We'll always have Paris...

Estive em Paris há dias. Em trabalho, mas ainda consegui passear por bairros castiços e comer moules frites. Fiquei numa casa de uns franceses típicos, perto da praça de Clichy, a passos de Pigales e Montmartre. Se quiserem ir lá digam, que vos dou o contacto deles.

Aqui ficam algumas fotos. Algumas são do liceu Louis XIV, que visitei. É uma nova forma de turismo que estou a iniciar, em vez de ir a monumentos, museus e afins vou a escolas ;). Também gosto dos bairros não comerciais e dos restaurantes só com franceses.

Festival Geada

Estive no festival Geada em Miranda do Douro em Dezembro. Muito funny, meteu gaitas de foles e afins, os Roncos do Diabo e o Ronnie a fazer música experimental. Aqui ficam as fotos:

Cenas weird - El topo, holly mountain, la folle du sacré-coeur e outras que tal

Há dias o Hugo mostrou-me, claro, algumas cenas weird que poucos conhecem. Aqui ficam, para que possam partilhar o meu espanto:

Mushishi is a manga story that features ubiquitous creatures called Mushi that often display supernatural powers. Mushi are described as beings in touch with the essence of life, far more basic and pure than normal living things. Due to their ephemeral nature most humans are incapable of perceiving Mushi and are oblivious to their existence, but there are a few who possess the ability to see and interact with Mushi. The Mushi depicted in the anime look very similar to floaters.

Serial Experiments Lain deals directly with the definition of reality, which makes its complex plot difficult to summarize.[2] The story is primarily based on the assumption that everything flows from human thought, memory, and consciousness.[3][4] Therefore, events on screen can be considered hallucinations of Lain, of other protagonists, or of Lain fabricating the hallucinations of others.

A série de filmes que se segue surgiu quando lhe contei da BD La Folle du Sacré-Coeur que comprei há dias em Paris (espetacular, da série Le couer coronnée), pelo Jodorowsky e Moebius. Aí descambou...

El Topo

Holy Mountain

Beyond the valley of the dolls

Alguns eventos para 2009 a que vou

Aqui ficam alguns dos eventos a q conto ir este ano (a maior parte em Londres, ainda tenho de ver pa Portugal, o North sea é em Julho em Roterdão):

Stanley Kubrik - http://www.bfi.org.uk/whatson/taxonomy/term/1
Orquesta Típica Fernandez Fierro + Pascal Comelade http://www.barbican.org.uk/music/event-detail.asp?ID=8423
Michael Nyman + Motion trio - http://www.barbican.org.uk/film/event-detail.asp?ID=8762
Evgeny Kissin - Prokofiev & Chopin - http://www.barbican.org.uk/music/event-detail.asp?id=7158
The class - http://www.barbican.org.uk/film/event-detail.asp?ID=8693
Funshone - http://www.jazzcafelive.com/newsandevents/templates/bookings.aspx?articleid=525&zoneid=3
North sea jazz festival - http://www.northseajazz.com/en/default.aspx - prob around july
Tanja Liedtke Company - http://www.southbankcentre.co.uk/calendar/productions/tanja-liedtke-company-austral-43713
Beirute - http://www.last.fm/event/895207

se quiserem juntar-se avisem com antecedência!

25 Stretch Goals for Management

Encontrei isto há dias, depois de ler o Future of Management do Gary Hamel:
Aqui ficam os 25 goals, do site (12/02/09):
  1. "Ensure that management's work serves a higher purpose. Management, both in theory and practice, must orient itself to the achievement of noble, socially significant goals.
  2. Fully embed the ideas of community and citizenship in management systems. There's a need for processes and practices that reflect the interdependence of all stakeholder groups.
  3. Reconstruct management's philosophical foundations. To build organizations that are more than merely efficient, we will need to draw lessons from such fields as biology and theology, and from such concepts as democracies and markets.
  4. Eliminate the pathologies of formal hierarchy. There are advantages to natural hierarchies, where power flows up from the bottom and leaders emerge instead of being appointed.
  5. Reduce fear and increase trust. Mistrust and fear are toxic to innovation and engagement and must be wrung out of tomorrow's management systems.
  6. Reinvent the means of control. To transcend the discipline-versus-freedom trade-off, control systems will have to encourage control from within rather than constraints from without.
  7. Redefine the work of leadership. The notion of the leader as a heroic decision maker is untenable. Leaders must be recast as social-systems architects who enable innovation and collaboration.
  8. Expand and exploit diversity. We must create a management system that values diversity, disagreement, and divergence as much as conformance, consensus, and cohesion.
  9. Reinvent strategy-making as an emergent process. In a turbulent world, strategy making must reflect the biological principles of variety, selection, and retention.
  10. De-structure and disaggregate the organization. To become more adaptable and innovative, large entities must be disaggregated into smaller, more malleable units.
  11. Dramatically reduce the pull of the past. Existing management systems often mindlessly reinforce the status quo. In the future, they must facilitate innovation and change.
  12. Share the work of setting direction. To engender commitment, the responsibility for goal setting must be distributed through a process where share of voice is a function of insight, not power.
  13. Develop holistic performance measures. Existing performance metrics must be recast, since they give inadequate attention to the critical human capabilities that drive success in the creative economy.
  14. Stretch executive time frames and perspectives. Discover alternatives to compensation and reward systems that encourage managers to sacrifice long-term goals for short-term gains.
  15. Create a democracy of information. Companies need holographic information systems that equip every employee to act in the interests of the entire enterprise.
  16. Empower the renegades and disarm the reactionaries. Management systems must give more power to employees whose emotional equity is invested in the future rather than in the past.
  17. Expand the scope of employee autonomy. Management systems must be redesigned to facilitate grassroots initiatives and local experimentation.
  18. Create internal markets for ideas, talent, and resources. Markets are better than hierarchies at allocating resources, and companies' resource allocation processes need to reflect this fact.
  19. Depoliticize decision-making. Decision processes must be free of positional biases and should exploit the collective wisdom of the entire organization.
  20. Better optimize trade-offs. Management systems tend to force either-or choices. What's needed are hybrid systems that subtly optimize key trade-offs.
  21. Further unleash human imagination. Much is known about what engenders human creativity. This knowledge must be better applied in the design of management systems.
  22. Enable communities of passion. To maximize employee engagement, management systems must facilitate the formation of self-defining communities of passion.
  23. Retool management for an open world. Value-creating networks often transcend the company's boundaries and render traditional power-based management tools ineffective. New management tools are needed for building complex ecosystems.
  24. Humanize the language and practice of business. Tomorrow's management systems must give as much credence to such timeless human ideals as beauty, justice and community as they do to the traditional goals of efficiency, advantage, and profit.
  25. Retrain managerial minds. Managers' traditional deductive and analytical skills must be complemented by conceptual and systems-thinking skills."