Six common characteristics of very smart people

FROM THE SERIES «THE GENIUS BEHIND» THE BBC

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There is some truth secret recipe on how someone can turn into a genius? The truth is as attractive as it sounds this idea, chances are very small. But there are some common characteristics of very shifty people the BBC identified and introduced us.

Within six interviews made by journalists of the British public television to six scientists and inventors who have been distinguished for their intelligence, the BBC has some advice on how can someone, if not able to become like them, at least to improve themselves.

1) Seek alternative road

The conclusion is reached in the case of Sarah Segker, an astrophysicist at MIT, which was  against the initial skepticism argued that the answer to the failure of telescopes to ‘trap’ a detect for possible signs of life on other planets is finding their indirect footprint in the planet’s atmosphere. Do not blindly follow the dominant paradigm, look for alternative even against the initial review, propose new roads, innovation is a sign of intelligence!

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THE BUSINESS ORGANIZATION IS A DYNAMIC SYSTEM

Dr. John Psarouthakis, Executive Editor, www.BusinessThinker.com and former founder and CEO of JPIndustries, Inc., a Fortune 500 industrial group.

For CV details go to:
https://www.linkedin.com/in/johnpsarouthakis/

Each word in the term, Dynamic Business Planning Model has a special meaning. I use the term dynamic to signify the ever-changing conditions that organizations face outside the firm–and changing management strategies required to keep up with these changes on the inside. Global competition, court rulings, and the changing caliber of job applicants are all examples of these external dynamics.    Because of these dynamics, effective strategy requires frequent review and assessment.

When we speak of a dynamic, I allude to qualities of organizations defined by open systems theory. According to that view, frequent response and adaptation to environmental changes is critical to survival. Though the eight issues remain the same, to grow profitability, the approach you must take to manage each issue changes over time. The open systems view also sees the organization as a collection of interdependent parts. Change one, and it affects the others. You cannot treat any one aspect–be it accounting, marketing, or technical–in isolation.

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THE DYNAMIC BUSINESS PLANNING MODEL


Dr. John Psarouthakis, Executive Editor, www.BusinessThinker.com and former founder and CEO of JPIndustries, Inc., a Fortune 500 industrial group.

 

For CV details go to:
https://www.linkedin.com/in/johnpsarouthakis/

A Dynamic Business Planning Model is a model of organization effectiveness based on both the classical goal approach and open systems theory ideas pioneered by researchers at the University of Michigan’s Institute for Social Research, including Robert Katz, Robert Kahn, and Basil Georgopoulos. See reference book at the end of this article.

Borrowing from the classical goal approach, for-profit firms depend upon financial viability to survive.

A financially viable company can pay its bills when they are due and operates at a profit.

Simple enough. But achieving financial viability is much more complicated than merely determining objectives for profit and production of goods and then setting out to achieve those goals. This Model defines the issues you must manage to assure financial viability, including market strategy, work flow, resource acquisition, human relations, resource allocation, public relations, and technical mastery. Successful corporate strategy must tackle each of these issues.

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