The equation of unified knowledge says that S = f (A,P) which means that the practical solution to a given problem is a function of the existing, empirical, actual realities and…
Abstract
The equation of unified knowledge says that S = f (A,P) which means that the practical solution to a given problem is a function of the existing, empirical, actual realities and the future, potential, best possible conditions of general stable equilibrium which both pure and practical reason, exhaustive in the Kantian sense, show as being within the realm of potential realities beyond any doubt. The first classical revolution in economic thinking, included in factor “P” of the equation, conceived the economic and financial problems in terms of a model of ideal conditions of stable equilibrium but neglected the full consideration of the existing, actual conditions. That is the main reason why, in the end, it failed. The second modern revolution, included in factor “A” of the equation, conceived the economic and financial problems in terms of the existing, actual conditions, usually in disequilibrium or unstable equilibrium (in case of stagnation) and neglected the sense of right direction expressed in factor “P” or the realization of general, stable equilibrium. That is the main reason why the modern revolution failed in the past and is failing in front of our eyes in the present. The equation of unified knowledge, perceived as a sui generis synthesis between classical and modern thinking has been applied rigorously and systematically in writing the enclosed American‐British economic, monetary, financial and social stabilization plans. In the final analysis, a new economic philosophy, based on a synthesis between classical and modern thinking, called here the new economics of unified knowledge, is applied to solve the malaise of the twentieth century which resulted from a confusion between thinking in terms of stable equilibrium on the one hand and disequilibrium or unstable equilibrium on the other.
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In October financial analysts Capel‐Cure Myers had the intriguing idea of putting on a seminar centred largely around the stories of three major retail companies — Burton…
Abstract
In October financial analysts Capel‐Cure Myers had the intriguing idea of putting on a seminar centred largely around the stories of three major retail companies — Burton, Debenhams, and Tesco — all of whom have been through pretty rough times over the last decade or so but have managed, relatively recently, to achieve successful turn‐rounds — to show improved turnover and profit figures, in effect, to “regenerate”. In each case the chief executives of these companies spoke frankly about the mistakes their organisations had perpetrated, and the solutions they had adopted to bring about essential change. Intriguingly, though the companies are all very different in their retail formats — a grocery multiple, a specialist clothing chain, and a department store group — yet they had several solutions in common. Ralph Halpern of Burton pinpointed the secret of his success as “multi‐strategy market positioning”, which means identifying specific segments of the market and operating several companies with clear identities which are positioned to appeal to them. Much the same was done by Debenhams, who found in the early 70s that their traditional middle‐class department store market had faded away with Edward Heath's three‐day week and the power cuts, and they had to position themselves to appeal to an entirely different clientele. And all three companies emphasise the need for efficient systems of information technology. “Historically,” says Tesco's Ian MacLaurin, “we traded in goods. Now we trade in information too.” Remarkably, and an added factor which makes the achievement of these companies more striking, is the fact that recovery, for all three, took place against a background of the worst recession this country has seen for several decades.
Sighs of relief in the Cabinet. Edward Heath has told his Top Team that they are safe from the axe, barring accidents, for at least another year. The Prime Minister, operating…
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Sighs of relief in the Cabinet. Edward Heath has told his Top Team that they are safe from the axe, barring accidents, for at least another year. The Prime Minister, operating under the dictum that his ministers must be given time to achieve results in their departments, has decided against a major Cabinet re‐shuffle until the end of the Conservatives' second parliamentary session—the autumn of 1972.
As we wallow in the self‐pitying gloom of a British winter bandying words like depression, recession, unions and greed, we short‐sightedly forget what the Club of Rome or…
Abstract
As we wallow in the self‐pitying gloom of a British winter bandying words like depression, recession, unions and greed, we short‐sightedly forget what the Club of Rome or “Blueprint for Survival” preached a few years back; what Edward Heath reminded his audience of a few weeks ago—that Britain imports 50% of her food and that the world's population will double by the turn of the century. Supplies—and time—are running out. At a recent Kemp‐Gee conference held in London, Ian MacLaurin examined “reality” for today's food retailer and predicted that by the '80s there will be only five major food multiples left in business—and to a large extent myopic management will be to blame. The time has come to stop fooling ourselves, he urged, and face the moment of truth before it is too late.
British strikers top of the world league for State subsidies AS THE CABINET sweats it out in the never‐ending battle to win industrial peace, Edward Heath has told Sir Keith…
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British strikers top of the world league for State subsidies AS THE CABINET sweats it out in the never‐ending battle to win industrial peace, Edward Heath has told Sir Keith Joseph to keep sitting on a political time bomb—despite the fact that the Social Services Secretary is showing increasing signs of discomfort.
Jonathan Winterton and Ruth Winterton
In 1972, the NUM defeated Edward Heath's public‐sector incomes policy, and two years later contributed to his Government's downfall. The miners' militancy, which exploited the…
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In 1972, the NUM defeated Edward Heath's public‐sector incomes policy, and two years later contributed to his Government's downfall. The miners' militancy, which exploited the bargaining opportunity created by the return to industry‐wide pay determination and the oil shock of 1973, led to the tripartite agreement Plan for Coal, which appeared to guarantee a future for Britain's coal industry after 17 years of decline. From the return of the Conservatives under Margaret Thatcher in 1979, however, the industry experienced further decline, which accelerated after the defeat of the 1984–85 strike. The demise of the coal industry has inevitably been accompanied by a dramatic reduction in the Union's bargaining power, but the campaign against the colliery closures announced in October 1992 suggests that an obituary for the former ‘vanguard of the labour movement’ would be premature.
These extracts from a speech given by Mr Heathto the Royal Institute for International Relationsand the College of Europe, in Belgium, 1989 offera clear view of a genuine European…
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These extracts from a speech given by Mr Heath to the Royal Institute for International Relations and the College of Europe, in Belgium, 1989 offer a clear view of a genuine European economy. From the founding treaties to the Single European Act; the issue of sovereignty; the Single European Market and the European Monetary System (EMS); a single thread is traced – “We in Britain are Europeans”. The historical, pertinent and present‐day arguments for European integration are unfolded.
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In the wake of Margaret Thatcher's remarks about a referendum to settle a union‐Government confrontation, author and business consultant, Stanley Alderson, examines the…
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In the wake of Margaret Thatcher's remarks about a referendum to settle a union‐Government confrontation, author and business consultant, Stanley Alderson, examines the practicability of referenda in industrial relations matters. He argues that a public vote would be inappropriate in the heated climate of ‘confrontation’, but a sensible method for sounding out public opinion on intended labour laws before they reach the statute book.
THE PECULIAR calendar of publication of this and other monthly journals makes anything approaching actualité impossible. To appear seasonable in the December issue, we have to go…
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THE PECULIAR calendar of publication of this and other monthly journals makes anything approaching actualité impossible. To appear seasonable in the December issue, we have to go all Christmas Crackers early in October when saner men are in their gardens trying to burn wet leaves.
While leaders of both the major political parties are hiding behind a pay policy smokescreen, the strong unions are out on the battlefield causing industrial havoc. What can be…
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While leaders of both the major political parties are hiding behind a pay policy smokescreen, the strong unions are out on the battlefield causing industrial havoc. What can be done to restore order? Stanley Alderson examines events leading up to the present disruption and the lesson which can be learned.