A NEW AUSTRALIAN INDUSTRY – GEOLOGY MUSEUM PROGRAM



Short title: A NEW AUSTRALIAN INDUSTRY



A System Development Life Cycle for the Enterprise Resource Planning AND Enterprise Asset Management for A GEOLOGICAL MUSEUM at VICTORIA, AUSTRALIA


PREPARED 9 November 2000, by John D. Hughes Dip. App. Chem. T.T.T.C. GDAIE

Updated 21 March 2001

Last updated 13 April 2001

Uploaded to this website 15 April 2001



This paper discusses the basis of a new Australian industry.


It will comprise a public Museum program addressing the unfinished business of learning. This new Australian industry will open windows on the world for persons around the world.


This new Australian industry will assist in stopping the domestic economy from heading forward to international irrelevance.


One of the reasons the curator of the Museum could find this new industry is that he overcame the ordinary view of business that is at once synthetic and incoherent, like memory.


In preparing a Systems Development Life Cycle (SDLC) of a for-profit geological Museum, we need different persons with different skills to be involved.


We wish to mount systems development with scientific development rather than heuristic methods.


After the initiation stage, the scope of the project is planned followed by analysis, then followed by design then implementation.


Then the systems are reviewed and maintained.


There is little known about what we propose in terms of the new economy.

We need to show the outside system levels and then train the next two generations of information specialists who can operate a geological Museum at a profit.


Proposed use of impressions of the interesting geological times that have formed Australia to overcome sloth and torpor


We posit it is time for Australian religious or social service goals to be changed affectively to balance a dull materialism to overcome sloth and torpor that has entered the mainstream thought of the nation.


It is interesting to note the publicity given to the half dozen Aboriginal art exhibitions touring overseas at present fits within a tradition in European cultures with a long fascination with what Benjamin Genocchio terms “ the exotic and the primitive”.


It is an Australian example of the bulk of the consumption and interpretation of something occurring outside the communities producing it.


Even today, Aboriginal art experts are likely to be anthropologists as much as curators or art historians. The industry is worth $50 million a year and is a example of materialism and marketing at work.


Powerful forces in society and law want aboriginal notions frozen in place and time because they want a static notion of identity and culture.


This is not a critique about art dealing but by making known specimens that illustrate the evidence that gives of balanced scientific theory of the geomorphology of this ancient land.


Materialism holds the view or opinion that nothing exists except matter and its movements and modifications: also, in a more limited sense, the opinion that the phenomena of consciousness and will are wholly due to the operation of material agencies.

The materialist argues we know nothing of mind except as being dependant on material organisation. The existence of mind is well understood in Buddha Dhamma and derivatives of that religion gives a social service imperative that can prosper alongside the materialism of the modern world, against nihilism and eternalism dogmas.


The apparent triumph of materialism seems to be reflected in the new economy and a case might be made that the hearts and minds of persons have been captured by a type of enterprise that does not publish new product as such but delivers created works either free or at a discount price.


We cite the rise and rise of a marketing style that has grabbed the attention of a generation who feed on Napster output to the extent of a claimed 22.5 million users and from Amazon.com with 22.5 million customers.


The US Federal Court has upheld a ruling based on infringement of musical copyright protection against Napster and Amazon.com has yet to make an overall profit from its traffic in discounted books.

It would appear in the new Internet culture speed has become more important than direction.

Human beings have a genius for finding their way into orderly markets, and assigning values.


There is no reason to believe that the diversity of the World Wide Web will overwhelm it and traditional production and warehousing will go to new supply chains for those who can manage them well.


All the upsizing has produced a shift in power, from the editorial offices to the bastions of the marketers. Questions about literature are really irrelevant to them – but there are still readers who crave literature as much as ever.


The publishing culture as a whole is now a culture where marketers rule.

Against such a cultural background, it is hardly surprising that deconstructive criticism ought find a place as postmodernism that is seen as an agent of destruction because its followers do not believe in objective reality or so the story goes.


It has been termed "fashionable nonsense”.


Christopher Morris termed it “the revenge of literature upon philosophy”.


Post-modern theorists notions towards science is essentially and overwhelmingly negative.


Part of the Museum’s self-appointed tasks is to use the power of the wholesome minds to be the champion that defends science and reason against those who wish to “unbuild” the foundations of science.


The prime source of local wealth in the State of Victoria continues to be based on the development of its earth resources through its extractive, mineral and petroleum industries.


These three major industries directly contribute $3.5 billion annually to the Australian economy.


The key challenge of the Geological Survey branch within the minerals and petroleum division is to drive sustainable development this Century.


The influence of technology in changing the nature of education


Bill Gates of Microsoft has great confidence that the Internet is going to change education as fundamentally as it changed when we had printed books.


In a world where performance doubles every 18 months, even relatively mature technologies may have limited life spans.


In the supply chain, we do not have the resources to view ourselves as a general store committed to supply all things on request to all comers.


The Museum is a privately owned organisation and does not have to satisfy everybody’s needs.


We must be understood as saying the tactics we intend to use to operate the Museum use a smaller number of critical considerations than are usual in most of living.


The notion of “value” and restoring meaningfulness in your life


We hold that the term “value” has no precise meaning in psychology.


Value is a way of describing things valued in some other set of terms.


There are two aspects to this “value” notion.


Firstly, when we make a “natural selection” of what specimens we choose to distribute on our Internet catalogue as a beginning, we are not impelled to target specimens that may specifically have excitement value for those of lower socio-economic status.


There is strong evidence that the use of drugs, such as alcohol, goes across many socio-economic groups and that persons use it to improve their bleak or painful life situations.


It may serve as a focus to provide a sense of meaningfulness where meaning is otherwise lacking.


The second case is that this lack of meaning can arise from a dull job or a lifeless marriage, when emotional investments are made elsewhere.


In modern industrial society, lack of sense that one’s life is meaningful has taken on the proportions of a major social problem.


Viktor Frankl (1967) calls it “noogenic neurosis”.


Dealing with it presents a problem of affective engineering- of finding ways to rearrange person’s lives or the way they view their lives so as to restore to them a sense of meaningfulness.

Loss of value from persons having depressed moods is well known because such moods lower the value of virtually everything.


Interactive learning using the virtual and real Museum


The second stage of open learning evolved in Australia as a particular form of distance education characterised by use of the broadcast media and designed to provide open access to tertiary education.


The first stage was correspondence courses provided by post.


In 1994, the Commonwealth of Australia abandoned the notion of supporting a small number of distance education Centres, instead favouring the mixed mode of delivery from all institutions.

The third stage of distance education online has a potential for interactivity and student directed learning.


University communications switched from journalism to marketing mode.


We wish to provide an online virtual and a real Museum having a wide range of specimens where persons can learn about the scientific method behind geology without taking examinations.


Within our base collection we have many commercial ore samples.


Australians have stories of almost mythic proportions about stuff dug from this continent.

It was mineral wealth (gold) that first attracted large numbers of persons to Australia, and mining still ranks as one of the major industries in this country.


Traditionally, coal mined in Newcastle and Sydney in New South Wales, at Ipswich in Queensland and brown coal in Victoria supplied the fuel for industry and for making affordable electricity.


Hydroelectric power from the Snowy Mountains and use of natural gas for electricity supplies came with later development.

Silver, lead and tin are generally found together and were produced at Broken Hill in New South Wales and Mount Isa in Queensland.


Copper was produced at Mount Lyell in Tasmania, tin in New South Wales and Tasmania and iron at Iron Knob near Spencer Gulf, and Yampi Sound on the North West coast.


Earth sciences are well placed to get funding for research and small groups, even a single individual, did some of the best university research.

The work of physical vulcanologist Ray Cas of Monash University had implications for mineral damage and for governments concerned to minimise property damage and loss of life in the wake of volcanic explosions.


By telling various stories over and over to hobbyists we supplement academic publicity by encouraging geologists to write of their success and their lived experience in the field in the form of case study to inspire others.

It is expected that when we provide fresh case studies written in a style that is not too journalistic but stresses how a researcher’s motivation to achieve synergy to reduce the abrasion between administration and research can help attitude towards flexible thought.

John does not put a limit on the gifts of specimens he plans to accept for his Museum. The most important priority for responsiveness to take place is to avoiding the weight of procedures that must place with a commercial organisation of full opportunities.


Mr. Avi Olshina of Geologist Mineral Resources recently made a large donation of rocks from the Department of Natural Resources and Environment, originating from the State of Victoria, Australia, to Geology Museum@Upwey.

At our Museum we place great value on preventing the degradation of the lived existence of members of the “connected society”.


These persons will have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work.


The old work was not free of stress but at least there was some feeling of power over the work.


It has been suggested that much depression that is work-related is also associated with a feeling of powerlessness.


It has been reported that the profound effects on stress levels of the general population in the new market place has lead the World Health Organisation to predict that by 2020 stress will account for half of the top ten medical problems in the world.


When the substance of a person’s work life as regards nearly all aspects of their work is in another person’s hands and, work becomes the central feature of their life, it ought come as no surprise that he or she looks for stress relief outside the reward of hard work.


Many persons seek relaxation from stress by adopting life styles that involve sport competition with their peers even if the type of relaxation itself involves a pretence risk and is favoured by the upwardly social mobile.


When a place of mass employment, be it a mine, a head office or a factory or supply depot can close almost overnight and dismiss or request a workforce to move to another location interstate or overseas, how can full ownership of property near the place of work afford peace of mind and security?


In the earlier industrial age experienced by their parents, it was not often that the place of mass employment whether it was a head office having clerical workers and layers of managers or a main factory or even the local gas works was likely to shut down without notice.


Nowadays with the rapid pace of change, repetitious re-structuring within the context of globalisation means that all layers of the organisation are working harder and trying harder.


None are exempt from the anxiety of work place change and restructure. This creates a climate of stress – and a need for leisure and entertainment in briefer and more meaningful episodes.


The Museum is structured to answer some of these needs.


What Does this Website do?


To help answer this complex question, John has provided us with the present draft of part of the theory of what the Founder sees ought to be adopted as a code of practice for ACTUALISERS OF THE MUSEUM.


The Owner of this Museum is well known for his logic and compassion.

Western philosophy has long concerned itself with how a person and the world relate. Western ethics advises a person about the proper manner in which to act towards the world and the other people in it.


Ontology reveals the latent structure of being that governs the relation.

The Museum ontology requires careful explanations because, at times, it introduces unfamiliar neologisms from the viewpoint of Western cultural traditions, such as, for example, the notion of blessings from the Dragon King. Such notions are commonplace in Buddhist cultural perceptions.


In isolation, the Dragon King would simply be potential or nascent.

The materialisation of the contents of the Museum as gift to the Dragon King by its founder/owner creates a field of interest that is constituted somewhat like a series that includes works of art, associates, and other things that interest some persons.


Just recently, we found a useful framework given by a Western-trained researcher at Melbourne University, Paul Fearne, in his paper on Relational Materialism – The Microcosm (2000) in which he has written about actualisers that form a potentialised state.


He posits three types:


  1. Hylic – art, musical instruments, anything that is composed of inanimate matter.


  1. Biogenic – trees, food, flowers – things that are living, but do not maintain a mind.

  1. Noetic – thoughts, emotions, perceptions, and visual imaginings – those things associated with the contents of the mind.


A person enjoys being in relation to other people who share not only similarities with them, but also differences.


John is happy to use this unique framework at times to describe how the MUSEUM can get started.


The next building planned will be at Philip Island and will hold 90% of the Museum specimens. The other 10% will be held at 33 Brooking Street, Upwey.


The critical areas that will create bottlenecks are the physical capacity limitations of the infrastructure to store the specimens. Suite 10 is near 60% of storage capacity.


Minimum display space at Philip Island Storage could drop to $2.50 per specimen.


Minimum display space for the Museum collection


If we do not plan for what we want today, we will regret it tomorrow.


The size of the exhibition must be up to a critical size if we are to charge admission. To charge $5 and to only see 2 display cases is not within the average tourists range of expectations. A reasonable expectation that would satisfy 95% of the expectation of tourists would be 30 well lit, well labelled display cases.


How professional analysis can create value


A professional conspiracy to withhold services, although not impossible in theory, would be highly improbable. Like all forms of personal property “cognitive property” can be hoarded instead of being invested: but only by its investment or application does cognitive property improve the available knowledge capital of a society or improve the lives of persons who lack such knowledge.


In the supply chain that leads to sales, the “value-creating substance” is the ergometric display that promotes a focus where the object to be sold becomes close to the potential customer. The goods do not have to have an intangible factor to sell them if they can be placed squarely within the seeing consciousness of the customer.


A long training is needed to “objectify” professional skills so that they can deal with something that makes a product more immediate to the client or customer. Loosely, this could be called “placement”.


In the professional sense, use-value predominates over exchange value and the “commodity” exchanged is the ability to bring about an organisational revolution that ensures a quantised difference in sales.


Professionalism is the ability to operate within the commercial market on a possessive market model formed from practical and theoretical knowledge under the form of a special competence.


This form of professionalism has two distinctive characteristics: on the one hand, it is inseparable from mind and self; on the other, it constitutes a resource that cannot be depleted through use. The more professionalism is used in approaches, the greater it becomes.


The Philip Island site will be managed by two companies managing three distinct functions:


  1. A Dragon King Temple run by the Buddhist Discussion Centre (Upwey) Ltd. providing occasional 2 day meditation courses free of charge.

Photographs of the Dragon King shrine will be sold to selected persons. A traditional dana box will be provided at the Temple. Banking of these funds will be undertaken by the Buddhist Discussion Centre (Upwey) Ltd. From these funds will be paid rates, insurance and running costs.


  1. A training centre run by Julian Bamford at commercial rates.

Development of the Dragon Temple at Phillip Island Site. This training centre will be managed by John D. Hughes & Associates Pty. Ltd. and will include development of a Geology Museum display having a Dragon King and Prajnaparamita shrine. Julian Bamford will pay pro rata costs for use of the premises. This payment will be made to John D. Hughes & Associates Pty. Ltd.


Of these three, the Geology Museum will be managed and owned by John D. Hughes & Associates Pty. Ltd. on behalf of John D. Hughes.


Funds from direct sales at the Geology Museum will be paid into the account of John D. Hughes & Associates Pty. Ltd.


No new company is sought at this point.


Who should own the Temple?


The title of the Temple will be held by John D. Hughes & Associates Pty.Ltd. with a proviso that at the death of John D. Hughes the title is transferred to the Buddhist Discussion Centre (Upwey) Ltd under the same terms and conditions as the title to 33 Brooking Street Upwey is transferred to the Buddhist Discussion Centre (Upwey) Ltd


It should be jointly owned by John D. Hughes and Associates Pty Ltd. (67%) and the Buddhist Discussion Centre (Upwey) Ltd. (33%). John D. Hughes’ trustees are Frank Carter and Anita Svensson.


The advantages of this ownership are: it is a commercial premises so standard insurance clauses apply for business properties including public indemnity.


Main Locus of Production


The production of professional commodities and ideological production of professional services will be under that aspect of exchange value of a training centre. The use value for the market situation will be practice of personal development. The non market situation will be the practice of the organisational profession of Buddha Dhamma.


Product Characteristics


The production of professional commodities and ideological production of product characteristics for professional services will be under that aspect of exchange value that includes skilled labour power, inherent to the person of the professional; socially produced, privately appropriated.


The use value in the market situation will be advice to clients. The non market situation will include administration and research.


How we plan to include images in our catalogue


We take the direct approach to when it comes to including images on our online catalogue.


The quick way to produce the web pages and online catalogues are:


  1. Images of original paintings by JDH have to be taken with a digital camera and must be saved as JPEG format to preserve small file sizes that will enable the website to load faster.

  2. The digital images can then be included onto HTML pages using HTML editors that have been approved for commercial use.

  3. When the HTML catalogue is completed we can then upload the web pages to the website using an FTP program. Again, the FTP software must meet the commercial licensing agreements.


We do not want to produce images as bitmaps (BMP). Its large file sizes will slow down access for online viewers.


Background information about the museum


This paper took 6 months to write because it was a research project that had to be developed by action research cycles over that time.


The management information proposals insists that a large amount of digital recording of Museum specimens will be placed on a website.


The author has been forming the staff needed by training over the last year, persons who can act as practical webmasters. Their practical training over the last year includes encouraging them to fund, develop and manage seven new websites.


Their training included writing researched texts for two online journals and for weekly radio broadcasts.

This background is needed to deal with the philosophy of practical management of the supply chains for two budding Museums (one real the other virtual).


The Museum foundation stone was laid on the full moon day in January 2000.


Some years earlier, a small inauguration service marking the intention to start refurbishing Suite 10 to develop the Museum was performed in the presence of N. Prescott M.B.A.


Since that time, Suite 4 and Suite 10A has been rearranged and equipped with metal shelving to store and preserve spare IT equipment and software that has been gathered for development of the next Local Area Network server that will be called PHOTOLAN.


It will be 100 times faster than the existing LAN.


When built, PHOTOLAN will have sufficient capacity to trail material for the Museum picture website.

Selection and training of Museum helpers


We have processes that marginalise persons who do not want change from the old industrial culture towards the new economy company’s work climate.


We cannot find a large place in our Museum structure for persons who are technology adverse because they would be unlikely to be interested in how we see the two Museums (one real, one virtual) might help Australians to deal with globalisation.


Based on our recent experience of website culture formation, we think we can form positive synergy between the combination of a private real Museum with a decent website having a virtual Museum to provide as output a higher possibility of speeder communication with selected issues in scientific geological education being addressed by the joint Museums, rather than each one as a separate entity.


We have the will to part stratify affordable specialist information to encourage research in geology at a profit.


Our research interests will include providing thrilling new experiences for many persons by involving them within the scientific fields of interest to a local Museum that can turn out research leading to sound economic development in Australia and training persons who feel nourished by a multipolis culture.

The Museum has in mind to become many things including a skills incubator to raise the general level of education inquiry about what science is doing with its collections.


Increasing the number and range of specimens in the collection


We think that the popularity of several institutions, such as geological Museums, appears to be likely to be eclipsed by cyberspace.


We have inherited and have saved and will catalogue small collections by ordinary Australians assembled in such local places, such as, for example, from Mica Creek in Queensland.


In our Conceptual Solution, dated 12 December 1999, we set as a baseline marker, the foundation date of the Museum as 22 November 1999 (from when specimen counting was estimated).


At that time, there was a stock of 2212 specimens.

The Museum has quadrupled the number of specimens held in stock to date.


This shows with satisfactory evidence that the prediction that awareness of donations of specimens to the museum would grow among interested parties was correct.


The need is for more Museum storage space capable of display.


We are determined to build information by seeking that the collection doubles its size during 2001 to 20,000 specimens.


We are determined to find more storage space for specimen display on the preferred place for the second Museum to be located Phillip Island,Victoria.


We intend to gather more records of interest and ignore the current Australian national trend to “downsize” or reduce information storage.


In 1999, the Council of Australian University Librarians warned that Australian libraries are at crisis point and in 1998 cancelled journal subscriptions worth $9 million and in 1999 a further $6 million worth would go.


Sixty per cent of the cuts were in science, technology and medicine journals threatening access to information critical to research.


They conclude that unless university libraries have the capacity to support broadly based interdisciplinary research we cannot ensure continuing scientific and technological innovation and sustainable national wealth creation.


The original conceptual solution for a geological museum at Upwey was used as a framework at inception to drive the construction of storage infrastructure in one building (termed Suite 10). The existing collection of 10 000 specimens is placed in steel racks in Suite 10.


To date, the Museum structure encourages the quality of working life by creating work satisfaction exemplars and promotes mental health of Australians and others.


For those who have entered or are about to enter a post industrial society find the day-to-day requirements of meeting production targets, avoiding backlogs, or reducing expenditure are very pressing.


The professional activities of the author over the last year has needed attentive action to advise many persons how to bring about planned cultural changes for a variety of organisations in Australia and overseas

The current notion of a Museum revisited


Andre Malraux has stated that the notion of the museum is somewhat new in human history and we find it difficult to realise that no museums exist, none have existed, in lands where the civilisation of modern Europe is, or was, unknown; and that, even amongst us, they have existed barely for two hundred years.


In China, the full enjoyment of works of art demanded their isolation.

The practice of pitting works of art against each other, an intellect activity, is the opposite pole from the mood of relaxation.


The reason why the art museum made its appearance in Asia was the European influence because an art collection (except for educational purposes) was spurious.


The “Museum without walls” has come into existence because of the colour printing press and through books and photographs, it has become possible to carry infinitely further the revelation of the world of art, limited perforce, that

the “real” museums offer us within their walls.

The revision of values that began in the 19th century saw the end of a priori theories of aesthetics and the prejudice against so-called clumsiness.

Isolated works of any imperfectly known style almost always provokes negative reactions.


Reproduction can impart a family likeness by means of skilfully adjusted lighting and the devices of modern photography.


The idea of scale can be lost because relative dimensions can be ignored; a miniature bulks as large as a full –size picture.


Yet at the same time, technology has bought about the experience that the image on the screen is the “real thing”.


We have been so conditioned and have much affinity for the image that when we receive a postcard from a friend at some foreign place we are somehow “with them at that place”.


Many persons born in Australia visit the foreign land where their migrant fathers or mothers were born to feel they understand their family culture and heritage.


Tastes involving heritage brings some definitions of beauty that cause problems in aesthetics can be reduced to a statement of defining beauty as that which everybody prefers to see in everyday life.


Tastes vary but men find it easier to agree about woman’s beauty than about the beauty of a picture; since every man has fallen in love, but connoisseurs of painting are relatively few.


When painting is put to work as a fiction regarded as a cultural value, art is called upon to promote an established idea of civilisation.


The classical mentality was anything but pluralist in outlook.


Into the ageless notion that civilised persons find the prime examination of the colour, texture, composition and history of certain stones, rocks and minerals and their medical or offering or practical uses satisfying as a topic of investigation is something akin to beauty and something akin to the spirit of scientific enquiry is in accordance with the versions of history both true and fabricated that we can find.


How we frame core values

Its core values are framed in terms of the ERP (enterprise resource planning) ways and EAM (enterprise asset management) systems used to develop the Museum.


The four major factors used to choose particular methods for performing operations are: minimising time required to perform operation; obtaining highest quality possible; minimising skill requirements of operation and minimising floor space requirements.

A core value is that the copyright of the Museum’s research output is owned and held by the operating Company.


Inventions are not automatically published into the public domain.


If the protection of intellectual property generated is warranted, the Company may work with consultants to patent the invention and licence it for one or more clients.


As research may generate information of practical value, the Museum may offer to sell it or give it to other commercial parties for a fee or shares.


The products of the enterprise go far beyond distributed information packets about a virtual geology Museum where the specimens are viewed on line.


The value of collected specimens does us the most good when they are well known so when they are auctioned for sale they make a juicy return on investment sufficient to sustain the cash flow needed to do further Museum research and still show a profit.


But even more valuable will be the general sale of applied research information that can be traded to those entrepreneurs who can apply it for profit, either directly or by selling to others.


Part of our efforts will be to sustain commission sufficient to involve talented sales persons.


Our Internet sales systems must generate leads for such persons.


We need to increase the relative level of their ability to process information obtained from the applied research of the corresponding physical Museum as selling tools.


It shows the management approaches expected of two major stakeholders: the curator of the research group and the controller of cash flow.


Like it or nor like it, the Museum needs a dual hybrid reporting system between the mission research group and functional units making sales.


For example, advertising is set as a hybrid between administration (functional organisation) and the research group (mission orientated organisation).


Building independent supply chains that can integrate


The main question is what kind of infrastructure can deal with exponential growth?


According to Infoworld, analysts predict 75 cents of every IT dollar will soon be spent on integration.


We have had enough experience over the last year with hot linking websites to know it is not really worthwhile to build separate SYSTEMS without the thought they must be able to come to convergence if we wish this to happen.


When our separate systems work together, we have a different sense that the next generation of e-business comes upon us.


For example, we found when we extended our IYIS search engine further across our LAN we included indexing of our local internal e-mails and texts of radio scripts.


Now, we saw we could streamline our knowledge education base at low cost to give our users the fulfilment of reading thousands more files that we had within the system but they did not know existed under the older search instructions.


Documents made with Word software that makes .doc files were searchable.

What we learnt was that Lotus Word Pro documents were not being searched by ISYS but could be searched if they were copied and saved as RICH TEXT FORMAT (.rtf)


Also, it became clear that Star Office documents needed to be saved as .rtf files to be searchable.


Also, it became clear they ought not to be stored as separate folders.

More and more we came to understand that everything depends on infrastructure. We had to rethink our systems for e-business so they respond intelligently to rapid change and growth.

Our experience counted in this field.


The way we designed things had to be kept open for two-way or multiple connection for our four supply chains we proposed.


It did not look like it would be wise to let them develop under separate management.


Because when the time comes for them to come together within a hybrid structure, the four complex supply chains must be more co-operative but independent to a large extent.


Because they must be able to grow on demand, they cannot remain fuzzy in their logic to a large extent suggesting joint control might give monstrous integration challenges in the future.


Four distinct Supply Chains are a fiction to help thinking for the Museum


Although we talk about four distinct supply chains for the development of the Museum, we treat these as cognitive devices to deal with complexity but it does not mean they cannot fit end to end over time.


          1. The Research Group Supply Chain


The first complex supply chain Stage 1 is the research group (a mission-orientated unit).


What sort of research advertising we give out must exclude our trade secrets.

All this information is cleared to the website publication unit by the Curator.


In this sense, the Curator will act as Director of finance of this supply chain and manage the supply chains of the research group and the web site unit.

          1. The Business Unit Supply Chain


What have we for sale?


The second complex supply chain is found in the set up the functional groups of the business unit that will fund the Museum’s establishment.


A controller will manage the business unit of the functional groups.


          1. The Training Unit Supply Chain


Within this supply chain is a list of the current training programs we deliver on-line. How do you enrol and who controls them will be decided one-on-one.


Who pays the development cost?


A separate paper will be prepared to tell of this third supply chain that delivers the training needed to raise the units and groups to medium Task Relevant Maturity (TRM).


One sign of TRM is that managerial work has to strive toward regularity.


          1. The Production Unit Supply Chains


The fourth supply chain provides or manufactures the product sold at the Museum.


The method of funding this unit will be the subject of a separate paper that gives the formulae that makes the functional groups resources available to the mission-orientated units.

The Administration Manager


Cultural capital is held in the administration system.

Academic qualifications are a weak currency and possess all their value only within the limits of the academic market.


Qualifications, “intelligence”, and certification represent but one particular form of capital which comes to be added, in most cases, to the possession of economic capital and the correlative power capital of power and social relationships.

An administration manager or two will be appointed with six to eight persons reporting to him or her.


The manager is thus prevented from meddling or on-the-job retirement.


When needed, special transitory teams are formed to help product managers.


Meeting one-on-one can give leverage for the team manager but so can write things down of what is to be done.


If persons do not follow our written programs, we will not support them.

They can fail elsewhere.


Although simple planning is something we do every day, it does not prepare us for what we want for the hybrid planning.


By future training above middle levels of TRM, our stakeholders provide opportunities for the Museum to run with on line hybrid planning.

Training is available to a select few from the internal LAN at UPWEY.


Training costs time and effort from our side.


We have learned about delivery of training from websites and the type of interconnection we demand of the rare persons we meet who can understand the difference between theory and practice of running a Museum well.


We feel comfortable with three present key persons we have trained within the year to handle Museum business.


We are so certain they are worthwhile, we do not mind betting our Museum business on giving them free training that will equip them to run it within one year from now.

John D. Hughes & Associates Pty Ltd. provided the training set up for these friends of the Museum.


They have been given access to training held on the server of the LAN at the Upwey Centre.


For security reasons, other new untried helpers have not been given direct access to our LAN.


There is less security risk and lower demands on our time if we give our future training from a WAN carried on one of our company’s internet website.


The internal LAN will carry all confidential reports given to stakeholders.


Some reports will be placed on the Internet website for public relations.



In the future, LAN passwords will be given to secure local collaborators at Phillip Island and elsewhere who can learn how to help us from the Internet training we supply.


We are selective of who we train.


Our training, like all business, is about common sense, clear objectives and hard work. No amount of technology can defy basic training opportunities and no amount of exuberance can replace real learning.


Projected attrition rate of loss of helpers who start training


We think it is acceptable that 30% of persons who might register an interest to help the Museum to receive our training gratis even if, in fact, they do not help us in the short term of two months.


The Dragon King Temple


We have stakeholders who are interested a second stand alone project - establishing a Dragon King Temple on the same site as the Museum.


At present, the stakeholders in Australia are well positioned to adapt a Museum to the new global economic forces.


Motivation Training


Our sales manager has two ways to improve sales performance: training and motivation.


We can obtain wholesale product for the Museum to sell retail at a reasonable profit to fund the various levels of construction and development.


The recent variations in the value of the Australian dollar have not been a problem for us because our local suppliers can produce the majority of our specimens.

Trading Stock of Specimens


The Museum feels insecure with its local supply chain. It is making plans for much of its trading stock to be locally sourced. This will be explained in a separate paper.


The domestic economy of Australia may drift towards international irrelevance, but we believe we can force the Museum to stay relevant and ahead of some others because of the rarity of some of our specimens we offer for sale.


We cannot stay motivated as a buyer of specimens unless our sellers perform to provide a good cash flow for the Museum.


Every specimen in the Museum is for sale if the right price was offered; even if a local mineral or Australian fossil that we have collected is unique and cannot be found elsewhere.


Most of our goods for sale are chemically stable, lend themselves to display or auction, and are not toxic so they could be traded and delivered by standard post from a website order.


Over time, there is a steady market for fossils, minerals and such collectables.


The sale of specimens, the Museum offers training in the form of five graded self-improvement solutions.


A first Training Packet “blasts” to increase commitment to education.


The opening training packet is delivered from internet at no charge and is designed to “blast” the recipient along a series of paths increasing their commitment to education, skills, training and even research.


An underprivileged performer starts from a position of ignoring, then actively denying that they need training in work skills.


These two things always come up when a person is “blasted” for their poor view of their own education.


They may blame others for their failure to learn the basics of a subject.


If he or she has a problem there is no way they can move towards a solution if they blame others.


They must assume responsibility for their own education.


Once responsibility is assumed, finding a training solution is easy.

Clients become responsible when they understand the Museum policy of not offering further guidance to anyone until he or she have completed the terms and conditions of the gratis packet. This modus operandi depends on a non-coached on-line learning practice.


If qualified friends offer to help the Museum with projects and perform in such a way that they help the Museum and themselves towards self-sufficiency, we may invite them to use our CAL coaching systems.


Our CAL systems are designed for medium individual motivation ranging from self-interest to group interest.


Our managers have cultural motivation values that make them want to start to produce clients in local areas of the tourist market in Australia.


They each want to sell more or less by traditional methods, renew the stock of supply of saleable consumables, and then sell more systematically by promotions using our website or elsewhere.


What they sell to tourists are products with background information.


They believe the repeat business comes from future background information they research and the clients will be interested.


Yet our products are designed to inspire selected tourists to wish to enrol and help us pilot and improve their motivation towards further educational and skills development.


The Museum inspires local persons to sell our products to capture some of the disposable income of the visiting tourists, both foreign and local.


We estimate that within two years, up to 8% of the Australian resident tourists who visit our website may incline to use some part of our working structure or sales promotion methods.


Interactive sales experience as on line training.


One of our sales training methods of interactive training is a live incubator where a client can to test his or her selling tactics they design to be used by others.


This is for persons who would like to train to be Museum sales persons.


This is a five-stage simulation process involving real product.







The client pays a fee so they can pay to test their contributed idea.


The Museum covers the losses. If sales exceed a certain figure, a rebate is possible for the client.


From the cost of a password, a client can select from a current list of Museum sales projects, identify the limiting step and advise us in writing how they would map out the flow of work to get sales around it.


With right effort, we estimate that some 4% of persons who start our programs on our web site will become skilled by the test of their theory could enough to start working part-time for themselves within two weeks.


Others will take longer (up to 2 months) to help learn how to script to promote sales using our Museum products to run the programs. The Museum training methods show some recipients how to trade for profit within a Buddhist training incubator.


What other learning experiences do we hope to induce in recipients in the Museum training incubator to bring trading for profit self-sufficiency?


The advantages of our training are that clients avoid the full set-up costs of running their own business.


It is nice to learn to sail and operate in a safe harbour.

Clients can avoid in the first year losses of their own business.


There are three factors that we need to teach to focus learning minds.


These are the imperatives of technical progress, the sociology of wage determination and the distribution of training costs.


The first need is to teach students to refine their language until they can say what they want to say about three sets of factors in a few clear words.


To do this, they need about 75,000 words in their sight vocabulary including

other languages which have a notion or word so clearly expressed that it is worth learning and entering into our universe of discourse.


Sometimes in Japanese brush calligraphy, writing haiku gives the elegant economy an immense concentration needed. Basho worked and reworked one piece over nine years.


For every successful haiku written in English there must be 10,000 sloppy failures. It is not xenophobic to say the English language is not hospitable to haiku. It is innately iambic.


Edgar Woods Castle suggests the rhymed couplet in English is more suitable than trying to do haiku in English.


“I am His Highness dog at Kew.

Pray, sir, whose dog are you?”


And the one by Robert Frost,


“The old dog barks without getting up.

I can remember when he was a pup”.


There is a serious argument that when the imagination is freed from the controlling force of what Freud would call the super ego - the “I” who sets things down in words, the “I” who was continuous with a mother and the controlling social order she embodied - the control of the mother on a person’s life with her first order demands to be tidy can be given up.


This insight is not a reasoned derangement of all the senses as it might appear when the childish desire for first order tidiness is exposed as false.


The world is not so tidy and simple as that.


If we cultivate grasshopper minds we will be very good at making great leaps but have no sense of direction in which way to leap.


The notion that the work we do is different to other work causes many managers to recognise that there are many lessons to be learnt outside the field of endeavour in which they operate.


If persons are taught to look for the principle behind case studies and ask themselves, “How can this be applied to our kind of work?” this is a cause for learning because you only learn when you are stimulated to think.


The principles of measurement of performance remain the same across different fields.


Determination, optimism, planning and energy (DOPE) is a useful structure provided the long range objective is understood, the immediate goal is understood, the nature of the problem is understood and the facts are understood.


It is necessary to have an organisation chart but be ready to change the chart to reflect increased capabilities. The organisation chart is a form of charter for the enterprise and must show who has primary responsibility.


We can only speculate on the future, but we can learn from the past.


The paperwork and documentation is the corporate memory.


Our vision of “Buy Resolved” trading is to increase conceptual thinking about educational development


The Museum started trading as “ BUY RESOLVED” from 7 March 2001.


The Museum on line has website of 500 MB present capacity devoted to educational news content edited by the Curator.


The Museum has access to five trained webmasters to administer the site.


They are used to co-operating with the Curator and one another.


They were trained to be cost aware and look for affordable solutions.


Since May 2000, this I.T. team has gained experience by opening five new websites and loading 900 MB websites.


These websites at various times piloted news items and pictures on the proceedings of the Museum.


The Museum I.T. team will spend between 11 to 50% of their time learning new technologies or acquiring information for development of the website.


The team’s vision includes the creation of affordable, high quality programs about the Museum specimens and these will promote interest in sales.


The profit from sales keeps the Museum in business.


The extension of compulsory education in Australia has just about reached its limits and it seems the same could be said of many Western countries.


The last few decades saw an expansion of about 8 per cent per year expansion in tertiary education in OECD nations.


But there seems to be slowing down in this country of the financial rewards given to university graduates because their starting salaries are not much different compared to those who are trained as tradespersons.


Tradespersons have been trained mainly on the job to be practical in cost terms with a less robust theoretical social training.


At times, in Australia, we have known tradespersons who we trained to enter university training as mature age students. This is happening more and more as nurses become accountants for example.


It is no longer true to think of the typical Australian undergraduate university student as someone who has just left Year 12 of local high school.

Many persons are enrolling for Open University subjects.


All universities in this country appear to be moving either towards supply of training, at least in part, from internet operations.


The closure of traditional subjects, such as Latin or ancient Greek that have small popularity with present students is continuing.

Our Curator who is an independent teacher and educational researcher supplied the notion and some of the means to make such a revolutionary move in terms of social class life style status. While our society losses one tradesperson, it gains something that adds to our culture over time.


We hold that getting someone to remount the educational train and become upwardly social mobile is a change to a good thing sometimes.


As Schuller and Bengtsson noted in 1978, the system is such the earlier one dismounts from the educational train the more difficult it is to remount it.


The Museum can accept that it has a role in dissuading those who are thinking of dismounting to stay in the system.


But if persons are in the vicious circle of lack of success and absence of motivation we do not want to add heat with no light to recalcitrant learners.

The Museum has little to offer those persons who want to stay outside formal education except to wish them the best of luck with their counterculture.


But for those persons who are thinking about remounting the educational train we have something in place on our websites because we have some tested processes that go beyond platitudes


The ugly side of work cannot be hidden for long from tradespersons who work in all weathers, but, like it or not like it, they understand what they do must be done for the common good.


Some semi-professionals who excel in such skills as I.T. technology cannot see the ugly side of their work.


We teach our helpers to develop as pre-skills how to measure this ugly side of work with dispassion, how to re-evaluate the overt and covert obstacles on their work paths, why “ugly” is labelled in this manner and then have them rewrite what they need on their own education path.


We use of complex packets that we developed that come to terms with the notion of educational investment.


We argue that for persons who are ageing or near death, it is not such a bad idea to provide us with help and give their time and work skills for use by younger persons who we connect with within our training “system”.


We are not opposed to education being alternated with non work periods related in the future because rattrapage (the filling of basic gaps) seems never to come to an end in the dynamic society that is now the new world culture.


We have some room for new byway views of what we seek to build in as skills rather than the narrower path of “yesterday’s” skills that are about to vanish. What we think ought to be in our helper’s skills will be explained later in this white paper.


The GPS complex used for our cultural training


The imprecise meaning of the term “system” hampers efforts to manage organisations effectively. If we relate it to “goal” and “process” they form a cohesive theoretic structure called the GPS complex.


Our traditional information structures are improvised as to process data.


We use diagnostic tools that emerge from relationships from six propositions in leadership research as indicators to define the elements of the problem.

The propositions are as follows:


Too often systems of managing become ends in themselves, rather than tools to help people function as better managers.


Effective boundary agents calls for a person who can manipulate words and symbols, has a good memory, is both flexible and extraverted and possesses economic and political values.


The specialist nature of parts of the Museum training means there will be a series of information overload phenomena present most of the time.


Our present websites have over 900 Megabytes of data and is designed to allow persons who might wish to join us become induced into what we hold to be a good manager.


Those who might wish to join us should read this over a few weeks.

Through proper induction to our planning culture, we can incorporate more creative people into our organisation structure.


Creative people are truly gifted and not really neurotic.

They are not necessarily university graduates.

Creative thinkers can help brace the organisation against “future shock”.

They can be consulted for the efficient utilisation of Delphi forecasts in corporate planning.


Our market target audience are persons who possess medium to superior capacities that have developed over time through the practice of generosity and virtue.


They are persons who are bound to improve.


These are like persons facing East just as the sun arising and every moment of the future brings more and more light and understanding to their mind.


Even if they are shuddering from the frost of the evening, as we help them, warmth will come to them and they will be able to follow the Teachings given by the five educations.


They are recognisable because they do not fall into sustained depression or discourage others from education and do not have “closed minds”.


They recognise when winter comes spring cannot be far away.


Just as a fish thrown onto burning hot sand cannot last long and cannot develop good minds, so we cannot cater for persons whose rigid minds discourage their education, or the education of others keep them closed from the educational opportunities that we provide.


Persons who are very greedy for materiality have minds that are facing west, just as the shadow of the sun begins to form in a short time, their mind will be enveloped in darkness.


Persons who are fond of memories of consumption of resources rather than the production of resources for use by self and others arise too large an energy barrier.


They awaken their negative latencies to generate angst that will take them away from being a useful human being.


We offer persons the challenge of changing their sentimental equalitarianism to surpass their buch und lessen culture.


We help them work better by having them resolve what they learnt in an oral society with its slow “non-logical thinking” of cultural thought.


This may be the outcome of training completed in a past life when a “mythopeoic “ mode of thought was used.


In a similar manner, some will incline to a “logico-empirical” mode of thought if that was the past life practice.


Neither case is preferred because its duration on the mind is not to be relied upon; it could change any second.


How do we proceed?


We encourage literacy by teaching cognitive reading of linear texts with a view to find second order knowledge.


Then, we teach more effective ways of reading texts that to build new skills that can appear as second or third order knowledge by sustained effort in finding higher knowledge patterns.


This is like content searching within hypertext reading paths where a thousand references can be scanned for key ideas.


In oral societies, the cultural tradition is transmitted almost entirely by face-to-face communication; and the homeostatic process of forgetting or transforming those parts of the tradition that cease to be either necessary or relevant accompanies changes of content.


Literate societies cannot discard, absorb, or transmute the past in the same way.

The Museum will concentrate on five uplifting educational tiers.



It is to encourage persons to learn self-help by manipulation of prescribed words and Buddhist cultural symbols and to help others.


The Museum’s collection of specimens is useful as offerings to a Dragon King Temple.


The training gives information that can lead to a sense of direction to reverse the decline of student’s attitudes towards bureaucratic role prescriptions.


The social ethic that attacks the work notion as meaningful is not of interest to our Members because without work how can merit making be funded?


We agree that for persons of great merit retreat from the work force is valid to become a Monk or a Nun.


For good persons with good merit we might even put it to somebody that he or she might benefit from a few days’ retreat under the guidance of a very mature person.


But for the average layperson, we encourage him or her to find the correct work in one of eight ways.

After he or she shows a will to work helping us make merit.


By permitting a suitable person to match into one or more of our teams, that person helps run some of our range of projects for our organisation.


The catalytic significance of the Museum in providing a chance to help in the improvement of merit is a key notion that is followed in the future by an improvement of a person’s mental health.


Then and only then, the idea and the willingness to move along to the next educational tier we provide means he or she can advance.



To assist a person learn to share in the fun of a range of topics as a hobby or career, they must become an actualiser (a person who spends small time in the “waste quadrant”).


The “waste quadrant” is where performance is high but the area of enterprise has little importance.


Some jobs seem of little importance but can be of high importance in some situations. For example, at our Museum, raking leaves to reduce fire danger is of high importance. But, even so, most of our staff do this job in Summer as part of our fire drills.


We must explain to new persons who we allow to help that the minor task becomes something concrete to inspire our helpers to preserve the Museum.


How can we agree about our approach to the nature and measurement of costs and benefits of such a task?


While we agree that information costing and valuing remains “difficult” for us, we must take a firm position otherwise we may get “paralysis by analysis” and never get the derided information products into performance.


As Sassons (1988) neatly summaries this situation: ”at any time, the prominence of cost justification is proportional to its difficulty”.


To break the nexus with something affordable with some cognitive effort, we selected the use of quadrant-based decisions about changing priorities as an activity-promoting device.


The “success” quadrant indicates areas where both priority and performance are high.


The “waste” quadrant is where performance is high but the area is of less importance.


“OK” indicates the intersection of low priority and performance; and “killer” is the area of greatest vulnerability where priority is high but performance low.


These presentations have to be interpreted with a good understanding of the specific organisational context of the Museum.



We may be too much sales minded for the next year purely because we lack

a sense of history in handling the derived information products of a Museum.


It is still too soon for us to know the “number” that we can give away (as dana, pali:generosity) and yet generate an annual surplus.


In one context, we have had the experience of giving away over 800 megabytes of information on our websites run by the Upwey Centre.


We do not wish to energise and excite persons with products that go nowhere and do not leave an annual surplus.


The first intriguing version of the Conceptual Plan was written on 31 January 2000, and John D. Hughes and Associates Pty. Ltd. registered the business name Geological Museum @ Upwey.


Naturally, the plan was incomplete in administrative details about generating a steady measurable surplus.


The insight suggests that just because something is intriguing it does not mean it is right if it cannot generate a surplus.


There is little point in using Museum resources to excite persons unless at some time, you can guide them to act as with your business plan and make a surplus as some kind of profit.


From our recent experiments last year, we know that there is little doubt that the provision of a series of viewing opportunities of Museum specimens gave our viewing public some excitement.


Tay Vaughan, a multimedia pioneer, reminds us that a classic physical anthropology law (Leibig’s Law of Minimums) proposes that the evolution of eyesight, locomotor speed, sense of smell, or any other species trait will cease when that trait becomes sufficiently adequate to meet the survival requirements of the competitive environment.


If the trait is good enough, the organism expends no more effort improving it.


Vaughan’s Law of Multimedia Minimums states there is an acceptable level of adequacy that will satisfy the audience, even when that level may not be the best that technology, money or time and effort can buy.


This Law is considered as part of our project plan.


There is no getting away from that fact that however strong and experienced the present curator of a Museum might be, by himself he could do little if not ably and sympathetically supported by his or her co-workers.


We are fortunate that as the cogitative work has been done over the last year we have found references that look at the limitations of conventional Boolean retrieval.


A well-known measure is the co-ordination-level match, which ranks documents according to the number of items in common between a query Q = ( q1, q2,……qt) and document Di = (wi1,wi2,……wit).


Note that this similarity measure can be expressed as:

t

Sim (Qi Di) = å q j t f ij

J=1


In this case q j is 1 if term tj is present in the query and 0 otherwise.


Documents with the most terms in common with the query are thus ranked highest.


According to RMIT researchers (1991), ranking algorithms based on probabilistic theory have been proposed to overcome the deficiencies of Boolean retrieval for full text documents.


It can be argued that this matching process of the above formula is closest to an unmodified AND search in a Boolean environment.


Refer to the paper by Ross Wilkinson et al. Automatic Indexing and searching of full Text Databases: A Pilot Study. In Victorian Association for Library Automation OPEC AND BEYOND 6th Biennial Conference and Exhibition Melbourne 11 to 13 November 1991

Bill Gates of Microsoft has great confidence that the Internet is going to change education as fundamentally as it changed when we had printed books.


The educational material that we will produce can arouse affect about geology as a desirable subject to study because computers can reduce learning time for certain types of knowledge by 30per cent.

Benefits include improved computer literacy skills, networking and information gathering skills.


In a world where performance doubles every 18 months, even relatively mature technologies may have limited life spans.

We have been building a series of web sites and these are quality systems. Whilst having a quality system is a marketing advantage today, not having a quality system will be a disadvantage in a few years time. In 1996, we were scanning our early newsletters and early Buddha Dhyana Dana Reviews so that they could be machine-readable.



What is the outcome of these five educations?


One outcome of education is to improve mental health in dealing with the “outside world”.


According to Dwight Bolinger (1968) the expression “outside world” does not mean what is “outside us” but what is “outside language”.

It may well be inside us. Things may be repeatable in language with a lot of detail left out.


When we say X is Y and mean “X is a kind of Y” or “X is like Y” we may well be wanting to leave it at that by our instinct that enjoys taking the part for the whole.


A wall in the dark may still be a wall in daylight.


The type of education favoured by the Museum places some value on preventing the degradation of the lived existence of members who can accept only the lower part of meaning of the semantic recipe of the “connected society”.


We know that we must teach methods to complete the “unfinished business” of learning how to write clearly because poor writing, at times, is used to cover more than a particular segment of reality. We encourage persons to undertake more than a partial analysis of a problem to examine the fuller solution sets.


Persons who have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work need strong training in the other scales of language.


Another outcome is that persons can that hold the universe of meaning that can be conceived as a vast and multi dimensional field of criss-crossing features.


The old work culture was not free of stress but at least there was some feeling of power over the work. As it was not vital to know the “larger context” of the task you were doing in it.

But in the e-business model when you want to use information on the web site you often have to make sense of it because it is not possible to contact a supervisor at the next window to ask, “what do you mean by….?”


We must make it clear we cannot afford the time to chat with our clients.


Constructional ambiguity is more elusive because it widely used in advertising.


A language that would enable us to report things as they are and that could be used by speakers without the infusion of their own personalities and prejudices is the ideal of every science; and every science has to some extent developed a denatured language to make this possible.


But a language community is not a closed system.


There is no one approach to language we publish.


However, we assume the learner is motivated, the teacher is skilled and interested in the subject and that good grammar is available.


Teaching from Internet then becomes likely provided that there is time and adequate physical facilities.


Class size does not matter if our Internet users understand our written advice and instructions.


The need to adjust instruction material in view of more robust and tangible learning.


Learning is not necessarily made to advance knowledge as such but to achieve political success.


Learning is not performed in a laboratory detached from the outside world; rather, it’s very performance changes with the conditions of society.


They can never be repeated under precisely similar conditions since the conditions were changed from their first performance.


Learning can be divided into periods and the emergence of novelty. Once we grasp the significance of social newness, we are forced to abandon the idea that the application of ordinary physical methods to the problems of learning can aid us in understanding the problems of social development.


The basis for making “piecemeal experiments” is like action research


Karl Raimund Popper was born in Vienna on 28 July 1902. He was one of the philosophers of the influential Vienna circle.