These look like the primary challenges of our time.
– First, think like this of time:
“Take 4.6 billion years of planet Earth history and compress it in 24 hours: the planet was born at midnight and we were at the next midnight just now, this is what we would have:
0:00 – the planet is born, with gases in the solar system getting compressed into one another, by Newton’s law of gravity.
05:00 to 06:00 am – land masses form, we have the continents.
06:00 am – or just about after it, life appears!
And for 16 hours, from 6 am to 22:00 (about 3 billion years!) – all life is confined in water!
22:00 – or just about after it: plants appear.
22:45 – the dinosaurs make it onto the scene.
23:23 – 37 minutes to midnight (our now), Africa is formed.
23:30 – 30 minutes to now, mammals come into existence.
23:40 – all dinosaurs are wiped out (likely by climate change caused by an asteroid hitting the planet).
23:58 – 2 minutes to now, human ancestors walked the planet.
23:59:59 and 999 milliseconds – which means a millisecond ago, Kenya gains Independence.”
In the context of the above, agriculture is a baby.
– In India, I met a researcher who told me that there is a crop in Israel – in the same area of field, that produces 700x the yield of the same crop grown in the same sized field in India.
– We created the Sahara desert in roughly 10,000 years: mostly because we didn’t apply crop rotation and right grazing techniques with goats. We can put a man on the moon in ten years, half a century ago.
Could the deserts of the world, with the right maturity of approach, and coordinated focus, and grounded integrated intense international cooperation- could they be reversed in ten years? 20? 30? What impossible feats could the applied mind, duly motivated, actually achieve?
– The way we farm pigs and pangolins creates viruses.
Learning from the instances of the above statements matters. A lot of our problems in agriculture change when we change the second issue (see below).
Then, you add food forests, permaculture, biodynamcs and the work of Allan Savory and a deep understanding of sustainable product design.
2. Feedback loops in management mechanisms. Engineers can be stuck in a rut. They can know what’s possible and so not inhabit what is impossible. I learnt this lesson from a man I knew in San Francisco. He had worked at Apple computers in its relatively early days.
He managed two teams of two men. Two Indian men who designed the meta design of a microchip and two Chinese men who designed the micro design features. He managed them and reported to Steve Jobs and was part of the team that created things like the IPad. He told me how challenging it was working for Steve Jobs. Jobs said: let’s build a box that turns music upside down.
And when they started that project / the iPod – they simply had no idea how to do several of the processes. They hadn’t existed before. They were impossible.
And it was fascinating to listen to that engineer. Because he was admirable of Job’s genius, hated him and was jealous of him too. But mostly you saw the infuriated aspects of his mind when faced with a very bold man like Jobs. Yet, both excelled, because they met. And he was just a bit part in Apple – not at the top of the chain at all and yet integral and so a mirror into the holographic nature of Job’s gestalt.
For management to truly excel you need real vision.
That doesn’t always mean calm seas. Yet, calm capable sailors traverse stormy seas.
It means disruption. But the better managers understand fluid dynamics the better the implementation of real vision.
3. Energy. This is all about Tesla/Duction and hydrogen fusion and the state we must embrace – “newables.”
4. Ending the mother and father wounds – as explored by Robert A Johnson and understanding the enneagram as taught by Claudio Naranjo
5. A deep understanding of Gaia by James Lovelock, the holographic universe by David Bohm and the work in medicine pioneered by Georg Groddeck (best exemplified by Norman Cousins and Cabeza de Vaca). They are all stories in science and scientific journalism of holistic attentions at work.