Faith and Belief January 23, 2007
Posted by The Probabilist in : [Articles], Consciousness, Creativity, Personal Growth, Philosophy, Beliefs, Vision, Abilities, History , 3 commentsWhich one do you subscribe to? This is a question of either relying on rationality or spirituality when it comes to getting adequate explanations to matters in life that science can’t address. Some people may hold the initial perspective that men of faith are those too simple and deluded to understand that atheism, duality, the theory of evolution or the absence of afterlife is the correct way to explain the universe, and some people that men of reason are those missing out on what life (and death) has to offer since they work their brains off to show that there’s no proof behind theism, non-duality, theory of divine creation or afterlife/reincarnation.
Let’s take it from the top. Belief is the mind pattern saying that proof and belief go hand in hand. Without proof, you won’t believe. Alternatively, without belief, no proof will present itself. Faith, on the other hand is a form of belief without any sort of proof. One could also say that the way I delve into something new, as explained in the link above, is that faith gets transformed into belief. I think it’s a very powerful realization that you can start out with blind faith, see whether a proof appears to you and draw your conclusions from there, and only if you’ve personally conducted this experiment first-hand.
This doesn’t come without risk or peril though as hard-core rational thinkers like to express their view on the matter. They reason that if you would e.g. start to show faith in God, then your mind and senses will start to play tricks on you and you would end up deluding yourself into believing that God has spoken to you, showed his might and power somehow or proven His existence through any other imaginable way. How can you tell if that’s the correct interpretation or if a divine power truly does influence people’s lives once they start to show faith?
That is entirely for you to decide and hopefully it is or has been a conscious choice. I’d still like to explain how I view this issue and live by. Maybe it’s helpful, maybe it’s delusional. Whatever your opinion, it’s very closely linked to the views I’ve shared on other intangible issues in past entries. So here’s my take on it.
For starters, I’m currently quite centred on the Judging - Perceiving scale of the MBTI, the only one of the four I’ve been a mover and shaker in. I want things to be open-ended and myself to be open-minded. Yet, I also always want to strictly belong to a certain model of belief, reality, causality or understanding that is structured, easy to understand, fulfilling to follow and plays a role in my results and progress as a human being. I find utter indifference in that which I can’t influence.
I’m also a devoted spokesperson on helping people awaken to make choices in their lives. Choices not originating from others’ programming and force, but arising from within, making the most sense and delivering the greatest results and purpose to everyone on a personal level. Since I find so much power behind choices, my greatest weapon in fighting either/or-thinking has been to first ask the following question for myself whenever I encounter issues like this one. “Can I choose both?”
Intangible issues are infinite. My view is that you may be as greedy as you want when it comes to answering these questions, so ask first if two or several choices can co-exist in your mind at the same time. Long-time readers may have noticed that I’m prone to do this. However, sometimes I fight and-thinking by evaluating two concepts that are both accepted in general. I end up eliminating one of them as I’ve found the other one to be useless. When it comes to faith and belief I allow both to exist and I use whichever suits best when I encounter something new and exciting. There’s something good to be found in them both.
Belief is such a fundamental pattern for explaining causality that man simply couldn’t function properly if he didn’t believe in proof. However, the trick lies in not using it excessively, only believing that which already comes with a proof. I think every form of belief that you currently hold was originally a leap of faith. Everything is first faith and slowly more and more of it transforms into belief. As an “unconscious” baby you have faith that somebody will nurture and nourish you. As your senses evolve and you become conscious of being the master of your bodily movements, you have faith that you can stand, walk, talk, touch and do anything that everyone else is doing. Would you rather classify this as seeing proof and then believing? Maybe so, but the truth is that I can’t do and can’t learn to do exactly the same things as others can. We come with different characteristics and abilities, which means that some actions require faith and not belief - if not all, as I view it.
Take for instance the faith in sailing across the Atlantic, the faith in flying through the air, the faith in running a mile under four minutes and the faith in landing on the moon. None of those happened until somebody experimented and decided to make them provable. The proof then turned the faith into belief. Without faith, humanity would not evolve. We would all do only that which we have proof of us being able to do. What humanity is doing is that we constantly take things previously in the realm of faith and transform it into belief. The downside of this progress is that some people have become lost in only accepting belief as their mental model of explaining how the universe works. This is why I subscribe both to faith and belief in helping myself along with everyone else to awaken to their true potential of what they can accomplish.
(2 votes, average: 4.5 out of 5)
Overthrowing the Dreaded Business Failure Rate January 22, 2007
Posted by The Probabilist in : [Articles], Business, Entrepreneurship, Beliefs, Vision, Work, Assets , 4 commentsNine out of ten new business ventures fail within the first five years. I don’t know about you, but I’m tired of hearing and reading that statement - simply because it just isn’t true! I wrote previously in what ways a business may come to an end and I felt I should make some further clarifications and explanations to debunk the 9 out of 10 failure rule for good. Following I’ll present ten different scenarios for businesses that last for up to five years and conclude a more accurate failure rate analysis from the results.
1. The business is still around. This is the one out of ten that still exists and shows a healthy pulse. Congratulations! I hope the business is treating you well and you’re working less while earning more in comparison to being a full-time employee in cubicle land. Remember that during the next five years your chances of survival are still the same as during the previous five years. These words aren’t even remotely discouraging to you or your efforts since you already feel invincible by now. But please do read the following ones just to give yourself a heads-up on possible outcomes that may not be that bad as the failure statistics try to terrorize us with.
2. The business got sold. If this is considered a failure, then count me in. A great portion of business start-ups launch specifically with the vision of being sold for big bucks in the coming years. This certainly isn’t the aim for my own blog venture, but I do wonder what the founders of YouTube have to say about the sale of their business. I’m guessing they’re feeling a bit down seeing as they failed pretty badly - in the statistics of things.
3. A better opportunity presented itself. This is the case of a business being alive for say, three years doing just fine when suddenly some new idea leaves you sleepless at nights. It might be your entrepreneurship contacts and friends deciding to put all heads together and start a completely new and innovative business that has far more potential than your current, slightly above average cash cow company. For the thrill of things and excitement thereof, who wants to run a business that ended up monotonous after a couple of years when there’s a chance of far bigger deals to be made in something completely different? Statistical interpretation: failure.
4. There’s an entity shift. Consider the previous scenario, but instead of joining or creating something completely different, you simply change the entity form to a more suitable one after you’ve noticed changes in your income generation or business model. Maybe you’re successful enough to make it into a franchise system, or you’ve simply decided to move elsewhere while still doing what you already have found yourself successful in. Statistical interpretation: failure.
5. Retirement or health related hindrance. “You’re old, sick and tired - you have failed.” How’s that for a comment to receive when you shake hands with your successor as (s)he takes over your business from you? Note again how this scenario doesn’t tell you anything about how profitable or growing the business has been before the shift happened. Saying that the inevitable or unrelated (e.g. physical accident) is accounted and marked as a failure is just plain silly.
6. Unknown, other or misc. reasons. While I’d like to let you know all possible reasons for a business to close down, there will always be the entrepreneurs checking this box when explaining the fate of their business. My own interpretation is that it is far more likely that these reasons stem from personal choices rather than failure related causes.
7. Not making a go of it. We’re gradually shifting lower and lower in the greyscale of success and failure, getting to a point quite exactly in the middle of both of them. This scenario means that the entrepreneur seized the business because it wasn’t as profitable as it required personal effort and labour. Working 14 hours per day might not be very motivating if you receive the same pay as being a nine to five employee. Note however that once again there’s no failure involved, only subjective opinion of how much the running of the business is worth to the individual entrepreneur.
8. Prevention from further losses. Now we’re getting very close to what some might define failure. This is the scenario where the entrepreneur is red-lining - losing money month after month. However, the creditors are still getting their agreed-upon payments, which means that only the business owner is the suffering party. Is this a case of failure? That’s up to you to decide. And when it comes to personality, defining yourself as a failure has never amounted to anything good compared to just accepting that you’ve tried something that didn’t succeed. Your creditors want you back for your next venture unless you’re occupied with banging your head against the wall and not realizing that you just have to bounce back.
9. Bankruptcy. Failure at last. At this point I have to give in and define this scenario as a failure. Undeniably, there has to be at least one outcome you want to stay away from knowing that nothing good comes out of it. This still doesn’t mean that the entrepreneur behind the business is a failed human being. You will find it long and demanding to dig your way out of the rubble and after that’s done, the future is up to you. Do you throw in the towel or do you learn from your mistakes?
10. The statistical anomaly. Some say the failure rate is 80 % and some say it’s 90 %. I say you decide this for yourself. Appoint this last scenario to any of the other nine ones that you’ve found most dominating over the others. If it’s failure to the worst degree then choose the 80-20 rate and if you think it belongs closer to success then choose the 90-10 ratio. This scenario is you in the making as you give birth to your next business venture.
Conclusions
My objective with this article was to turn the failure rate completely topsy-turvy. I wanted to show in a most simple way that the ratio of success and failure is completely inverted in comparison to what you might have believed previously about entrepreneurial success and failure. While the statistics say that 9 out of 10 fail, I state that 9 out of 10 succeed and only one fails. Note that this analysis does not take into account how common the different scenarios are in comparison to each other.
In my previous article I also defined entrepreneurial failure as the choice to stop being an entrepreneur. I’d also like to apply this statement into the 9 out of 10 rule. An entrepreneur that decides never to fail (as in not having the business vanish within the first five years), lives with the mind-set that they are ready to attempt 10 times before making it big. They know that most often you have to go with trial and error, or the ready-fire-aim approach. However, those who don’t share this mind-set are likely to quit after their first attempt.
When you apply this to the given ratio, it gets distributed something like this:
The most important insight you can gain from this article is that you first have to define for yourself what a successful and what a failed scenario is to you personally. Just because the mainstream statistical notion says that only a business running for at least five years is a success, doesn’t mean you have to think in these terms. Some may define the greatest success scenario as running a business for three years, selling it and retiring for good. Some may define success as running a business until their health stops them. And some are serial entrepreneurs and thrive from the thrill of starting fresh on a frequent time frame - while still being tremendously successful at almost every venture. Make up your own mind what you want to achieve, understand what the statistics mean and start creating your own, personal statistics of success. Failing or attempting a few times may be exactly the experience it takes to gain all the wealth and success that come from the business that ultimately succeeds - strictly under your terms.
(1 votes, average: 3 out of 5)
