(Thanks, Leigh!)
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"I don't want them to believe me, I just want them to think." - Marshall McLuhan
"It requires a very unusual mind to undertake the analysis of the obvious." - Alfred North Whitehead
Most are perfectly healthy people. Yet they’ve subjected themselves to a unique, pioneering experiment. For 14 weeks, the members of this group assumed the roles of patients newly diagnosed with Type 2 diabetes. They hit the gym religiously; they watched enviously as their friends ate candy bars that they could not; and they picked up a blade and forced blood from their fingers.Conventionally, gaining this type of knowledge is part of ethnography - living and participating as one of the community that a researcher is investigating. By itself, this is a relatively known form of research, something that Unit 7's "me-too" competitors are anxious to point out. But despite some of their sour grapes responses reported in the article, Unit 7 is onto something: Their remarkably collaborative culture is beginning to extend out beyond the walls of their agency, in true valence fashion. Unlike other marketing organizations that would consider this experiment as merely a research exercise, Unit 7's collaborative context sets the stage for this experience to be an authentic valence connection that strengthens the flux, or tactile intensity, among the companies and consumers that now comprise Unit 7's total valence-organization environment.
The aim of this experiment wasn’t to show how far medical science has come. Instead, it demonstrated how far the study of marketing has come. The members of the group are all employees of a relationship-marketing agency called Unit 7, and it is attempting to be at the forefront of what can be best described as “empathetic marketing.” In the past, marketers relied on focus groups of diabetics whom they interviewed in an attempt to guess what living with the disease was like. Since launching the program, however, some of the guesswork has been factored out; nearly half of Unit 7’s staff now has a much clearer idea of what living with diabetes is like.
This expertise is valuable to the health-related companies that Unit 7 counts among its client pool, corporations such as Pfizer, Sanofi-Aventis and Bristol-Meyers Squibb (which is currently developing new diabetes drugs with AstraZeneca). Unit 7’s leadership believed the value of this experiment went beyond what it could learn about diabetes alone; the sort of deprivations to which the firm’s marketers subjected themselves were a window into the world of any consumer forced to make health-related lifestyle changes.
Saturday, Bohmte of Lower Saxony is official[ly] with Osnabrück, the first German municipality without traffic signs in the [city-]center. … Bohmte had taken part as one of seven municipalities from five European Union member states in the European Union project, “Shared space”, with which all road users used the street space equally. The citizens celebrated the day with a road celebration. The renouncement of traffic signs, traffic lights, Fußgängerinseln and other barriers creates mutual consideration between the drivers, cyclists and pedestrians and increases security in the traffic, said [European Union parliament president Hans Gert] Pöttering. “Consideration, indulgence and caution in handling are with one another particularly in the traffic indispensable.” The project is however not only an indication of intelligent and courageous traffic policy, but also good European co-operation. … Minister Stefan Schwegmann was pleased, which had Bohmte now a central place. “Shared space is not only a traffic concept, but it has something to do with lives, meeting and communication.”Well said, Minister Schwegmann! By giving up the presumed need to control, and focusing more on living, meeting (especially of minds), and truly communicating, the questions for which bureaucracy, administrative control, and hierarchy and are the answers may lend themselves to far more interesting approaches.
Bureaucracy seems to ossify an organization by interfering with the complex interactions among valence relationships.Does this make sense to anyone out there?
It may be that the relative location of an organization along the spectrum from BAH to UCaPP is determined by the degree to which valence relationships are able to interact with each other in complex ways within individuals, and how that complexity is expressed via the valence connections among the people.