Aji Fundamental Knowledge
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The Fundamental Human Concerns and Their Existential, Strategic and Competitive Utility15 Topics
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The Fundamental Human Concerns [10 pages]
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FHC #1 - Body [9 pages]
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FHC #2 - Family [3 pages]
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FHC #3 - Work [2 pages]
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FHC #4 - Play [4 pages]
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FHC #5 - Sociability [5 pages]
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FHC #6 - Education [3 pages]
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FHC #7 - Money [3 pages]
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FHC #8 - Career [2 pages]
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FHC #9 - Membership [2 pages]
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FHC #10 - World [2 pages]
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FHC #11 - Dignity [6 pages]
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FHC #12 - Situation [3 pages]
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FHC #13 - Spirituality [3 pages]
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The Chronic “Crisis of Meaning”
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The Fundamental Human Concerns [10 pages]
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The Fundamental Business Concerns and Their Financial, Strategic and Competitive Importance In IR#425 Topics
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The Fundamental Concerns for Business and the "Spine" [12 pages]
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Using The Spine of Career and Business Concerns to Build Capital Structures [6:30]
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FBC #1 - Constitution of Fundamental Offers to the Marketplace (Spine) [2 pages]
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FBC #2 - Finance: Capital Structures (Spine) [2 pages]
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FBC #3 - Politics [1 page]
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FBC #4 - Technology [1 page]
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FBC #5 - Education / Knowledge [2 pages]
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FBC #6 - Identities of Superior Trustworthiness, Value, Authority and Leadership (TVAL) [2 pages]
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FBC #7 - Organizational Design [2 pages]
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FBC #8 - Leadership [1 page]
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FBC #9 - Ethics of Power [2 pages]
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FBC #10 - Membership [2 pages]
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FBC #11 - Anticipating [2 pages]
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FBC #12 - Strategy, Planning (Spine) [1 page]
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FBC #13 - Marginal Practices [2 pages]
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FBC Operational Concerns: Presidents, Vice Presidents, Managers [1 page]
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FBC #14 - Managing [2 pages]
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FBC #15 - Resources [1 page]
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FBC #16 - Selling (Spine) [2 pages]
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FBC #17 - Production of Products and Services [1 page]
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FBC #18 - Finance: Accounting (Spine) [1 page]
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FBC #19 - Distribution [1 page]
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FBC #20 - Marketing [1 page]
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FBC #21 - Design of New, Specific Offers, Practices, Narratives and Strategies (OPNS) (Spine) [2 pages]
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FBC #22 - Trust Production [1 page]
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The Fundamental Concerns for Business and the "Spine" [12 pages]
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The Fundamental Marriage Concerns17 Topics
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A Conversation About Marriage [24:39]
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The 14 Permanent Domains of Concern for Marriage [4 pages]
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MC #1 - Our Vows, the Ethics of Our Marriage [15 pages]
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MC #2 - Companionship, Intimacy and Sex [18 pages]
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MC #3 - Immediate Concerns [4 pages]
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MC #4 - Work and Career [5 pages]
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MC #5 - Growing Old [2 pages]
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MC #6 - Retirement [3 pages]
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MC #7 - Raising Children [3 pages]
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MC #8 - Membership and Discourse [2 pages]
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MC #9 - Public Identity [2 pages]
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MC #10 - Building Income and Accumulating Wealth [4 pages]
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MC #11 - Play [2 pages]
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MC #12 - World [3 pages]
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MC #13 - Trustworthiness and Dignity, Virtues and Vices [8 pages]
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MC #14 - Planning [2 pages]
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The Permanent Domains of Human Concerns [1 page]
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A Conversation About Marriage [24:39]
FBC #7 – Organizational Design [2 pages]
An Executive Concern: Business Owners and Executives
An “organization” such as career, business or computer is an arrangement of components.
A chair, for instance, is an arrangement of legs, a seat and a back that enables people to sit.
A business is an organization of people who are able to make and keep the commitments needed to fulfill people’s financial intentions, e.g. owners, employees and vendors, or owners, executives, managers, supervisors, salespeople and individual workers.
An offer is an organization of commitments to (1) fulfill conditions of satisfaction, (2) deliver goods and services, (3) transfer ownership, (4) accept delivery and (5) pay a purchase price.
Everything physical, biological, linguistic, social, cultural or individual, including every business and every offer, practice, narrative, strategy, good or service is an organization of components with properties to affect one another that must exist in order for the organization to be what it is, or to fulfill someone’s intentions.
Butterflies, test equipment, fishing rods, lathes, screwdrivers and sponges are all organizations of components that must exist and whose properties to affect one another in that arrangement of components make them what they are.
IR#4 businesses are organizations of people who are able to make and keep commitments to produce steady streams of fresh, new strategic and competitive outcomes that they use strategically and competitively to fulfill their financial intentions.
Therefore, when business owners and executives hire people for their organizations, they first seek the “human capital” who are able to make and keep the commitments they need in order to “make money”, earn a living or become rich.
Then they arrange or organize them so their commitments and actions to fulfill those commitments create the internal relationships required to produce outcomes that will fulfill their intentions.
Depending upon a business’ organizational design,
… or the way businesspeople design the organization of their Networks of Capabilities,
… or the people and the commitments they are able to make and fulfill, and how their commitments and actions with one another are arranged,
… the organization can produce and increase its tactical and strategic capabilities and advantages such as being first to market or having highly valued capabilities because of superior complexity
… and enable businesspeople to earn and save enough money to survive, adapt to life’s always changing circumstances and live a good life with their spouse until they are at least 90-years old.
This makes how businesspeople design their organizations, or networks, careers and businesses, important “financially”.
Businesspeople use “Aji” to design their careers and businesses to double their incomes.
They build networks, careers and businesses with people able to make and fulfill commitments that execute The Aji Source Fundamental Strategy in their specific markets, or their goods and services,
… and then arrange them, or coordinate their commitments and practices,
… so that they relate to one another in ways that produce financial outcomes to fulfill their financial, career and business intentions.
Organizational design is “strategic” because depending upon businesspeople’s intentions when they design their networks, careers and businesses, and the skills they have to fulfill those intentions such as those produced when using “Aji”,
… businesspeople increase their competitive capabilities and advantages needed to execute, improve and design new competitive strategies.
It is “competitive” because the intentions and skills with which an organization is designed — or its components produced and arranged — can produce and increase its competitive capabilities and advantages, productivity, value and incomes.