Apline skiing is the only sport I follow. I don’t know much about skiing (have tasted 3 weeks altogether, and that was a long time ago) so I can’t really appreciate technique. This is beautifully shot and presented presentation of Ted Ligety and his approach to grand slalom – much more then strength and force (click on the image to go the presentation).
Rupert Sheldrake on the limitations of the materialistic and mechanistic view of genetics and potential place for morphic resonance:
“… So heredity includes both the genetic inheritance of proteins and morphic resonance from similar past forms.
Consider the following analogy. The music that comes out of the loudspeaker of a radio set depends both on the material structures of the set and the energy which powers it and on the transmission to which the set is tuned … Someone who knew nothing about the transmission of invisible, intangible and inaudible vibrations through the electromagnetic field might conclude that it could be explained entirely in terms of the components of the radio, the way in which they were arranged, and the energy on which their functioning depended. If he ever considered the possibility that anything entered from outside, he would dismiss it when he discovered that the set weighed the same switched on and switched off. He would therefore have to suppose that the rhythmic and harmonic patterns of the music arose within the set as a result of immensely complicated interactions among its parts. After careful study and analysis of the set, he might even be able to make a replica of it that produced exactly the same sounds as the original, and would probably regard this result as a striking proof of his theory. But in spite of his achievement, he would remain completely unaware that in reality the music originated in a broadcasting studio hundreds of miles away.”
Can’t make this shit up, fortunately you don’t need to … somebody else has done the work for you. The UK has found a solution to deal with pushback against austerity:
“Chief constables are shortly to press the home secretary, Theresa May, to authorise the use of water cannon by any police force across England and Wales to deal with anticipated street protests.
The Association of Chief Police Officers says that the need to control continued protests “from ongoing and potential future austerity measures” justifies the introduction of water cannon across Britain for the first time.”
enter from stage right the Ziegler Wasserwerfer 9000 water canon
But it will be used in a humane way:
“… the water within the water cannon tank will have to kept at 5C to “prevent the onset of medical conditions associated with the shock of being exposed to cold water”.”
and its a good financial investment
“A new water cannon costs between £600,000 and £1m depending on its specification and lasts for 25 to 30 years … any water cannon bought by a force will be regarded as a national asset.”
and very versatile
“The police envisage using their water cannon to “exert control from a distance and critically to provide a graduated and flexible application of force ranging from spray to forceful water jets.”
bring on austerity, we have water canons.
In this article Charles Eisenstein speaks abouta relatioship between current business norms and ecological sustainability. I read into something that I’ve been thinking and saying for some time: I see a future where for-financial-profit incorporations are … well … a thing of the past. There are plenty of other profits to be made … but money (within our current money system) cannot continue to be a profit-indicator.
“Unfortunately, nine times out of ten, the interests of profit blatantly conflict with the interests of people and planet …
By appealing to the business case for sustainability, we limit green practices to the very narrow subset that involve little cost, little risk, and little disruption to business as usual …
Let’s stop pretending. If your company is going to make a significant step toward sustainability, it probably won’t make business sense, at least not in any way that can be predicted or quantified. You will have to trust something other than the numbers …
To take this next step always requires at least a little courage, because it goes against familiar practice and predictable financial self-interest. Someday, hopefully soon, we must change the business environment to end the opposition between profit and ecological well-being … There will always be a next step that doesn’t make sense by the numbers.
Herein lies a very different sort of “business case” for sustainability. It comes from questions like, “Who are you, really?” “What do you care about?” and, “What do you serve?” From a deep consideration of such questions, courage is born.
The other business case, the one based on profit, is just a tactical device … “