A pyramid (from Greek: πυραμίς pyramis)[1][2] is a structure whose outer surfaces are triangular and converge to a single point at the top, making the shape roughly a pyramid in the geometric sense. The base of a pyramid can be trilateral, quadrilateral, or any polygon shape, meaning that a pyramid has at least three outer triangular surfaces (at least four faces including the base). The square pyramid, with square base and four triangular outer surfaces, is a common version.
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The Battle of Midway is considered a miracle for the Allies during World War II, severely crippling the Japanese. The miracle was that there were four Japanese aircraft carrier ships. American pilots got trapped in clouds and did not know where they were. America had broken code and figured out where these ships were supposed to be though so they intercepted them. When they finally got out of the clouds they found themselves above the carriers and they bombed them and destroyed them. At first they destroyed the three. The fourth sank a lot later. The fourth is always different from the previous three. The miracle of midway fit the quadrant model pattern
The reason why Hitler started World War II was he feared that there was a conspiracy by the Jews and freemasons and other groups to create a New World Order and to dilute the Aryan genes with peoples who he considered less than human. He thought that with this race mixing people would become dumber and then a New World Order could be set up. Hitler was very ego based and felt that everything was about survival of the fittest and he said eventually the Aryans would have to fight for resources and land as the world became more populated. He divided the world into four parts, and he believed that these four groups had different stakes in the conspiracy.Hitler did not see Russians as White but saw them as less than human, which is why he said they were communists Hitler lamented that the British, who he saw as aryans, would not join the Germans. The four groups Hitler saw in the world were
Square 1
The First Civilizations
Mesopotamia
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China
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Egypt
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Indus Valley
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Mesoamerica
The original civilizations fulfill the quadrant model pattern. A look at their geographical locations suggests that they look like the human heart the way they are structured. Mesopotamia is the first square above Egypt which is the second square. China is the third square above the Indus Valley civilization which is the fourth square. Meso-america is off away from these four. The Greeks grew out of Mesopotamian civilization.
Durkheim was a famous sociologist who discussed the four types of suicide. His four are taught in every introductory sociology class.
*Square one: egoistic suicide. This comes from a sense of not belonging. It can be associated with the Idealists who want to understand themselves and gain self awareness. Idealists are very into the concept of awareness. Because they are abstract they are often seen as weird and not belonging, in spite of wanting to belong. Idealists wish they were Guardians. Durkheim says that these people have no tethers, and often are not married, having nothing to bind them to others. Idealists are sometimes associated with wanting to be spiritual monks, desiring to go off by themselves for deeper spiritual awareness. The connotation of sensing and perceiving is that there are no tethers. When sensing something there is not a solid grasp of it; it is merely “sensed”. Idealists are into the notion that things cannot be put in words or fully understood. As a result they are brilliant in their ideas that have a firm logical structure. The second square is belief, and belief ties down awareness.
*Square two: Altruistic suicide—occurs when a group's beliefs become overwhelming. This is the Guardian who can be very concerned with the group
and maintaining the proper beliefs. Social expectations can become so strong that they precipitate suicidal thoughts in individuals who hold in high regard societal norms and beliefs.
*Square three: Anomic suicide--occurs when a person is morally confused and lacks social direction. It accords with the Artisan personality--the thinkers, emoters, doers, and dreamers. They have broken out of cultural and morality concerns, which can lead to becoming confused with the resulting chaos. Durkheim says that anomic suicide often occurs during times of dramatic social and economic upheaval, and states of moral disorder. It can be argued that Artisans are more often morally disordered.
*Square four: Fatalistic suicide--occurs when a person is too regulated, and passions are blocked by too much discipline in repressive societies or setting like prisons. It can be associated with the Rational personality style; they want to know, and are passionately immersed in what they have and do.
Durkheim (1858–1917) claimed that deviance was in fact a normal and necessary part of social organization. When he studied deviance he stated four important functions of deviance.
"Deviance affirms cultural values and norms. Any definition of virtue rests on an opposing idea of vice: There can be no good without evil and no justice without crime".
Deviance defines moral boundaries, people learn right from wrong by defining people as deviant.
A serious form of deviance forces people to come together and react in the same way against it.
Deviance pushes society's moral boundaries which, in turn leads to social change.
There are four types of euthenasia based on a quadrant with two dyads.
Square 1: Active and voluntary. Physicians assisted
Square 2: Active and involuntary. Mercy killing, elimination of infirm
Square 3: Passive and voluntary. Hospice, palliative care, VSED in end stage illness
Square 4: Passive involuntary
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David A. Snow, professor of Sociology at the University of California, suggests four broader and even more basic orienting principles: human agency, interactive determination, symbolization, and emergence. Snow uses these four principles as the thematic bases for identifying and discussing contributions to the study of social movements.
Human agency
Human agency emphasizes the active, willful, goal seeking character of human actors. The emphasis on agency focuses attention on those actions, events, and moments in social life in which agentic action is especially palpable.
Interactive determination
Interactive determination specifies that understanding of focal objects of analysis, whether they are self-concepts, identities, roles, practices, or even social movements. Basically this means, neither individual, society, self, or others exist only in relation to each other and therefore can be fully understood only in terms of their interaction.
Symbolization
Symbolization highlights the processes through which events and conditions, artifacts, people, and other environmental features that take on particular meanings, becoming nearly only objects of orientation. Human behavior is partly contingent on what the object of orientation symbolizes or means.
Emergence
Emergence focuses on attention on the processual and nonhabituated side of social life, focusing not only on organization and texture of social life, but also associated meaning and feelings. The principal of emergence tells us not only to possibility of new forms of social life and system meaning but also to transformations in existing forms of social organization.
A market cross, or in Scots, a mercat cross, is a structure used to mark a market square in market towns, where historically the right to hold a regular market or fair was granted by the monarch, a bishop or a baron. Market crosses were originally from the distinctive tradition in Early Medieval Insular art of free-standing stone standing or high crosses, often elaborately carved, which goes back to the 7th century. Market crosses can be found in most market towns in Britain. British emigrants often installed such crosses in their new cities, and several can be found in Canada and Australia.
These structures range from carved stone spires, obelisks or crosses, common to small market towns such as that in Stalbridge, Dorset, to large, ornate covered structures, such as the Chichester Cross or Malmesbury Market Cross. Market Crosses can also be constructed from wood; an example is at Wymondham, Norfolk.
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Proxemics is used in sociology to study spatial relations in human interaction. Edward T Hall created the popular theory in proxemics that there are four spaces interaction. These bubbles of distance fit the quadrant model pattern. These are
Square 1: Intimate distance for embracing, touching or whispering
Close phase – less than 6 inches (15 cm)
Far phase – 6 to 18 inches (15 to 46 cm)
Square 2: Personal distance for interactions among good friends or family
Close phase – 1.5 to 2.5 feet (46 to 76 cm)
Far phase – 2.5 to 4 feet (76 to 122 cm)
Square 3: Social distance for interactions among acquaintances
Close phase – 4 to 7 feet (1.2 to 2.1 m)
Far phase – 7 to 12 feet (2.1 to 3.7 m)
Square 4: Public distance used for public speaking
Close phase – 12 to 25 feet (3.7 to 7.6 m)
Far phase – 25 feet (7.6 m) or more.
Culture shock is a concept in sociology that describes an anxiety that somebody feels when experiencing a culture that he is unfamiliar with. There are four stages of culture shock, and these stages fit the quadrant model. The phases of culture shock, according to sociologists are
Square 1: Honeymoon phase. During this phase the person has a kind of romantic view of the alien culture and even kind of likes it. He associates with people who know his language and enjoys the new experiences. The first square is the idealist personality type. The idealist tends to look at things in a positive light.
Square 2: Negotiation phase. After about three months differences between the culture become apparent and produce anxiety in the individual. He begins to become aware of false friends, becomes aware of linguistic faux pas, and realizes that he does not know how to receive necessary things like medical help for illnesses like in his home land.
Square 3: Adjustment phase. Around 6 to 12 months the person falls into routines and things become easier for him. The third square is the doing stage. He is now making adjustments and getting what he needs to get done.
Square 4: Adaptation phase. Now the person can conduct himself masterfully in the new culture. He has now transformed himself to be bicultural. The fourth square is death of the old and birth of the new.
The Double-Cross System, or XX System, was a World War II anti-espionage and deception operation of the British Security Service, a civilian organisation usually referred to by its cover title MI5. Nazi agents in Britain – real and false – were captured, turned themselves in or simply announced themselves and were then used by the British to broadcast mainly disinformation to their Nazi controllers. Its operations were overseen by the Twenty Committee under the chairmanship of John Cecil Masterman; the name of the committee comes from the number 20 in Roman numerals: "XX" (i.e. double crosses).
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Sociologists study how different social groups function in four distinct areas.
*Square one: sexuality--the sexual preferences of an individual. In ancient empires like the Egyptian, Persian, Ottoman, Greek, Roman, and Assyrian Empires homosexuality was tolerated, probably because these empires were multicultural and ruled by wealthy families who did not mind if commoners prospered. Hedonism and decadence were emphasized as virtues. As a result homosexuality, which produces no offspring and spreads disease, was tolerated. Historians point out that homosexuality was practiced in the armies among soldiers in these empires. Evolutionary psychologists think that these practices may have helped to strengthen bonds between soldiers, helping them fight in mutual support. In native American societies homosexuality was tolerated because homosexuals were often seen as spiritual leaders. The torah of Judaism is against decadence and hedonism commands that people who practice homosexuality be put to death possibly because it is ego based.
*Square two: gender—is not a matter of having a penis or a vagina; it is the role played in a society. In native American tribes some men took on the gender role of women. The second square is homeostasis. A societal role is the relationship played in maintaining order and the status quo. Women often complain that they do not make as much money or get as much respect as men. But men do not like to have female bosses. Also, men act in ways that are offensive to women, like making sexual jokes or sexual harassment actions.
*Square three: race. The third square is physical; ethnicity is defined by genetic relationships, but race is defined by physical characteristics. Many biologists say that race is a social construction. An example of why race is a social construction is that most African-Americans have a European ancestry, a result of slave masters producing offspring with their slaves. Yet these African Americans are considered of the black race , not the white race. Many Europeans in America have African ancestry, due to race mixing; most European Americans have about ten percent African admixture. Hitler predicted that America would degenerate due to Marxism and race mixing. Evidence shows that Hitler had a Jewish grandfather. Instead of judging by the color of the skin, it would be more accurate to judge the texture of hair and oter qualities. Individuals can be
more European genetically, but have darker skin; a more accurate assessment of race can be determined by the texture of the hair and other qualities.
*Square four: class--separate from the previous three categories, but encompassing them. That is the nature of the fourth square--class is related to race, gender, and sexuality. Women tend to make less money than men. Evolutionary biologists point out that in early tribal societies, women and men had different roles. Women have evolved to take care of the household and the children, while men have developed to hunt and work. Today women are more often expected to take care of the family, and men are more expected to be the wage earner. Race and class are linked. Studies show also that race and intelligence, along with intelligence and wealth are directly correlated--more intelligent people tend to have more wealth, and tend to have more respect from their piers, a determinant of class. Sub-Saharan Africans have very low IQs. Biologists think that IQ is mostly genetic, and less influenced by cultural phenomena. Some biologists claim that the reason why the Sub-Saharan society is so degenerate, and why it is so violent is because of the low IQ, which is associated with poor impulse control and lower level decision making skills. Race and class are linked in that people with a higher IQ tend to make more money--IQ and race and ethnicity are related.
*Square five: Age--also important in sociology. Discrimination because of age is common. The elderly are often confined to homes reserved for only the elderly. In orthodox Jewish culture the offspring are expected to take care of the parent. Age is an important factor that shapes social life. We already discussed Erickson's life stages.
Four categories of sexuality can be defined. According the Kinsey people are born with a preferred sexual orientation.
*Square one: homosexuality. There are studies that biology affects sexuality. Male homosexuality occurs more often in younger children in families. Biologists think that the chemical contents of the womb affect the biology of children, and the mother's womb changes after the first child, increasing the likelihood of later born children to manifest homosexuality. Idealists are more often homosexually oriented. Idealist men are very articulate, socially intelligent, sensitive, perceptive, responsible, and aware--qualities that are more often associated with women. Male Idealists are exceptionally rare. Homosexuality is also associated with being stereotypically conservative. Asian is the first square race and Asians are most associated with homosexuality (the men are considered feminine.
*Square 2: heterosexuality—considered by most societies to be normal--the second square is always normal and conservative, reflecting homeostasis and order. Caucasians are more often second square oriented. Caucasians are typically considered by most races to be the most attractive race--the second square is the most attractive square. Caucasians also tend to be intelligent. Heterosexuals are family oriented and related to the Guardian temperament; ENFJs, which are the second square of the first quadrant, ESFPs, which are the second square of the third quadrant, and ENTJs, which are the second square of the fourth quadrant, are more heterosexually oriented.
*Square three: Bisexuality is generally considered to be deviant and stereotypically promiscuous and excessive. The nature of the third square
represents qualities of being bad and destructive. This is the artisan. Blacks are the third square race and are often considered hyper sexual and even bisexual. For instance in prisons it is said that Black men will rape other Black men and call the Black men they rape gay.
*Square four: Asexuality--considered the fourth type of sexuality, indicates being not attracted either to men or to women. The fourth is always different from the previous three, never seeming to belong. Asexuality is associated with the Rational individual who can be so focused on other things that they become detached from the world, reclusive, and uninterested or unable to attract a mate. Perhaps this is why the Rational type is so rare. Some people question if asexuality is a possibility in spite of the fact that some individuals experience no sexual attraction.
*Square five: There have been proposals of the existence of a fifth category of sexuality, namely an ultra-transcendent kind of attraction to every one and everything. The fifth is always related to transcendence, and to God.
Sexuality
Homosexual
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Bisexual
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Heterosexual
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Asexual
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In addition to the four categories of sexuality there are four categories of gender, which also fit the quadrant model pattern. Sex and gender are different, sex having to do with genitalia, and gender having to do with the role played in society, associated with genitalia. Sex is described in terms of male/masculine and female/feminine; gender is described in terms of man and woman.
*Square one: Women have vaginas, are more often Idealists, concerned with spiritual things, and are conservative, caring about the family. Women, like Idealists are easily manipulated and gullible, but are also liars. It is difficult to trust women because they are more often hysterical and do not have a firm grasp of reality. Women also tend more to be racist against Blacks which is the nature of the first square because Blacks are the third square race. Even Black women. Women like idealists tend to be more empathetic.
*Square two: Men have penises. Men are more often Guardians, although slightly so. Men are normal--the second stage is normal.
*Square three: Third gender--both male and female, having both penises and vaginas. That is their sex. Also some individuals play both male and female roles, which is considered “bad”, which is the characteristic of the third square and associated with the Artisan, a doer. Artisans are known to be wild and willing to try anything.
*Square four: No gender. Some individuals have neither a penis nor a vagina, which is a very rare occurrence. The fourth seems always not to belong. A person who is no gendered does not take a man or woman role in society. This relates to the Rational, who tends to transcend other types.
Gender
Women
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Third gender
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Men
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No gender
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Physical differences between populations fit the quadrant model. Ethnicity in physical differences is linked with genetic ties. According to a famous American-Asian female sociologist race is constructed along two dichotomies. One dichotomy is between insiders and outsiders, the other between superior and inferior. This yields four races. She focuses on Asians, Caucasians and Africans, but fails to talk about the fourth race, Brown people. Brown people often consider themselves to be Caucasian. The second square is Caucasian. The fourth square is Brown. The second square is the word; the fourth square is the true word. So Caucasians could be described as whites, and browns as true whites.
Calling brown people true whites does not imply that they are better. Brown people are stereotypically philosophical, which is related to the fourth square. In a court case during the time of racial segregation, an Indian man argued that he was Caucasian and should not be discriminated against as different from Caucasians. The case decided that he may be Caucasian according to the definition, but "everybody knows that Indians are not white” according to the judge. According to Omi and Winant, two famous sociologists, race in America is divided by two dichotomies, inferior v. superior and insider v. outsider. This is a famous model taught in Univeristy.
*Square one: Asians--outsiders and superior. These are the Idealists. Being an outsider is related to being abstract. Being superior is related to being cooperative. Asians are stereotypically abstract. Like Idealists, Asians are associated with being meditative. Religions in Asia, like Buddhism, are often linked to imagery of people meditating under trees or in temples. Idealists have a strong connection with nature--Asians are stereotypically into nature. Mathematicians suggest that the stereotype of Asians being good at math has never been true. Asians are considered intelligent, but not the most logical; they do have interesting mathematical drawings from ancient asia. Painting is the first square mode of art, and is associated with being abstract. Asians certainly have confidence in their academic abilities, and hold academics in high esteem. Superiority is related to being cooperative, and hardworking. Superior people make more money. Asians are stereotypically hardworking and typically wealthy. Asians are known for what has been called the four great inventions:
square 1: the compass
square 2: gunpowder
square 3: paper making
square 4: printing.
It has been thought that they could have been the first to discover the American continent, but did not seek to occupy it, possibility because of continuing problems with political unrest at home. They are more isolationist which is related to the idealist. The first square always wants to be the second square. Asians are genetically very similar to Caucasians because everybody outside of Africa descends from one family that left Africa. Like Caucasians, Asians were agriculturalists and learned to survive in cold climates. Asians stereotypically look up to Caucasians and want to be Caucasians. This is like how idealists, who are the first square want to be guardians and look up to guardians. Similarly idealists tend to like Asians and Caucasians the best, even if the idealists is African.
*Square two: Caucasians--insiders and superior. This is associated with the Guardian who is concrete and cooperative. Caucasians are stereotypically not extremely deep thinking: there is the stereotype of the dumb blonde. People who are not abstract are concrete, and concrete people are insiders. Asians are stereotypically weird, whereas Caucasians are stereotypically normal and more grounded, tending to move in normal and attractive ways. Caucasians are considered to be the most attractive, and is concerned with homeostasis. Caucasians are stereotypically involved in professions that maintain order, like police officers, politics, or management, which provide a sense of superiority. is associated with being cooperative. Many of humanity's great discoveries were made by Caucasians, many of them Jews--not brown sephardic, but white ashkenazi Jews (although Jews can be argued to be a fifth race and many Jews are Black or other races). Caucasians, behind Asians, do the best in academics. Studies show that Caucasians experience the most discrimination, perhaps due to affirmative action. They have been superior as conquerors throughout the world. Caucasians stereotypically are into belonging, which is the second quadrant nature, but stereotypically are not great doers like Blacks or not very smart like Asians. Caucasians are stereotypically not too much smarter than Blacks but are more organized and better at planning, perhaps because Caucasians were agriculturalists and Blacks were hunter gatherers. Caucasians are associated with belonging, which is the second quadrant, and also killing those that they did not perceive in history as belonging, like Blacks and Jews and Amerindians who were perceived as inferior. The second square is associated with homeostasis, and Caucasians are associated with being organized, planning oriented and being wealthy, keeping their communities safe and clean and away from negative influences. Caucasians are associated with working hard and not being too bright but trying hard. Asians are argued to look funny. The first square is always seen as weird. The second square is the normal square and Caucasians are said to look attractive. Blacks are the third square and Blacks are said to look more ugly. The third square is always perceived as bad.
*Square three: Africans. Black people are insiders and inferior. This relates the the Artisan temperament which is concrete and utilitarian. Insider is associated with being concrete, not abstract. They are more into facts, details, and physical data, so they are not weird like abstract people, who are into principals and patterns. Black people are good at sports and good with their bodies. The third square is the doing, body square. Also black people tend to be more rational, and are associated with being religious but also questioning religion. They are more likely to hold religious views contrary to the normative. This is related to the third quadrant, which is thinking, emotion, doing, and dreaming. Black people are dreamers stereotypically. They often break out of
the norms, starting new “insider” trends in music, fashion, sports, and lifestyles., doing what works as opposed to what is socially sanctioned--like the Artisan. This is associated with the spontaneity of the third square. Black people are associated with “bad”, the third square. Caucasians are more moral, which is the second square. Blacks are associated with being angry which is the third square emotion. Blacks are also associated with being bad, being associated with crime. The third square is always related with being bad or negative. Some biologists have argued that the genetic ties between everybody outside of Africa, because they are all inbred and genetically related from most likely one, possibly two families that left Africa, facilitates racism against Blacks. Also because there is so much genetic diversity among Blacks, some biologists argue this explains why there is even conflict in the Black community. Although arguably Blacks are not more violent but are just the victims of discrimination and are actually more compassionate than their oppressors. A theory is that the peoples outside of Africa are agricultural or agriculturally inclined whereas Jews and Africans were not agricultural, and thus Jews and Africans were oppressed and tortured. Blacks are perceived stereotypically as hypersexual and hyper violent. Blacks are also seen as cool by Caucasians and like how Asians want to be caucasians, caucasians want to be Black. Similarly guardians look up to artisans although they may perceive themselves as superior because they are more organized and planning oriented. The intelligence of Blacks and Whites are about the same, but Blacks are more intelligent than Whites at many things, and Whites are more uptight and belonging oriented, trying hard to belong, whereas Blacks tend to be cool and spontaneous and naturally good at things especially the arts.
*Square four: Brown people--outsiders and inferior. This is associated with the Rational personality type, who is abstract and utilitarian. Brown people often are said to be not good at anything. They are stereotypically philosophical (like Hindu Indians), which is the fourth square field of inquiry. Philosophers are seen as useless. Outsider is related with being abstract. Brown people are stereotypically philosophical and abstract thinkers, often interested in deep ideas. Inferior is associated with being utilitarian, unique and willing to do what works as opposed to what fits the social norms. They are thought to be family oriented, but statistics show that they often cheat on their spouses and have babies out of wedlock, are on welfare and irresponsible in other ways, hence “inferiors”.
Race
Asian
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Black/African
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Caucasian/White
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Brown
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The caste and class systems of people around the world, especially in India, fit the quadrant model pattern. In the Hindu caste system castes are hereditary. Also darker skinned people tend to occupy lower castes. The Hindu caste system is as follows:
*Square one: Brahmins-priests. The first square is always mental.
*Square two: Kshatriyas--the rulers/warriors. Their function is homeostasis and maintaining order, characteristics found in the second square.
*Square three: Vaisyas—the traders and merchants. The third square, often considered to be bad, is individualistic, physical, and the doer.
*Square four: Sudras-- the unskilled workers. The fourth is always different from the previous three, having a quality of being outsiders and useless.
*Square five: Pariahs--the outcastes or untouchables. Interestingly though Gandhi called them children of God;God as the quality of untouchables; God is the only untouchable. The fifth square has a quality of being like God.
Hindu Caste System
Brahmins-Priests
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Vaisya-Traders merchants
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Kshatras-Rulers Warriors
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Sudras- Unskilled workers
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Pariahs- outcastes
In Hinduism, life is divided into four stages based on the quadrant model pattern. Treatment of children has varied over time and place. Evolutionary biologists claim that early strategy was to have large families in the hope that a few could survive and reproduce. Current strategies, especially among wealthier societies, allow for fewer and healthier children who can be treated well. Impoverished people tend to have more children, and invest fewer resources in them. The four Hindu life stages are
*Square one: Brachmachyra--the celibate student. This is the period of formal education lasting until the age of 25. The first square, the mental square is the Idealist. This is the student.
*Square two: Grihasta--the married family man. The second square is the Guardian. It is concerned with family, relationships and being dutiful.
*Square three: Vanaprashta--the hermit in retreat. A hermit is an individual, and is related to the Artisan. The third square moves from the second square, which
is focused on the group and belonging, and on the individual who is concerned with the physical and doing--the man is free to have little contact with his family.
*Square four: Sannyasa--the wandering recluse. The fourth stage is the Rational who is reclusive. At this stage the man is supposed to be devoted totally to God; the fourth square is connected to the transcendent and divine.
re focusing a lot on friendships and social skills and being popular.
Quadrant 3: high school- grades 9, 10, 11, and 12. The third quadrant is always seen as bad and dangerous. Teenagers are described as being wild and out of control and sexually experimental.
Quadrant 4: college- freshman, sophomore, junior, senior. The fourth quadrant is the rational. College again is a time for more inquiry and philosophical pursuit and understanding about life, characteristic of the fourth square.
Hindu life stages
Brachmachyra- celibate student
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Vanaprashta- hermit
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Grihasta- married family man
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Sannyasa- wandering recluse
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Handedness is a better (faster or more precise) performance or individual preference for use of a hand, known as the dominant hand.[1] Handedness is not a discrete variable (right or left), but a continuous one that can be expressed at levels between strong left and strong right.
There are four types of handedness: left-handedness, right-handedness, mixed-handedness, and ambidexterity. Left-handedness is somewhat more common among men than among women.
Square 1: Right-handedness is most common. Right-handed people are more skillful with their right hands when performing tasks. Studies suggest that 87–92% of the world population is right-handed.
Square 2:Left-handedness is less common than right-handedness. Left-handed people are more skillful with their left hands when performing tasks. Studies suggest that approximately 10% of the world population is left-handed. The first two squares are the duality
Square 3:Cross-dominance or Mixed-handedness is the change of hand preference between tasks. This is common in the population with about a 30% prevalence.
Square 4: Ambidexterity is exceptionally rare, although it can be learned. A truly ambidextrous person is able to do any task equally well with either hand. Those who learn it still tend to favor their originally dominant hand.
Ambilevous or ambisinister people demonstrate awkwardness with both hands. Ambisinistrous motor skills or a low level of dexterity may be the result of a debilitating physical condition, such as "Dysgraphia"
Evolutionary biologists find genetic evidence suggesting that humans evolved from a common ancestor as the great apes. The great apes fit the quadrant model pattern. Anthropologists believe human behavior can be better understood when compared with the behavior of their closest genetic relatives. Evolutionary biologists point out that humans and chimpanzees share over 97 percent DNA. The great apes fit the quadrant model pattern is as follows:
*Square one: Orangutangs--are like the Idealists of the great apes. They are the first square. Very solitary and seemingly wise, they are very territorial and insistent upon finding mates and reproducing their genes. Orangutangs are conservative and weird like the idealist.
*Square two: Gorillas--the second square, which is strong and concerned with homeostasis. The second square is always more hierarchical and orderly. The alpha male gets access to most of the females. If a lesser male cheats with a female belonging to the alpha male he is killed by that alpha. The amount of genetic diversity in one Gorilla group is more than the genetic diversity of all humans though interestingly.
*Square three: Chimpanzees—the violent doers. The third square is the doing square; the chimp has a better working memory than a human. They fabricate tools for foraging and fighting; they are extremely violent, and amazingly strong. The strength of an average chimpanzee is apparently more than four times that of an average human. Chimpanzee tribes go to war with other chimpanzee tribes to protect their territories. Chimpanzees tend to know their own babies, and are violently protective of them. They have been known to kidnap and kill human babies. There is speculation that this occurs as an expression of their territorial protectiveness. The third square is related to violence and physicality.
*Square four. Bonobos--different from chimps in that they are very peaceful. The fourth square does not seem to belong. Evolutionary biologists explain the peacefulness of bonobos through genetic Darwinism. Bonobos are very promiscuous. As a result male bonobos do not know their own children, which allows them not to fight to protect their genetic lines. Also because of their promiscuous homosexual behavior they seem to develop a stronger affection for one another. The fourth square is always different from the previous three; bonobos are different from the previous three great apes. The great apes fit the quadrant model pattern, and illuminate how the concepts of genetic Darwinism can help to explain chimp behavior.
The Great Apes
Orangatang
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Chimpanzee
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Gorilla
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Bonobo
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Merton, a famous sociologist, created a theory of deviance that reflects the quadrant model pattern. His model is used in criminology and strain theory. He believed that there are five situations facing an actor in a system. They are divided among two dichotomies, yielding four results. One dichotomy is acceptance and rejection of societal goals. Another
dichotomy is acceptance and rejection of societal means of attaining those goals. There is a fifth possibility, which is a combination of all. This is like Aristotle's four elements that are derived from two dichotomies of four qualities, and the fifth element, which is a combination of all qualities.
*Square one: Ritualism. In ritualism the individual rejects the goals of a society but accepts the means to attaining them. This corresponds to the Idealist who is abstract, and considered to be weird, able to accept neither what is normal nor the goals of a society. They are also cooperative, so they want to fit in, not shake things up, and maintain the status quo--they accept the means to attaining societal goals, while rejecting those goals, although they are still concerned with self image.
*Square two: Conformity--the individual accepts the goals of a society, and accepts the means to attaining them. This corresponds to the Guardian, who is concrete and cooperative. Because they are concrete they do not think deeply about things, thus they are normal. But because they are cooperative they try to fit within norms.
*Square three: Innovation--the individual accepts the goals of a society, but rejects the means to attaining those goals. This corresponds to the Artisan, who is concrete, a surface thinker, thus acceptant of societal goals. However, they do not care about social harmony and making others happy, caring more about doing what they want and what works; as the doers they are often viewed as bad or destructive.
*Square four: Retreatism--the individual rejects the goals of a society, and rejects the means to attaining them. This corresponds to the Rational temperament, which is abstract--he thinks deeply and does not accept the goals of a society. Rationals are therefore weird and utilitarian, doing what they think will work best first, as opposed to what they think makes others happy and maintain the status quo.
Square five: Rebellion--transcends the goals of society by combining a rejection and acceptance of them.
Merton’s theory of deviance
Ritualism
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Innovation
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Conformity
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Retreatism
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Merton also was very interested in the sociology of science. He described the ideals of science in a manner that fits the quadrant model pattern.
*Square one: Communalism--the common ownership of scientific discoveries in which scientists surrender intellectual property taking in return recognition and esteem. Science can be viewed as a first square enterprise. The first square is very interested in doing what is good for the group rather than the individual.
*Square two: Universalism--truth claims are judged in terms of universal or impersonal criteria, and not on the basis of class, ethnicity, gender, religion, or nationality. This is the ideal, but Popper points out that science is very far from this ideal. Before World War II phrenology was a science that tried to distinguish differences in different racial groups based off of skull shapes. But after World War II this science became taboo because it was thought to have led to World War II and the slaughtering of Jews.
Square 3: Disinterestedness--scientists are expected to act in ways that
outwardly appears to be selfless. The third square is always related to doing action. Popper argues that scientists usually fight hard to protect the dominant paradigm, while ignoring evidence to the contrary. But scientists are human, and need to earn a livelihood, which can lead them to alter their data to prove a point that will be to their benefit. Mendel himself, it is said, altered data on pea plants to prove his theory of Mendelian inheritance. Scientists often wear blinders, seeing only what they are looking for. Many scientists are biased against the theory of intelligent design, in spite of the existence of sound concepts like irreducible complexity and the idea that it is impossible for something to come from nothing.
*Square four: Organized skepticism--all ideas must be tested, and are subject to rigorous, structured community scrutiny. This is the ideal, and transcends while including the first three. Often the skepticism is not organized; inherent in human nature is the presence of agendas and biases though.
Karl Popper is a scientist and philosopher who demonstrated that science is not an objective process but a subjective process that required paradigm shifts. Popper demonstrated that science is a lot like religion, where scientists tend to hold onto their world view despite contrary evidence, and hold onto beliefs dogmatically. I discussed that science is the square one field of inquiry, and religion is the square 2 field of inquiry, so while they seem opposite, they are very related. Scientific ideas become their own religions, requiring belief and faith. Popper had a formula for the evolutionary process of a scientific theory. His formula for this evolution was
Square 1: PS1. There is a problem that needs to be resolved
Square 2: TT1. Tentative theories are proposed.
Square 2: EE. Error elimination occurs. The third square is the doing square. Popper says this is kind of like a form of natural selection where good theories rise to the top and the worst theories are discarded.
Square 4: PS2. A more interesting problem arises.
According to sociologists there are four types of social movements. Aberle introduced this model of social movements accepted by sociologists today. It fits the quadrant model pattern. Social movements are designated through two dichotomies. One is limited change v. radical change. The other is everyone v. specific individuals. The four movements are
Square 1:Alternative social movements are at the individual level and advocate for minor change; redemptive social movements are at the individual level and advocate for radical changes. This fits with the idealist. Idealists tend to have ideas that the majority does not have since they are abstract. They also are more conservative and like the status quo. They want to be accepted more because they are cooperative. So they do not want
Square 2:Reformative movements occur at a broader group or societal level and advocate for minor changes. This fits with the guardian. There are a lot of guardians. But they are cooperative and do not want to see the status quo completely toppled.
Square 3: Revolutionary moments occur at a broader group or societal level and advocate for radical changes. Revolutionary movements fit the artisan who is more violent. There are also a lot of artisans.
Square 4: A redemptive social movement is radical in scope but centers on the individual. There are not so many rationals and they are abstract so their ideas might not be shared by the majority. But they are also utilitarian like the artisan and do not mind radical changes.
According to Herbert Blumer, one of the earliest scholars to study social movements, there are four stages of a social movement. They fit the quadrant model pattern. They are
Square 1: “social ferment,”
Square 2: “popular ex- citement,”
Square 3: “formalization,”
square 4: “institutionalization”. Since his early work, scholars have refined and renamed the stages, but the form remains the same. The form still fits the quadrant model pattern.
Today the four social movement stages are known as:
Square 1: Emergence
Square 2: Coalescence
Square 3: Bureaucratization
Square 4: Decline.
Ecological systems theory, or human ecology theory, describes four environmental systems with which an individual interacts. The theory is used by community psychologists to study the relationships with individuals' contexts within communities and the wider society. A fifth stage is sometimes added, but usually only four are discussed. There is usually the ultra transcendent fifth stage. The stages are
Square 1:Microsystem: Involves institutions and groups that most immediately and directly impact the child's development including: family, school, religious institutions, neighborhood, and peers.
Square 2: Mesosystem: Interconnections between the microsystems, Interactions between the family and teachers, such as relationships between the child’s peers and the family
Square 3: Exosystem: Contains links between a social setting in which the individual does not have an active role and the individual's immediate context. For example, a parent's or child's experience at home may be influenced by the other parent's experiences at work, such as a promotion that requires more travel, which might increase conflict with the other parent and change patterns of interaction with the child.
Square 4: Macrosystem: Describes the culture in which individuals live. Cultural contexts include developing and industrialized countries, socioeconomic status, poverty, and ethnicity.
Each square adds to and contains elements of the previous square. The nature of the quadrant model is that it is holistic, with each square adding onto previous squares, while maintaining elements of them.
In economics courses you learn about the four types of goods. Again, the classification is based upon two dualities. One duality is excludable v non-excludable. The second duality is rival v. non rival. An excludable good is a good for which it is possible to prevent consumers who have not paid for it from having access to it. A rival good is a good whose consumption by one consumer prevents simultaneous consumption by other consumers
Square 1: Square 1:Club goods: Club goods are excludable but non-rival. Club goods often require a "membership" payment in order to enjoy the benefits of the goods. Non-payers can be stopped from access to the goods but there is not a limited supply and it does not prevent others from consuming it. An example of a club good is cable television, in which you pay a monthly fee, but it is non-rival after the payment. Club goods correspond to the idealists who is not competitive and does not like rivalry, but who does want to belong and therefore can exclude due to insecurity.
Square 2: Common goods are rivalrous and non excludable. The "tragedy of the commons." happens with common goods because they are easily over consumed. With common goods people often try to attain short term gains but do not care about the long term. An example of a common good is fish and the tragedy of the commons happens when people overfish. Common goods are related to the guardian who does belongs and does not want to exclude anybody and also does not want competition between himself and others, but he does have rivalry between those who he views as not belonging.
Square 3: Private goods are rival and excludable.Examples of private goods include food, clothes, and flowers. Owners of these goods can limit who can buy them and there is usually limited quantity of the goods. These goods are exchanged for payment. This type is related to the artisan who is known for being competitive.
Square 4:Public goods: Public goods are non-excludable and non-rival. People cannot be effectively excluded from using them, and use by one individual does not reduce the good's availability to others. Examples of public goods include the air, and street lights and public parks. The free rider problem is associated with public goods, which may may lead to the under-provision of certain goods or services. The free rider uses a good a lot and does not pay for it. Public goods are related to the rational who is kind of relaxed and just let's people do what they want to do and he does what he does. Psychiatry likes to torture what it considers as free riders. Psychiatrists often see free riders, or people without jobs, as not having a job because they are mentally ill, and as a result makes use of the person by making the person a consumer within the psychiatric apparatus.
The classical breakdown of all economic sectors is
Square 1: Primary: Involves the retrieval and production of raw materials, such as corn, coal, wood and iron. (A coal miner and a fisherman would be workers in the primary sector.)
Square 2: Secondary: Involves the transformation of raw or intermediate materials into goods e.g. manufacturing steel into cars, or textiles into clothing. (A builder and a dressmaker would be workers in the secondary sector.)
Square 3: Tertiary: Involves the supplying of services to consumers and businesses, such as baby-sitting, cinema and banking. (A shopkeeper and an accountant would be workers in the tertiary sector.)
Square 4: In the 20th century, it began to be argued that traditional tertiary services could be further distinguished from "quaternary" and quinary service sectors. The fourth square is always different and does not seem
To belong. The quaternary sector is based on knowledge. Knowledge is the fourth quadrant
According to economists there are four economic resources of every system. They are
Square 1:Land-Land is all natural physical resources like gold, iron, silver, oil etc.
Square 2: Labor- Labor is the human input in the production or manufacturing process.. Workers have different work capacity.
Square 3: Capital- In economics, capital is investment in the capital goods. That can be used to manufacture other goods and services in future. The factors of capital are fixed capital which is technologies, factories, buildings, machinery and other equipments. Working capital is the stock of finished goods or components or semi-finished goods or components, which will be used in near future. Capital productivity is new features of capital building, machinery or technology are commonly used to improve the productivity of the labor. Examples are new ways of farming which help to increase the productivity of the agriculture sector and give more valuable jobs in this sector which motivates people to come out for work. Infrastructure is is a stock of capital that is used to maintain the whole economic system. Examples are roads, railway tracks, airports etc.
Square 4: Entrepreneurship- Entrepreneurship is person who wishes to supply the product to the market to make profit. Entrepreneurs mostly invest their own capital in their business. This financial capital is usually based on their savings and they take risks linked to their investments.
In economics there are four types of market structure. They are
Square 1:Perfect competition: Perfect competition happens when numerous small firms compete against each other. Firms in a competitive industry produce the socially optimal output level at the minimum possible cost per unit.
Square 2:Monopoly: A monopoly is a firm that has no competitors in its industry. It reduces output to drive up prices and increase profits. By doing so, it produces less than the socially optimal output level and produces at higher costs than competitive firms.
Square 3:Oligopoly: An oligopoly is an industry with only a few firms. If they collude, they reduce output and drive up profits the way a monopoly does. However, because of strong incentives to cheat on collusive agreements, oligopoly firms often end up competing against each other.
Square 4:Monopolistic competition: In monopolistic competition, an industry contains many competing firms, each of which has a similar but at least slightly different product. Restaurants, for example, all serve food but of different types and in different locations. Production costs are above what could be achieved if all the firms sold identical products, but consumers benefit from the variety.
PEST analysis ("Political, Economic, Social and Technological") describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro-environmental factors that the company has to take into consideration. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations.
The basic PEST analysis includes four factors:
Political factors are basically how the government intervenes in the economy. Specifically, political factors has areas including tax policy, labor law, environmental law, trade restrictions, tariffs, and political stability. Political factors may also include goods and services which the government aims to provide or be provided (merit goods) and those that the government does not want to be provided (demerit goods or merit bads). Furthermore, governments have a high impact on the health, education, and infrastructure of a nation.
Economic factors include economic growth, interest rates, exchange rates, the inflation rate. These factors greatly affect how businesses operate and make decisions. For example, interest rates affect a firm's cost of capital and would therefore to what extent a business grows and expands. Exchange rates can affect the costs of exporting goods and the supply and price of imported goods in an economy.
Social factors include the cultural aspects and health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. High trends in social factors affect the demand for a company's products and how that company operates. For example, the aging population may imply a smaller and less-willing workforce (thus increasing the cost of labor). Furthermore, companies may change various management strategies to adapt to social trends caused from this (such as recruiting older workers).
Technological factors include technological aspects like R&D activity, automation, technology incentives and the rate of technological change. These can determine barriers to entry, minimum efficient production level and influence the outsourcing decisions. Furthermore, technological shifts would affect costs, quality, and lead to innovation.
This is used to perform an internal environmental analysis by defining the attributes of MOST to ensure that the project you are working on is aligned to each of the four attributes.
The four attributes of MOST[5]
Mission (where the business intends to go)
Objectives (the key goals which will help achieve the mission)
Strategies (options for moving forward)
Tactics (how strategies are put into action
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A formal approach to this customer-focused marketing is known as SIVA[17] (Solution, Information, Value, Access). This system is basically the four Ps renamed and reworded to provide a customer focus. The SIVA Model provides a demand/customer-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management.
Product → Solution
Promotion → Information
Price → Value
Place (Distribution) → Access
There are four basic types of market structures by traditional economic analysis: perfect competition, monopolistic competition, oligopoly and monopoly.
Quick Reference to Basic Market Structures Market Structure Seller Entry Barriers Seller Number Buyer Entry Barriers Buyer Number
Perfect Competition No Many No Many
Monopolistic competition No Many No Many
Oligopsony No Many Yes Few
Monopoly Yes One No Many
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16 is the squares of the quadrant model
From about 2012, some research and experimentation has theorized about a so-called "liquid business model".[12][13]
V4 BM framework
Al-Debei and Avison (2010) V4 BM Framework - four main dimensions encapsulating sixteen elements: Value Proposition, Value Architecture, Value Network, and Value Finance[3]
Value Proposition: This dimension implies that a BM should include a description of the products/services a digital organization offers, or will offer, along with their related information. Furthermore, the BM needs also to describe the value elements incorporated within the offering, as well as the nature of targeted market segment(s) along with their preferences.
Value Architecture: portrays the concept as a holistic structural design of an organization, including its technological architecture, organizational infrastructure, and their configurations.
Value Network: depicts the cross-company or inter-organization perspective towards the concept and has gained much attention in the BM literature.
Value Finance: depicts information related to costing, pricing methods, and revenue structure
The original thinking behind a balanced scorecard was for it to be focused on information relating to the implementation of a strategy, and over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a balanced scorecard. This is illustrated well by the four steps required to design a balanced scorecard included in Kaplan & Norton's writing on the subject in the late 1990s:
Translating the vision into operational goals;
Communicating the vision and link it to individual performance;
Business planning; index setting
Feedback and learning, and adjusting the strategy accordingly.
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The Balanced Scorecard is a strategic performance management framework that enables organisations to identify, manage and measure its strategic objectives. Initially introduced by Drs Robert Kaplan and David Norton in a Harvard Business Review (HBR) article in 1992, the Balanced Scorecard was chosen by HBR one of the most influential business ideas in the magazine‟s 75 year history from 1925-2000.
Like most good ideas, the scorecard is conceptually simple. Kaplan and Norton identified four generic perspectives that cover the main strategic focus areas of a company. The idea is to use this model as a template for designing strategic objectives, measures, targets and initiatives within each of the following perspectives:
The Financial Perspective covers the financial objectives of an organisation and enables managers to track financial success and shareholder value.
The Customer Perspective covers the customer objectives such as customer satisfaction, market share goals as well as product and service attributes.
The Internal Process Perspective covers internal operational goals and outlines the key processes necessary to deliver the customer objectives.
The Learning and Growth Perspective covers the intangible drivers of future success such as human capital, organisational capital and information capital including skills, training, organisational culture, leadership, systems and databases.
The Balanced scorecard model is called the four box model
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A third-generation balanced scorecard has four main components:
A destination statement. This is a one or two page description of the organisation at a defined point in the future, typically three to five years away, assuming the current strategy has been successfully implemented. The descriptions of the successful future are segmented into perspectives for example financial & stakeholder expectations, customer & external relationships, processes & activities, organisation & culture
A strategic linkage model. This is a version of the traditional ‘’strategy map’’ that typically contains 12-24 strategic objectives segmented into two perspectives, activities and outcomes, analogous to the logical framework. Linkages indicate hypothesised causal relations between strategic objectives.
A set of definitions for each of the strategic objectives.
A set of definitions for each of the measures selected to monitor each of the strategic objectives, including targets.
The VRIO framework, in a wider scope, is part of a much larger strategic scheme of a firm. The basic strategic process that any firm goes through begins with a vision statement, and continues on through objectives, internal & external analysis, strategic choices (both business-level and corporate-level), and strategic implementation. The firm will hope that this process results in a competitive advantage in the marketplace they operate in.
VRIO falls into the internal analysis step of these procedures, but is used as a framework in evaluating just about all resources and capabilities of a firm, regardless of what phase of the strategic model it falls under.
VRIO is an abbreviation for the four question framework you ask about a resource or capability to determine its competitive potential: the question of Value, the question of Rarity, the question of Imitability (Ease/Difficulty to Imitate), and the question of Organization (ability to exploit the resource or capability).
The Question of Value: "Is the firm able to exploit an opportunity or neutralize an external threat with the resource/capability?"
The Question of Rarity: "Is control of the resource/capability in the hands of a relative few?"
The Question of Imitability: "Is it difficult to imitate, and will there be significant cost disadvantage to a firm trying to obtain, develop, or duplicate the resource/capability?"
The Question of Organization: "Is the firm organized, ready, and able to exploit the resource/capability?" "Is the firm organized to capture value?"[1]
The Stakeholders quadrant matrix has four options
You may now have a long list of people and organizations that are affected by your work. Some of these may have the power either to block or advance. Some may be interested in what you are doing, others may not care. Map out your stakeholders on a Power/Interest Grid as shown by the image, and classify them by their power over your work and by their interest in your work. There are other tools available to map out your stakeholders and how best to influence then.[7]
For example, your boss is likely to have high power and influence over your projects and high interest. Your family may have high interest, but are unlikely to have power over it. Someone's position on the grid shows you the actions you have to take with them:[8]
High power, interested people: these are the people you must fully engage and make the greatest efforts to satisfy.
High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message.
Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.
Low power, less interested people: again, monitor these people, but do not bore them with excessive communication.
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The Stakeholders Matrix
With a clear understanding of your Stakeholders, engaging and communicating can be achieved through a variety of channels based upon who the stakeholder is.[12]
High power, interested people: Manage closely. Best channels: Issue, Change Logs, Status Meetings
High power, less interested people: Keep satisfied. Best channels: Steering Committee, Board Meeting Updates
Low power, interested people: Keep informed. Best channels: In-Person, Video, Email Updates
Low power, less interested people: Monitor. Best channels: Send Email, Status Reports
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The growth share matrix is another quadrant matrix in business
The growth–share matrix (aka the product portfolio,[1] BCG-matrix, Boston matrix, Boston Consulting Group analysis, portfolio diagram) is a chart that was created by Bruce D. Henderson for the Boston Consulting Group in 1970 to help corporations to analyze their business units, that is, their product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. Analysis of market performance by firms using its principles has recently called its usefulness into question.[2
To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates.
Cash cows is where a company has high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. They are regarded as staid and boring, in a "mature" market, yet corporations value owning them due to their cash generating qualities. They are to be "milked" continuously with as little investment as possible, since such investment would be wasted in an industry with low growth.
Dogs, more charitably called pets, are units with low market share in a mature, slow-growing industry. These units typically "break even", generating barely enough cash to maintain the business's market share. Though owning a break-even unit provides the social benefit of providing jobs and possible synergies that assist other business units, from an accounting point of view such a unit is worthless, not generating cash for the company. They depress a profitable company's return on assets ratio, used by many investors to judge how well a company is being managed. Dogs, it is thought, should be sold off.
Question marks (also known as problem children) are businesses operating with a low market share in a high growth market. They are a starting point for most businesses. Question marks have a potential to gain market share and become stars, and eventually cash cows when market growth slows. If question marks do not succeed in becoming a market leader, then after perhaps years of cash consumption, they will degenerate into dogs when market growth declines. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share.
Stars are units with a high market share in a fast-growing industry. They are graduated question marks with a market or niche leading trajectory, for example: amongst market share front-runners in a high-growth sector, and/or having a monopolistic or increasingly dominant unique selling proposition with burgeoning/fortuitous proposition drive(s) from: novelty (e.g. Last.FM upon CBS Interactive's due diligence), fashion/promotion (e.g. newly prestigious celebrity branded fragrances), customer loyalty (e.g. greenfield or military/gang enforcement backed, and/or innovative, grey-market/illicit retail of addictive drugs, for instance the British East India Company's, late-1700s opium-based Qianlong Emperor embargo-busting, Canton System), goodwill (e.g. monopsonies) and/or gearing (e.g. oligopolies, for instance Portland cement producers near boomtowns),[citation needed] etc. The hope is that stars become next cash cows.
Stars require high funding to fight competitions and maintain a growth rate. When industry growth slows, if they remain a niche leader or are amongst market leaders they have been able to maintain their category leadership stars become cash cows, else they become dogs due to low relative market share.
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Early Balanced Scorecard articles by Robert S. Kaplan and David P.Norton[4] proposed a simple design method for choosing the content of the Balanced Scorecard based on answers to four generic questions about the strategy to be pursued by the organization. These four questions, one about finances, one about marketing, one about processes, and one about organizational development evolved quickly into a standard set of "perspectives" ("Financial", "Customer", "Internal Business Processes", "Learning & Growth"). Design of a Balanced Scorecard became a process of selecting a small number of objectives in each perspective, and then choosing measures and targets to inform on progress against this objective. But very quickly it was realised that the perspective headings chosen only worked for specific organisations (small to medium sized firms in North America - the target market of the Harvard Business Review), and during the mid to late 1990s papers began to be published arguing that other sets of headings would make more sense for specific organization types,[5] and that some organisations would benefit from using more or less than four headings.[6]
Despite these concerns, the 'standard' set of perspectives remains the most common, and traditionally is arrayed on the strategy map in the sequence (from bottom to top) "Learning & Growth", "Internal Business Processes", "Customer", "Financial" with causal arrows tending to flow "up" the page.[
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Quadrant III Grand Matrix Strategies
Using a Grand Strategy Matrix approach, what strategies are recommended for a firm that is a weak competitor in a slow-growing market? Elaborate on what these strategies could mean for a college or university.
200 words, apa citation
Solution Preview
The grand strategy matrix is a structured outline of procedures that a business could perform if it finds itself in one of four competition environments: 1) Quadrant I - rapid market growth and strong competitive position; 2) Quadrant II - rapid market growth and weak competitive position; 3) Quadrant III - slow market growth and weak competitive position; and 4) slow market growth and strong competitive position.
Quadrant III, which is slow market growth and weak competitive position, represents the most difficult of the environments in terms of business success. Four strategies that could be used by a business in that position is retrenchment, related unrelated diversification, conglomerate diversification and liquidation divestiture.
The order of quadrant I
Copyright Data Quadrant Model - Ronald Damhof
The chaos of quadrant III
The un-order of quadrant IV
The "order" of quadrant II
Entropy in the Data Quadrant Model is lowest in quadrant I, higher in II, even higher in IV and highest in III. If we do not actively decrease it, we tend to loose the value of (the) data(-platform) and we will find ourselves investing huge amounts of Euro's to do the same thing over and over again (like Groundhog Day) or spending huge amounts of Euro's to control an 'out-of-control-beast'. Unfortunately, I have seen and still see this a lot.
In an ultimate open system1, entropy can not decrease. In the universe the entropy will only increase (and eventually we all die). However, the Data Quadrant Model is a closed system. And in a closed system we can decrease entropy. How?
There are roughly three important directions in which entropy is to be decreased actively:
Decreasing entropy from III to I
Screen Shot 2015-05-16 at 17.09.10
Decreasing entropy from IV to II
Decreasing entropy from II to I
(I describe these in the details of this post. Warning it is not for the faint-hearted)
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Managing the Change Process
Change management involves collaboration between all employees, from entry-level to top-management
Although there are many types of organizational change, the critical aspect is a company’s ability to win the buy-in of their organization’s employees on the change. Effectively managing organizational change is a four-step process:[citation needed]
Recognizing the changes in the broader business environment
Developing the necessary adjustments for their company’s needs
Training their employees on the appropriate changes
Winning the support of the employees with the persuasiveness of the appropriate adjustments
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Choosing What Changes to Implement
When determining which of the latest techniques or innovations to adopt, there are four major factors to be considered:
Levels, goals, and strategies
Measurement system
Sequence of steps
Implementation and organizational changes
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The Plan-Do-Check-Act Cycle, created by W. Edwards Deming, is a management method to improve business method for control and continuous improvement of processes and products. It consists of four stages:
Plan - establish objectives and processes
Do - implement the plan, execute the process, make the product
Check - study actual results and compare against the expected results
Act - enact new standards[
Seth Godin has a linchpin quadrant of discernment (long view thinking!) and passion (see graph pg. 181) to create positive traction, speak truth to power, and over-deliver.
Those with discernment and are passive are bureaucrats
Those who are attached and passive are whiners
Those who are attached and passionate are fundamentalist zealots
Those who are passionate and with discernment are linchpins
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Change Management Foundation and Model
The Change Management Foundation is shaped like a pyramid with project management managing technical aspects and people implementing change at the base and leadership setting the direction at the top. The Change Management Model consists of four stages:
Determine Need for Change
Prepare & Plan for Change
Implement the Change
Sustain the Change
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Seth Godin has a linchpin quadrant of discernment (long view thinking!) and passion (see graph pg. 181) to create positive traction, speak truth to power, and over-deliver.
Those with discernment and are passive are bureaucrats
Those who are attached and passive are whiners
Those who are attached and passionate are fundamentalist zealots
Those who are passionate and with discernment are linchpins
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Jerusalem has throughout history been seen as the Axis Mundi
During its long history, Jerusalem has been destroyed at least twice, besieged 23 times, attacked 52 times, and captured and recaptured 44 times.[2] The oldest part of the city was settled in the 4th millennium BCE.[3] In 1538, walls were built around Jerusalem under Suleiman the Magnificent. Today those walls define the Old City, which has been traditionally divided into four quarters—known since the early 19th century as the Armenian, Christian, Jewish, and Muslim Quarters.[
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According to New Age philosophies the chakana (or Inca Cross) symbolizes for Inca mythology what is known in other mythologies as the World Tree[citation needed]. The stepped cross is made up of an equal-armed cross indicating the cardinal points of the compass and a superimposed square. The square is suggested to represent the other two levels of existence. The three levels of existence are Hana Pacha (the upper world inhabited by the superior gods), Kay Pacha, (the world of our everyday existence) and Ucu or Urin Pacha (the underworld inhabited by spirits of the dead, the ancestors, their overlords and various deities having close contact to the Earth plane). The hole through the centre of the cross is the Axis by means of which the shaman transits the cosmic vault to the other levels. It is also said to represent Cuzco, the center of the Incan empire, and the Southern Cross constellation.
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