In the last few years there has been a fundamental shift in how scientists view the way the plant kingdom works.
Take trees, for example. The old view was that woodland trees grow tall because they compete for light – and the strongest win. That view has been questioned. Researchers like Suzanne Simard have shown the level of co-operation, not only between species (she demonstrated how paper birch trees support douglas fir) but also between kingdoms. The fungi underground allow themselves to be used as a food bank. They store surplus nourishment for the trees in the good times and give it back in leaner periods. They also provide minerals which the trees can’t access for themselves, and they act as a woodland communication system. The world in a woodland has been shown to be a distributed network, with hubs (the ‘mother’ trees) and links.
That was the preamble to my ponder. My ponder is –
if that is happening in woodland, what is going on in my house and
garden? How can I best work with this intelligent, caring,
One immediate response from us was
to think differently about potplants. For a single plant in a pot, life
must be like solitary confinement. So, nowadays we put more than one
plant in a pot, or we make sure that their leaves are touching other
plants nearby. And we brush the leaves as we walk past them.
lot of good gardening practice makes sense in the context of the
wood-wide web. If you take something out, put something back, whether it
is a bit of compost or a sprinkling of fish, blood and bone.
Minimum-interference gardening practices like ‘no-dig’and permaculture are in tune with this view. The biodynamic approach
sees the entire piece of land as a single entity, an ‘organism’. That
also makes sense. And of course, our view is that the bronze tools help.
Copper is a connector. Like the fungi in the forest floor, it links
things up. It’s in our wiring. In our bodies, copper is to do with
energy transfer. So at the very least, bronze tools should be less
disruptive in the garden.
When someone is at high pressure, conversation with them is not easy. There is a certain glazed look in their eye, as they try to manage the intensity of what they are trying to express. And you can’t get a word in edgeways. You open your mouth to reply – and they are off again. You just have to wait and sit out the onslaught. When children are excited and at high pressure, it is wonderful to witness. Plus, you know they won’t maintain it for long. But adults – that is not so much fun. It can go on – and on.
It’s like the weather. With high pressure weather systems the winds go one way – outwards from where the pressure is the most intense. When the high pressure system is over your area, there are the same conditions for days or weeks. If it’s cloudy, it stays cloudy. If sunny, it stays that way too. But on the outer edges of the system it is a different story. There are winds and turbulence as the high pressure equalises itself out, dumping its excess on the surrounding area in the process.
Given that being on the receiving end of someone else’s high pressure can be an endurance test, why do businesses inflict it on us? You know the sort of thing …
LAST FEW IN STOCK!!
HURRY! OFFER ENDS SOON!
It’s usually associated with exclamation marks, capital letters and gaudy red or orange notices.
It’s more subtle, but equally irritating, online. All those ads on Youtube or Spotify, whose main effect is to send me reaching for the ‘mute’ button. And the providers know the ads are irrritating, because they tell me that if I pay for their service, I won’t be bothered by ads. What incentive is that for an advertiser? I promise you, here and now, you will never be interrupted by an ad from Implementations when you are watching a film or listening to a piece of music.
What is the alternative? Is there another way of interacting with potential customers? What is the low-pressure approach?
As I see it, the low-pressure approach has three stages. First, I have to let you (and anyone else who might be interested) know that we exist. When the business was new and young, we had to go high pressure to do this. We went to shows. We pestered journalists. Jane gave talks. We said the same things, over and over again. Nowadays, we don’t have to be at such high pressure, so we have a Facebook page, and more recently, a Facebook group.
We run a small ad in some magazines, something like this.
It says who we are and how to contact us. That’s all.
That’s the first part.
In the second stage, we have to make sure that the lines of communication are open, that nothing will prevent the people who want to engage with us from engaging with us. Does the website work smoothly? Make sure someone is there to answer the phone if it rings. If someone has a problem with delivery or anything else, get on to it. If we get it right, this part is rather like a swan gliding on a lake: serene and smooth above water and paddling furiously in the part that can’t be seen, below the water.
The third stage looks simple but is actually more tricky – for us, anyway.
We wait. We go low-pressure.
We trust that there are people who love the concept of the tools as much as we do. To use the analogy of ‘Field of Dreams’, we’ve built it. Will anyone come?
The low-pressure approach has some hidden bonuses. I have some amazing conversations with customers, for example. I like them. I relate to them. We find we have common values. Interactions are a transaction, an exchange rather than a persuasion. A human-to-human affair.
A January ponder. Something I wrote in 2014. It still rings true, although I might add a bit more now.
Planet Earth gives me a body and maintains it during my existence here. Thus will I trust in her and study her ways in order to understand them better.
Planet Earth gives a home to our companions here – the tribes of animal and plant life, all mutually upholding and maintaining. Thus will I value each for its unique contribution to the whole.
The different regions of planet Earth resonate with distinct frequencies. Thus will I pay respectful attention to the expression of each place, both as I feel it direct and as I witness it through its people.
Planet Earth lives through cycles of days, seasons, years and more. These have their theatre through the elements: the air, water, fire and earth. Thus will I take note of her rhythms and adjust accordingly.
Planet Earth moves within a larger domain, which I have been given the faculty to register. Thus will I develop my sensitivities to what is at play at any time, so that I can find my own expression within it. This expression then becomes my offering and contribution back to the Great Mother.
I loved this book. It challenged my preconceptions about ecosystems, the balance of nature, invasive species, biodiversity …
Japanese knotweed, giant hogweed, himalayan balsam, rhododendrons in the UK, kudzu in the USA: these are the enemy, right? Well, this book gives a new perspective on them all.
Alien species reduce biodiversity, right? They are bullies that elbow out native species and take over the prime spots? Well maybe not. In fact, Fred Pearce makes a strong case that japanese knotweed, water hyacinth, zebra mussels and other invaders clean up polluted sites.
Large parts of the rainforests of Amazonia, central Africa and Borneo were undisturbed by humans until the loggers and developers moved in, in the nineteenth and twentieth centuries, right? Maybe not. In fact the author gives evidence that there is no such thing as pristine rainforest.
Brownfield sites are ecological deserts, right? The author makes the case that they often host more species than areas we try to preserve.
From the final paragraph of the book:
” The old wild is dead. But the new wild is flourishing, and will do better if we allow it to have its head. It is there in hybridizing rhododendrons, in rare bees and spiders appearing amid the badlands of the Thames Estuary; on Ascension Island’s Green Mountain; in Chernobyl’s exclusion zone; across the bushlands of central Africa and the regrowing rainforests of Borneo …. Nature never goes back; it always moves on. Alien species, the vagabonds, are the pioneers and colonists in this constant renewal. Their invasions will not always be convenient for us, but nature will rewild in its own way.”
This book is enchanting and subversive. It is a sociology of trees. The author takes it for granted that the trees have feelings. He shows how they express pain or thirst. He shows how they communicate and care for each other, and look after their young. He also shows how they learn from experience.
The book is subversive because it shows how the trees form a sentient, coherent community, just as humans or a herd of elephants would do. Without specifically naming it, the author asks us to have respect for this community.
However, there are clear differences between a forest and a herd of elephants. Obviously, the trees are rooted to the ground. Their movement is by species, at the rate of a mile or so a year. This means the trees develop different strategies from animals when protecting the rising generation from predators. He tells how the beech and oak trees agree among each other when to produce the next generation – about once every five years. These years are known as mast years (after the beech fruit, the mast). The animals that feed on the masts and acorns can’t rely on a regular supply each year. In the glut of a mast year, some of the young trees get through.
The main difference from us humans is speed. Trees do everything more slowly than us. The author quotes a researcher who measured the speed of electrical transmission through a tree – about an inch in three minutes. That means a foot or so in an hour. It means the crown is in a different timezone from the roots. They plan next year’s buds now, a year in advance. We have difficulty enough registering an elephant’s vocalisations, which are outside our range of hearing. A tree’s will be much slower than that, requiring even greater effort on our part.
A final satisfaction in this book is that the author is poacher turned gamekeeper. He trained as a forester, which meant seeing trees as commodities: lumber to be felled. He takes us through the transition he has made from exploiting the trees to working with them. He acknowledges and regrets his past ignorance (and the pain and damage he unwittingly caused) as he uncovers the complicated networks and clever strategies the trees use. He shows us that they are much better at managing their ecosystem for optimum conditions than any forester. He learns from them, and shows us his notes.
How do you measure the success of a business? Is it the fact that it pays its way? And does that mean that if it makes more money it is more successful? These are questions I keep coming back to.
Running a business is not too different from running a household. It is an enterprise, with incomings and outgoings. With the place you live there are bills to pay: electricity, gas, rates and rent or mortgage payments. If you are able to pay the bills, does that mean the household is a success? Sure, if you don’t keep up with the bills there will be problems. Is it even more of a success if I add extra rooms? For me, these are not valid measures. For me, the success of the place I live is that it is my home.
If a tap leaks, why do I want to fix it? If I am a property speculator it may be to protect my investment. However, in my case I do it because I want the settlement of knowing the house is sound. The house looks after me and I look after it.
In the same way, a business has to pay its bills, and it has to make a profit in order to do so. But if that is its primary purpose then it is not very attractive. There was a local plumber who was like that. He had apparently been told that plumbing was a good way to make money. I haven’t seen him around here recently. A good plumber understands water. The plumber we use (when we can book him – he is ever so busy) has a respect for water and the way it flows. In his spare time he goes fishing – he can’t keep away from water. He is a lovely man.
So, how do you measure the success of a business?
Looking at the businesses I deal with, the ones I enjoy mixing with the most are where its people are proud of what they do. They know they are making a contribution. They have a service they can offer, and the business is their way of doing so. It seems to be a human characteristic that we want to feel useful.
All this does not mean that the business doesn’t grow. However, just as there was a reason for launching the business in the first place, there has to a reason for the growth. Has the volume of work increased to the point where we have outgrown our premises? Are there new products that we want to add to our range? Are there new ideas we want to explore? Personally, I hate going into debt, so I try to fund any expansion out of profits. Growth itself is neither good nor bad. Sometimes it’s needed and sometimes it isn’t. It is the pursuit of growth for its own sake that for me is an issue.
The reason I am writing this is because I regularly receive offers of business loans and other incentives to grow and expand our business. The people calling me seem to assume that all businesses want to get bigger, and all that is holding them back is lack of funds. I often feel that the people who call with these offers inhabit a different universe from the one I live in, so I tried to understand their point of view.
This ‘go-for-growth’ way of thinking permeates our world, from individual to national level. Companies will consider making redundancies in departments or sectors that are not profitable. Surely, then, making more money equals success? Otherwise you may lose your job.
The government measures the success of the economy by how much more money it turned over this year compared to last year. When large businesses, or countries, make less money than previously they are deemed to be in trouble.
It is a fact that when China’s growth rate drops by one or two percent, there will be repercussions worldwide. Some people will lose their jobs and have difficulty keeping going. But is the corollary equally true: that when its growth rate increases this is a mark of increasing success?
I know people have questioned this many times before. Bhutan briefly hit the news headlines when their government decided to measure gross national happiness rather than gross national product as their criterion for success. But old habits die hard, it seems.
For me, the fact that a business (or a country) pays its way is necessary, but is a one-dimensional measure of its success. Just as paying the bills does not make a house into a home, the purpose of a business has to lie somewhere other than profitability. That calls for more sophisticated measures of success than whether it made more money this year compared to last year.
I also think that what is valid at the macro level (governments and large companies) may play out differently at the level of a small business like ours. The first dividing line seems to come when you take on employees. As a principle, we prefer to work with people, rather than employ them to work for us.
The next time someone phones or emails to offer me ways to grow our business that is what I will say to them.
For Viktor Schauberger, the water was alive. If he was right and if the water could speak, maybe this is what it would say of him.
He saw us. Not many of your kind are able to do that.
He saw the complexity of who we are. He marvelled at the intricacy, beauty and simplicity of the shapes we form and move out from as we flow.
He loved us.
He was able to feel the swirls within swirls within swirls that are our joy and reflection of the movement of our Mother, the Earth.
He knew that our movement is our life, our expression, our buoyancy.
When he was a child, he sat on the bank and played with us.
We felt him as he followed our flow with his mind. This was a rare treat for us. We loved it when he moved with us in that way.
When as an adult he came to us in a moment of need, how could we not respond? We felt his desperation as he stood by the bank of a stream. He asked for our help. We showed ourselves to him. For him, it was a moment that changed the course of his life. From then on, we were joined.
In his free moments he drew what he saw of us in his mind. He made many drawings, and pondered on them.
He was saddened that most humans did not see us as he did. He saw that their actions made us sick and reduced our vitality, our healing quality. He wanted to do, to make things better. He built devices. They were beautiful, like us, their inspiration.
Some of his devices over-stimulated us. But we still loved him, as he loved us.
He looked for a formula and was disappointed when he couldn’t find one. We wanted to tell him, “We are very good at what we do already. Your love is enough for us. That makes us sparkle with joy. And when we sparkle with joy then we are enlivened and all is well. Your love is precious to us.”
But even though we were with him always, he couldn’t hear us.
Can businesses be categorised as sun, moon or planet level?
Let me explain.
A moon-level business has a very specific and singular aim: to grow.
Of the heavenly bodies we see in the night sky, our moon has the smallest orbit. It circles around our planet in about 25 hours, always showing the same face. It has no appreciable atmosphere of its own. Just as a child holds on to its mother, it stays in the orbit of planet Earth.
And like a child, a moon-level business is hungry for growth, by whatever means at its disposal. An idea can be copied, it can move into a new market – whatever it takes to maximise growth. It can measure its success by turnover or profits, but the ultimate question is: is it growing? If yes, it is successful, otherwise it is seen by itself and others to be stagnant or failing.The aim is not to be big, but to grow bigger.
This is how our culture measures our national economy, as well as any business or even individual success. The financial pages of the newspapers obsess about it.
Of course, the moon-level business is aware of a larger world beyond itself. This outside world imposes the rules by which it must operate. So it is policed and must pay its taxes (although some moon-level businesses avoid them where they can). It knows that it moves in the orbit of something larger and more powerful than itself.
And so we start to move towards planet-level.
A planet-level business looks for other criteria of success beyond money. Are we making a contribution to the society in which we live? Are there ways of working together that are fulfilling to all? Do we need to look after our employees? Perhaps this is the level that gave rise to the co-operative movement, and more recently, Christian Felber’s Economy for the Common Good.
Financial success is now a necessary ingredient for the success of a business, but not the only one. It now has a moral and ethical dimension.
(From the perspective of a moon-level business, this presents another hoop to jump through. And so it might develop and present an ethical policy, or employ a PR firm to develop one for it. It might change its logo and strapline to include the word ‘eco’ or the phrase ‘save the planet’.)
And what about sun-level?
Sun-level business is about something new, about innovation. It is about introducing an idea that will bring benefit for all. The world-wide web, the personal computer, the telephone … all of the new ideas that have been brought to life by some far-sighted individuals. The risks are high. Many new ideas never make it. A few do, and they change our world.
Curiously, when the time is right, a similar new idea often occurs to more than one person at the same time.
The trouble is, all of our training is moon-level. So the sun-level business, whose fuel is big ideas and possibility, is shoe-horned into the limited criteria of moon level in order for us to evaluate it. We and the people who run it measure the success of this enormous potential by moon-level standards of financial growth, and usually bypass planet-level altogether. We give fabulous financial rewards to the people who run the business, because by moon-level criteria they are fabulously successful. The people who run the sun-level business have cornered the market in a way that moon-level can only dream of.
The innovators are good at innovation. Is it reasonable of us to expect them to resist the measurements of success that the society we live in exists by?
“Implementations will be fourteen years old next year. No signs yet of a turbulent adolescence. In fact, from our experience so far, we wonder if we can propose a new business model. Viktor Schauberger’s daughter-in-law, Frau Ingeborg Schauberger, has a favourite saying: a good thing looks after itself. Our focus has been to make sure the business stays good so that it can look after itself (and us in the process). Then we can all feel clear in what we do. After all, the different elements of the natural world are mutually supportive, so why not copy the system that sustains us all?”
More thoughts on this theme:
1. Money. The purpose of a business is to make money, right? Well, sort of. In the naturalistic model, money is necessary but not sufficient. The fact that it turns a profit is an indicator that the business is alive, but no more. If that was all there was to it, I’d find it hard to get out of bed in the morning. It’s the japanese knotweed business model – rampant smothering growth without thought for the effects on anyone else. We prefer the oak tree model- a rich, steadily growing ecosystem bringing enhancement to all.
2. Sales. I had a jaundiced view of sales before launching Implementations. I saw salespeople as crooks, out to get the best deal they can. Maybe some are, but there are others, the ones who stay. I now think a good sale is an honourable exchange, in which both parties feel they have done well.The oak tree shelters the squirrels, who plant the acorns and then forget some of them … and everyone can thrive.
The tools are hand-made of expensive materials, so they are not cheap. We price them to be as affordable as possible. This means that you will not see them in many shops, because we cannot offer enough discount for the shops to justify the shelf space. On the other hand, our resellers are people who have a value for the tools and what they represent, and who can talk from experience of using them.
3. Marketing. I regularly receive emails from people offering ways to ‘drive more business to your site’. I do not want to drive visitors to our site like a herd of sheep. Nature works by invitation, not imposition. (That was a major insight for Viktor Schauberger. More about him on the ‘concept’ page of our site.) I want to invite interested adults to engage with us.
So on our website it is not assumed that you will want to receive our email newsletter. If you want it, the invitation is there.
There is much more that could be said on this – about employment, for example. And probably others have said it before me, so I might be reinventing the wheel. But this is how I like to think about a business.
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Bees on chive flowers
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