A time when time was not Darkness cannot say: “I precede the coming light”, but there is a sense in which light can say, “Darkness preceded me”. Doubtless there is an event, X, in the future, by reference to which we may say that we are at present in a category of Not-X, but until X occurs, the category of Not-X is without reality. Only X can give reality to Not-X; that is to say, Not-Being depends for its reality upon Being. In this way we may faintly see how the creation of Time may be said automatically to create a time when Time was not, and how the Being of God can be said to create a Not-Being that is not God. Dorothy Sayers, The Mind of the Maker darknesslighttimebeing
Thin ice Today the 'depth of our being' stands on thin ice. Juhani Pallasmaa, The Eyes of the Skin: Architecture and the Senses coldbeing
The utter nothingness of being Everything written symbols can say has already passed by. They are like tracks left by animals. That is why the masters of meditation refuse to accept that writings are final. The aim is to reach true being by means of those tracks, those letters, those signs - but reality itself is not a sign, and it leaves no tracks. It doesn’t come to us by way of letters or words. We can go toward it, by following those words and letters back to what they came from. But so long as we are preoccupied with symbols, theories and opinions, we will fail to reach the principle. "But when we give up symbols and opinions, aren’t we left in the utter nothingness of being?" Yes. Kimura Kyūho, On the Mysteries of Swordsmanship The Elements of Typographic Style zenmeaningsymbolsbeingreality
What will be has always been A Quote by Louis Kahn understandinggroup.com Ruins, Rub-outs, and Trash timebeing
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work