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 #9 – Ethics of Power [2 pages]
An Executive Concern: Business Owners and Executives
“Power” in competitive situations means businesspeople or a business have superior competitive capabilities, or competitive advantages.
It means businesspeople have a (1) superior philosophy, (2) strategic and competitive knowledge, and (3) Ethics of Power.
“Ethics” are standards of conduct aimed at, or based upon, a set of values such as moral values, safety values, financial values or increasing one’s “relative power” to compete successfully to earn a living or become rich.
“Ethics of Power” are the standards of conduct IR#4 Businesspeople use every day, all day, when they learn, communicate, coordinate thought and action, and produce steady streams of fresh, new offers, practices, narratives and strategies (OPNS).
Designing OPNS that are highly valued and scarce relative to demand is an example of Ethics of Power.
Other Ethics of Power include:
Always executing The Aji Source Fundamental Strategy
Moving first, fast and persistently in competitive situations
Quitting IR#3 business philosophy and practices
Establishing identities of superior trustworthiness, value, authority and leadership
Always thinking and acting with dignity
* There are more than 30 Ethics of Power listed in the book, Aji, and IR#4 Business Philosophy.
“Aji” uses three different orientations to design Ethics of Power. They can be:
1. Categorical
These EoP are used at all times and under all circumstances because they must always exist, such as remembering financial ambitions and executing The Aji Source Fundamental Strategy.
2. Contextual
These EoP are used differently in different competitive situations depending upon the threats that need to be avoided, the obligations that need to be fulfilled and the opportunities that need to be exploited to fulfill businesspeople’s financial, career and business intentions, such as educating younger businesspeople differently than those with decades of history.
3. Consequential
These EoP are designed and used depending upon the outcomes, or consequences businesspeople intend to produce, such as using any of 20 different “Aji” methods to design steady streams of fresh, new, highly valued and scarce offers, practices, narratives and strategies.
Ethics of Power are “financial” because they are used to make money. Their focus is on producing and increasing businesspeople’s competitive capabilities and advantages using their computers and the internet as the global marketplace evolves.
They are required in IR#4 because they enable businesspeople to execute The Aji Source Fundamental Strategy, especially Networks of Capabilities anywhere in the world, strategically and competitively enough to earn a living or become rich.
Ethics of Power are used to design and execute action intended to increase businesspeople’s, or a business’, relative power to produce highly valued and scarce offers, practices, narratives and strategies.
They are used to compel and seduce Buyers — colleagues, customers, employers, employees and vendors — to accept offers quickly (lowest possible transaction cost) and increase their willingness to pay a premium (highest possible purchase price).
They are “strategic” because using them increases businesspeople’s capabilities to execute, improve and design new action plans.
They are “competitive” because they increase businesspeople’s competitive capabilities and advantages, e.g. autonomous competitive learning, establishing superior identities, executing The Strategy, etc.