives all its members the one format: consumer.
They no longer want to become the slaves of a strangely economized world. Instead, they just want to start living again. They want to live their lives in responsibility and freedom. And they are fed up with the laws of a late-capitalist and globalized world.

I think that the more we humans will manage to regain our autonomy and independence, the more we will be collectively prepared to overcome our fears and go the agile and intuitive way in society, as well. And our willingness to accept the necessary transformation in a proactive way will also increase – regardless of the radical consequences with their many, non-predictable alternatives.

The more, however, we humans base our lives on alleged security and on the ownership of property and the more we pretend  that all is under control because everything can be planned since it is deterministically explainable and mechanistically designable, the more we will lack the courage to decide intuitively and to live agilely. And we will have no chance against the confusion created by scenarios which, just like our fears, only happen between our ears. And then we will rather abruptly be confronted with changes we will not like at all.

The war of survival can probably only be won through “agile” and “intuitive”. And the great singer Janis Joplin might actually have been ahead of her time with her song Me & Bobby McGee – where she gave a totally different definition of the term “freedom”:

Freedom’s just another word for nothing left to lose …

RMD
(Translated by EG)