다비안 <열린 토론실>입니다. 다비안들의 부담없는 이야기를 나누는 <사랑채>와는 달리, 보다 진지하고 깊이있는 이야기나 주제를 나누고 싶은 분들을 위한 게시판입니다. 가급적 예의를 갖추시고 열린 마음으로 대화에 임해주시면 감사하겠습니다. 아울러 이곳에서 이루어지는 토론과 대화는 다비안을 비롯한 여러 네티즌들의 온라인 상에서의 자유로운 것이기에 그 방향과 정체성이 반드시 다비아와 일치하지는 않음을 밝혀둡니다.
글 수 256
다음 글이 다비아가 나갈 방향에 좋은 핑계를 제공할 것 같아서 올립니다.
링크를 걸어도 멤버가 아니면 그 기사를 뉴욕타임즈에서 읽을 수가 없으니
불법으로 그냥 옮깁니다.
제가 이 뜻을 줄여서 얘기하는 것도 한 방법이였으나
요즈음 한 마디로 시간이 없읍니다.
밑에서 군대에서 축구한 얘기 음악들으면서 하는 요원들에게 부탁의 말씀:
밑의 글 번역(그리고 나서 이 다음, 영어글은 수정, 삭제할 것이고)
밑의 글 쓴 사람 소개하기
그 다음얘기는 번역후에....
빨리 해주세요.
Coincidently or not, it involves Einstein.
By the way, the book Tom is mentioning below is the number one bestseller of the NY Times right now in the US.
In case, you don't know: Brian Greene got involved in it too
In short, Dabia needs What china and America need and "beyond."
China Needs An Einstein. So Do We.
By THOMAS L. FRIEDMAN
I've been thinking about China as I read Walter Isaacson's new biography of Albert Einstein. China isn't even mentioned in the book -- ''Einstein: His Life and Universe'' -- but Mr. Isaacson's stimulating and provocative retelling of Einstein's career plays into two very hot debates about China.
First, what does Einstein's life tell us about the relationship between freedom and creativity? Or to put it bluntly: Can China become as innovative as America, can it dominate the 21st century, as many predict, when China censors Google and maintains tight political controls while establishing its market economy?
Second, how do we compete with China, no matter how free we are, when so many of China's young people are studying math and science and so many of ours are dropping out? Or to put it more bluntly: If Einstein were alive today and learned science the boring way it is taught in so many U.S. schools, wouldn't he have ended up at a Wall Street hedge fund rather than developing theories of relativity for a Nobel Prize?
Mr. Isaacson's take on Einstein's life is that it is a testimony to the unbreakable link between human freedom and creativity.
''The whole theme of the last century, and of Einstein's life,'' Mr. Isaacson said in an interview, ''is about people who fled oppression in order to go places to think and express themselves. Einstein runs away from the rote learning and authoritarianism of Germany as a teenager in the 1890s and goes to Italy and Switzerland. And then he flees Hitler to come to America, where he resists both McCarthyism and Stalinism because he believes that the only way to have creativity and imagination is to nurture free thought -- rebellious free thought.''
If you look at Einstein's major theories -- special relativity, general relativity and the quantum theory of light -- ''all three come from taking rebellious imaginative leaps that throw out old conventional wisdom,'' Mr. Isaacson said. ''Einstein thought that the freest society with the most rebellious thinking would be the most creative. If we are going to have any advantage over China, it is because we nurture rebellious, imaginative free thinkers, rather than try to control expression.''
My gut tells me that's right, but my mind tells me not to ignore something Bill Gates said in China the other day: that putting PCs, education and the Internet in the hands of more and more Chinese is making China not only a huge software market, ''but also a contributor to this market. Innovation here is really at a rapid pace.''
Will China hit a ceiling on innovation because of its political authoritarianism? That's what we need to watch for.
In the meantime, we should heed another of Mr. Isaacson's insights about Einstein: he found sheer beauty and creative joy in science and equations. If only we could convey that in the way we teach science and math, maybe we could nurture another Einstein -- male or female -- and not have to worry that so many engineers and scientists in our graduate schools are from China that the classes could be taught in Chinese.
''What Einstein was able to do was to think visually,'' Mr. Isaacson explained. ''When he looked at Maxwell's equations as a 16-year-old boy, he visualized what it would be like to ride alongside a light wave and try to catch up. He realized those equations described something wondrous in reality.
''By being able to visualize and think imaginatively about science, he was able to see what more academic scientists failed to see, which is that as you try to catch up with a light beam, the waves travel just as fast, but time slows down for you. It was a leap that better-trained scientists could not make because they did not have the visual imagination.''
If we want our kids to learn science, we can't treat science as this boring or intimidating thing. ''We have to remind our kids that a math equation or a scientific formula is just a brush stroke the good Lord uses to paint one of the wonders of nature,'' Mr. Isaacson said, ''and we should look at it as being as beautiful as art or literature or music.''
My favorite Einstein quotation is that ''imagination is more important than knowledge.'' A society that restricts imagination is unlikely to produce many Einsteins -- no matter how many educated people it has. But a society that does not stimulate imagination when it comes to science and math won't either -- no matter how much freedom it has.
So my sense, from reading Mr. Isaacson's book, is that if Einstein were alive today, he would be telling both America and China that they have homework to do.
Correction: May 5, 2007, Saturday From Thomas L. Friedman's column on April 27: Albert Einstein won the Nobel Prize for his ''services to theoretical physics and especially for his discovery of the law of the photoelectric effect,'' not specifically for relativity.
링크를 걸어도 멤버가 아니면 그 기사를 뉴욕타임즈에서 읽을 수가 없으니
불법으로 그냥 옮깁니다.
제가 이 뜻을 줄여서 얘기하는 것도 한 방법이였으나
요즈음 한 마디로 시간이 없읍니다.
밑에서 군대에서 축구한 얘기 음악들으면서 하는 요원들에게 부탁의 말씀:
밑의 글 번역(그리고 나서 이 다음, 영어글은 수정, 삭제할 것이고)
밑의 글 쓴 사람 소개하기
그 다음얘기는 번역후에....
빨리 해주세요.
Coincidently or not, it involves Einstein.
By the way, the book Tom is mentioning below is the number one bestseller of the NY Times right now in the US.
In case, you don't know: Brian Greene got involved in it too
In short, Dabia needs What china and America need and "beyond."
China Needs An Einstein. So Do We.
By THOMAS L. FRIEDMAN
I've been thinking about China as I read Walter Isaacson's new biography of Albert Einstein. China isn't even mentioned in the book -- ''Einstein: His Life and Universe'' -- but Mr. Isaacson's stimulating and provocative retelling of Einstein's career plays into two very hot debates about China.
First, what does Einstein's life tell us about the relationship between freedom and creativity? Or to put it bluntly: Can China become as innovative as America, can it dominate the 21st century, as many predict, when China censors Google and maintains tight political controls while establishing its market economy?
Second, how do we compete with China, no matter how free we are, when so many of China's young people are studying math and science and so many of ours are dropping out? Or to put it more bluntly: If Einstein were alive today and learned science the boring way it is taught in so many U.S. schools, wouldn't he have ended up at a Wall Street hedge fund rather than developing theories of relativity for a Nobel Prize?
Mr. Isaacson's take on Einstein's life is that it is a testimony to the unbreakable link between human freedom and creativity.
''The whole theme of the last century, and of Einstein's life,'' Mr. Isaacson said in an interview, ''is about people who fled oppression in order to go places to think and express themselves. Einstein runs away from the rote learning and authoritarianism of Germany as a teenager in the 1890s and goes to Italy and Switzerland. And then he flees Hitler to come to America, where he resists both McCarthyism and Stalinism because he believes that the only way to have creativity and imagination is to nurture free thought -- rebellious free thought.''
If you look at Einstein's major theories -- special relativity, general relativity and the quantum theory of light -- ''all three come from taking rebellious imaginative leaps that throw out old conventional wisdom,'' Mr. Isaacson said. ''Einstein thought that the freest society with the most rebellious thinking would be the most creative. If we are going to have any advantage over China, it is because we nurture rebellious, imaginative free thinkers, rather than try to control expression.''
My gut tells me that's right, but my mind tells me not to ignore something Bill Gates said in China the other day: that putting PCs, education and the Internet in the hands of more and more Chinese is making China not only a huge software market, ''but also a contributor to this market. Innovation here is really at a rapid pace.''
Will China hit a ceiling on innovation because of its political authoritarianism? That's what we need to watch for.
In the meantime, we should heed another of Mr. Isaacson's insights about Einstein: he found sheer beauty and creative joy in science and equations. If only we could convey that in the way we teach science and math, maybe we could nurture another Einstein -- male or female -- and not have to worry that so many engineers and scientists in our graduate schools are from China that the classes could be taught in Chinese.
''What Einstein was able to do was to think visually,'' Mr. Isaacson explained. ''When he looked at Maxwell's equations as a 16-year-old boy, he visualized what it would be like to ride alongside a light wave and try to catch up. He realized those equations described something wondrous in reality.
''By being able to visualize and think imaginatively about science, he was able to see what more academic scientists failed to see, which is that as you try to catch up with a light beam, the waves travel just as fast, but time slows down for you. It was a leap that better-trained scientists could not make because they did not have the visual imagination.''
If we want our kids to learn science, we can't treat science as this boring or intimidating thing. ''We have to remind our kids that a math equation or a scientific formula is just a brush stroke the good Lord uses to paint one of the wonders of nature,'' Mr. Isaacson said, ''and we should look at it as being as beautiful as art or literature or music.''
My favorite Einstein quotation is that ''imagination is more important than knowledge.'' A society that restricts imagination is unlikely to produce many Einsteins -- no matter how many educated people it has. But a society that does not stimulate imagination when it comes to science and math won't either -- no matter how much freedom it has.
So my sense, from reading Mr. Isaacson's book, is that if Einstein were alive today, he would be telling both America and China that they have homework to do.
Correction: May 5, 2007, Saturday From Thomas L. Friedman's column on April 27: Albert Einstein won the Nobel Prize for his ''services to theoretical physics and especially for his discovery of the law of the photoelectric effect,'' not specifically for relativity.
2007.05.07 03:52:15
NewYork님!
드디어 도를 넘으신것 같습니다.
다비아는 몇몇 지식인 중심으로 '성서연구'를 하는 곳이 아닙니다.
더구나 개인 블로그 수준의 공간도 아니구요.
그동안 NewYork님의 글쓰기에 대해서 원성들이 자자했으나,
저는 개인적으로 님의 다비아에 대한 애정을 감지 했기에...
긍정적인 반응을 보여 왔습니다.
그런데 이제는 '다비아가 나아갈 방향에'까지 진도를 나가고 계십니다.
멀리서 보시기에 많이 안타까우셨습니까?
왜, 다비아가 정체성을 잃고 휘청거리는 것만 같습니까?
님께서 아무리 선의로 이러신다해도 무언가 착각하고 계신듯 합니다.
정목사님이나 다른 운영진들이 이 정도 생각을 못해서 그런다고,
그래서 한 수 가르쳐야 겠다는 생각으로 오해할 수 밖에 없습니다.
이제 그만 진도나가심이 좋을 것 같습니다.
드디어 도를 넘으신것 같습니다.
다비아는 몇몇 지식인 중심으로 '성서연구'를 하는 곳이 아닙니다.
더구나 개인 블로그 수준의 공간도 아니구요.
그동안 NewYork님의 글쓰기에 대해서 원성들이 자자했으나,
저는 개인적으로 님의 다비아에 대한 애정을 감지 했기에...
긍정적인 반응을 보여 왔습니다.
그런데 이제는 '다비아가 나아갈 방향에'까지 진도를 나가고 계십니다.
멀리서 보시기에 많이 안타까우셨습니까?
왜, 다비아가 정체성을 잃고 휘청거리는 것만 같습니까?
님께서 아무리 선의로 이러신다해도 무언가 착각하고 계신듯 합니다.
정목사님이나 다른 운영진들이 이 정도 생각을 못해서 그런다고,
그래서 한 수 가르쳐야 겠다는 생각으로 오해할 수 밖에 없습니다.
이제 그만 진도나가심이 좋을 것 같습니다.
2007.05.07 04:46:04
구도자님 그냥 가만 두셔도 아무런 지장 없을 것 같은데요?
넓이에 따른 균형과 높이와 깊이의 천착으로 빚어지는 인식이해는 쥔장의 '도추적 사유' 내에서 갈무리 될 터,
진도 나가고 말고는 님의 영역이 아닌 것 같구 님의 영역은 추임새인 것 같은데...*.* 잘못 보았남!_!
넓이에 따른 균형과 높이와 깊이의 천착으로 빚어지는 인식이해는 쥔장의 '도추적 사유' 내에서 갈무리 될 터,
진도 나가고 말고는 님의 영역이 아닌 것 같구 님의 영역은 추임새인 것 같은데...*.* 잘못 보았남!_!
2007.05.07 05:12:03
그런 해석이 혹 있을 것같아서 전에 다음 글을 먼저 올리려고 했으나 그 당시 사고로 인해서 못 올렸습니다.
어느 방면에서 어떠한 조직이 이 새 시대에 가야하나
교회가 나가야 할 방법을
"소극적 설교"의 중요함에 논리적 무게를 더 실어준다고 표현하면..
어떤 의미에서도 아주 재미있는 글입니다: 제대로 읽히면 다른 목회하시는 분들은 물론 운영진에 큰 도움이 될 것이라고 생각합니다.
"다비아가 나갈 방향"이라는 제목은 잘 못된 표현입니다:
이 사랑채의 제목이 갖는 피상성을 역으로 써야하기에 그랬습니다;
그것에서 오해가 있었다면 정중히 사과드립니다.
정치라는 개념을 가장 광범위하게 사용하자면
나갈 방향을 정하는 순간 정치가 되는 것입니다.
즉,
위에서 아주 잘 지적해주셨듯이
그 어떤 소수도
방향을 잡지 말자는 것입니다.
Does it point to a bankruptcy of management thought when you start looking to the animal—and insect and undersea—world for wisdom? Is this the beginning of the end? Or is it perhaps an indicator of a higher plane of knowledge—an evolved, esoteric one that belongs to the let-noble-thoughts-come-from-all-sides school of thinking?
The cynic in me is convinced it is the former, but I seem to be alone in that view. The blurb on The Starfish and the Spider declares this is a “rare” book and promises it will change the way I understand the world around me. Pierre Omidyar, who founded eBay, declares it to be “compelling and important”. Another endorsement on the book’s website declares that it “lifts the lid on a revolution in the making, a revolution certain to reshape every organisation on the planet”.
That is some praise, but something deep within me still resists believing that fish and mice, and now starfish, can teach me more about management and leadership than any decent B-school program.
Not that the basic premise of The Starfish and the Spider isn’t compelling. It is. Essentially, what entrepreneurs Ori Brafman and Rod A Beckstrom suggest in their first book is that open, peer-based organisations are more likely to survive, and indeed thrive, in the current environment than traditional, hierarchical business models. They describe the top-down model as the spider—lots of legs (divisions), but centred on a head (the leader). Cut the head, and the spider dies. Cut a leg, and the spider becomes a seven-legged cripple.
Now, consider the starfish. Again, lots of legs. But—wait for this—no brain. That’s right. There’s no one in charge—each leg does exactly what it wants to, and the others follow if they feel like it. Cut a starfish’s leg, and it will grow a new one. Cut it in half, and you will get two new starfish.
Personally, I believe that if two legs are enough for the most evolved creature on Earth, even four is superfluous to requirement. So the starfish’s five and the spider’s eight is just showing off. And all this talk of amputation is just gross. But, coming back to Brafman and Beckstrom, they suggest that today’s starfish are online networks such as craigslist and eMule, amorphous organisations like Alcoholics Anonymous and al-Qaeda (Who’s in charge? Don’t know. Who makes the decisions? Everybody. And nobody). It’s almost impossible to stop these entities. Even if the authorities manage to stop one P2P music-swapping network, within days (if not hours), a new one will spring up somewhere else. That is how Napster led to Kazaa, which led to eDonkey, which led to eMule.
The book offers a fascinating analogy (as if the whole starfish-spider one weren’t enough) to explain how leaderless organisations thrive. In the sixteenth century, Spanish explorer Hernando Cortés killed Montezuma and, in doing so, decimated the ancient Aztec empire. Like Cortés, the Spanish army took just two years to wipe out the Incas after its leader Francisco Pizarro executed Inca leader Atahuallpa. The Spanish forces appeared unbeatable as they continued northward, but that was proved wrong when they met the Apaches in what is now New Mexico. The Apaches trounced them and continued to do so for the next 200 years. The trick? Decentralisation. The Apaches didn’t have a chief. Their spiritual leader, the Nant’an, led by example, but there was no compulsion to follow. The Apaches were also spread out, which made it difficult to predict where an attack would come from, or how many would attack. The system, if such a loose structure can be so termed, was not dependent on any individual or a specific location (when the Spaniards burnt their villages, the Apaches became nomads).
Of course, it couldn’t last. The Apaches were finally defeated when the (now) Americans found a way to centre them: they gave the Nant’an cattle. The physical form of power created a hierarchy within the society and the Apaches lost their edge.
Spiders mutating into starfish may sound too sci-fi, but it is probably the way forward, say the authors. The lesson for companies is clear: devolve into leaderless structures, distribute knowledge and power across the length of the organisation, opt out of control-and-command hierarchies to more liberal, peer-based setups. Oh, and sack the CEO.
________________________________________
The Starfish and the Spider
The Unstoppable Power of Leaderless Organizations
Ori Brafman and Rod A Beckstrom
Penguin Portfolio
Rs 395; 230 pages
어느 방면에서 어떠한 조직이 이 새 시대에 가야하나
교회가 나가야 할 방법을
"소극적 설교"의 중요함에 논리적 무게를 더 실어준다고 표현하면..
어떤 의미에서도 아주 재미있는 글입니다: 제대로 읽히면 다른 목회하시는 분들은 물론 운영진에 큰 도움이 될 것이라고 생각합니다.
"다비아가 나갈 방향"이라는 제목은 잘 못된 표현입니다:
이 사랑채의 제목이 갖는 피상성을 역으로 써야하기에 그랬습니다;
그것에서 오해가 있었다면 정중히 사과드립니다.
정치라는 개념을 가장 광범위하게 사용하자면
나갈 방향을 정하는 순간 정치가 되는 것입니다.
즉,
위에서 아주 잘 지적해주셨듯이
그 어떤 소수도
방향을 잡지 말자는 것입니다.
Does it point to a bankruptcy of management thought when you start looking to the animal—and insect and undersea—world for wisdom? Is this the beginning of the end? Or is it perhaps an indicator of a higher plane of knowledge—an evolved, esoteric one that belongs to the let-noble-thoughts-come-from-all-sides school of thinking?
The cynic in me is convinced it is the former, but I seem to be alone in that view. The blurb on The Starfish and the Spider declares this is a “rare” book and promises it will change the way I understand the world around me. Pierre Omidyar, who founded eBay, declares it to be “compelling and important”. Another endorsement on the book’s website declares that it “lifts the lid on a revolution in the making, a revolution certain to reshape every organisation on the planet”.
That is some praise, but something deep within me still resists believing that fish and mice, and now starfish, can teach me more about management and leadership than any decent B-school program.
Not that the basic premise of The Starfish and the Spider isn’t compelling. It is. Essentially, what entrepreneurs Ori Brafman and Rod A Beckstrom suggest in their first book is that open, peer-based organisations are more likely to survive, and indeed thrive, in the current environment than traditional, hierarchical business models. They describe the top-down model as the spider—lots of legs (divisions), but centred on a head (the leader). Cut the head, and the spider dies. Cut a leg, and the spider becomes a seven-legged cripple.
Now, consider the starfish. Again, lots of legs. But—wait for this—no brain. That’s right. There’s no one in charge—each leg does exactly what it wants to, and the others follow if they feel like it. Cut a starfish’s leg, and it will grow a new one. Cut it in half, and you will get two new starfish.
Personally, I believe that if two legs are enough for the most evolved creature on Earth, even four is superfluous to requirement. So the starfish’s five and the spider’s eight is just showing off. And all this talk of amputation is just gross. But, coming back to Brafman and Beckstrom, they suggest that today’s starfish are online networks such as craigslist and eMule, amorphous organisations like Alcoholics Anonymous and al-Qaeda (Who’s in charge? Don’t know. Who makes the decisions? Everybody. And nobody). It’s almost impossible to stop these entities. Even if the authorities manage to stop one P2P music-swapping network, within days (if not hours), a new one will spring up somewhere else. That is how Napster led to Kazaa, which led to eDonkey, which led to eMule.
The book offers a fascinating analogy (as if the whole starfish-spider one weren’t enough) to explain how leaderless organisations thrive. In the sixteenth century, Spanish explorer Hernando Cortés killed Montezuma and, in doing so, decimated the ancient Aztec empire. Like Cortés, the Spanish army took just two years to wipe out the Incas after its leader Francisco Pizarro executed Inca leader Atahuallpa. The Spanish forces appeared unbeatable as they continued northward, but that was proved wrong when they met the Apaches in what is now New Mexico. The Apaches trounced them and continued to do so for the next 200 years. The trick? Decentralisation. The Apaches didn’t have a chief. Their spiritual leader, the Nant’an, led by example, but there was no compulsion to follow. The Apaches were also spread out, which made it difficult to predict where an attack would come from, or how many would attack. The system, if such a loose structure can be so termed, was not dependent on any individual or a specific location (when the Spaniards burnt their villages, the Apaches became nomads).
Of course, it couldn’t last. The Apaches were finally defeated when the (now) Americans found a way to centre them: they gave the Nant’an cattle. The physical form of power created a hierarchy within the society and the Apaches lost their edge.
Spiders mutating into starfish may sound too sci-fi, but it is probably the way forward, say the authors. The lesson for companies is clear: devolve into leaderless structures, distribute knowledge and power across the length of the organisation, opt out of control-and-command hierarchies to more liberal, peer-based setups. Oh, and sack the CEO.
________________________________________
The Starfish and the Spider
The Unstoppable Power of Leaderless Organizations
Ori Brafman and Rod A Beckstrom
Penguin Portfolio
Rs 395; 230 pages
But, ridiculous joke is disgusted.