This article picks up where the last one left off. It is the next conceptual excerpt from my research paper (still in progress).

"We can't solve problems by using the same kind of thinking we used when we created them."-- Albert Einstein

It is this understanding that stands at the heart of the concepts being developed in my current work. The abstract concepts that are revealed in the Cultural Fusion series have very practical applications for businesses and communities.

On the B2B front, this period has been marked by increased costs for petroleum-based products, fuels, metals, and various building supplies, such as concrete, steel, copper, and zinc. These conditions are likely to persist, applying pressure on the economies of countries. With inflation on the upswing, continued growth spanning multiple sectors is vital to successfully riding out whatever storms the future may have in store. In the previously cited example of the steel and railroad industry, the impact transformed every sector touched by transportation, and what sector was not?

That was the late 1800s, and today another tipping point is at hand. And nothing in history has prepared us for this new product, which is not based on the model of proprietary ownership and physical goods. While this may be the information age, what is emerging is as an undeniable truth that all information is not valued equally. Celebrity gossip lacks the significance of knowledge, the most valuable information being shared on the web.  It is the combination of Internet-deployed knowledge information (via customer relationship management — CRM strategy) and creativity (as an asset) that threatens to upset the economic, as well as the social, applecart.

The community and environmental circumstances combine to create the ecosystem for business decision making which is illuminated by the following passages-

 
In “Creating a Culture or Responsibility” Yasuhiko Genku Kimura writes,

 
“Today we live amid a pandemic of irresponsibility—irresponsibility within governments, business, education, the media, the arts, academe, and other sectors. In this culture of rampant irresponsibility, responsibility as such has become almost a forgotten ethical value and moral virtue. However, it is the responsible action that alone carries with it the requisite integrity that brings about real change. Therefore, unless we can transform the present culture of irresponsibility into a culture of responsibility, social movement of any kind, including peace movements, will bear only bitter fruit, if any.”

 
Important dialogues are required to build the needed bridges and creativity tempered by good will is essential to accomplishing global social responsibility as a way of living/doing business. Has the time come to ask questions about the nature and roles of love and Attention in commerce?

 
Ronald Wopereis’ ATTN: A New theory of attention- part one suggest as starting points in undertaking this exploration:

“Love and Attention are high and low tide of our energy system.

 Love is the food, flowing from the whole to its parts.

 Where there is a movement, there is also a countermovement.

Attention is the existential emptiness, the flow backwards from the parts to the whole.

And then there is the holon, the whole for its parts and parts within the whole.”

 
This discussion seeks to overcome a problem with no historical precedent (with regard to the potential economic and social consequences). Persistent and intractable problems such as poverty, HIV, war, and global warming have made it clear that when business growth harms the communities that house them, the business will not survive long.

This is especially the case today when national economies are so interconnected that a dire situation in one will have repercussions worldwide. In fact, at the most fundamental levels, such an approach to growth is counterproductive to the wealth building that can relieve the mounting burdens associated with these problems. Here, the focus is not on these problems; rather, the spotlight is directed squarely on one possible solution, namely, radical inclusion as a CRM strategy that targets the creative community as an emerging market. Furthermore this is done with an expanded understanding of profit that includes social capital.

Yvette Dubel is the founder of WebAntiphon Corporation and author of many articles that have been published both online and in print. She is known for delivering insights that cut to the chase with incisiveness and authentic creativity that comes from an intuitive understanding of relationships between people, products and concepts. Learn more at http://www.webantiphon.com

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