Many people have lost heart and they do not care about the others they crushed to get to the point where they are comfortable, while others pick up the pieces and keep trying. When one is not in a situation where they feel their career and home is stable, they tend to notice the suffering of others and wish that they could help them. With so many people now having a platform, some choose to call attention to the dire needs of those without homes, or other causes they feel are important. We can no longer depend on the main stream television news media to be the voice of the community because they are in the business of entertainment and competing with television shows for ratings. However, if you have a chance, stop and look at all the people without homes in your local downtown area, it is really a sad thing, and anyone of us could be next. People without homes are stigmatized as having mental health problems or being drug users, but many of them are really just typical people who have suffered an economic hardship that forced them onto the streets. Some of them are clean and intelligent people. The crisis is too big not to be headline news every night and it is only going to continue to become an ever-larger situation as inflation rates are driving prices sky high, rent has risen in many once affordable communities, and energy and fuel prices continue to compete with the price of rent. The lawmakers who represent us, a lot of them live in mansions, and they do not feel the fear of a person working 60 hours a week to make sure they can survive, but barely getting by. #RandolphHarris 1 of 18

Now it is important to recognize that every problem cannot be resolved by some sort of compromise or “golden mean” position. However, winter is coming and those living on the streets or who receive transfer payments from the government have not had any help getting through this COVID crisis since President Biden took office. The employed are getting state stimulus checks, but seniors, veterans, those with physical and mental limitations, and people who are living on the streets receive no handouts from the government. The days are getting colder, and the price of energy is going to go up and it is also going to rain and be very cold, which could cause many who are not receiving COVID relief packages from the government to end up losing their homes, or starve or freeze to death on the streets. The streets are also not safe. There is no barrier between people who live in tents and the public who walk on the streets. If you have ever had to sit outside in the cold for even eight hours two days in a row, I can tell you that it really puts a dampen on your psychological process. It makes a person feel like the days are endless, no one cares, they do not know where their next meal is coming from, where they will go to the bathroom or what they will eat. And if a person has a disability and is homeless, it could lead to death even faster. Also, with the tents popping up for restaurants, a lot of us experienced a year or two of noisy days and sleepless nights. Now imagine now having a home and how many of us are disrupting their sleep. #RandolphHarris 2 of 18

I wish to God that there was some way we could get every person into some kind of studio apartment, or even convert an old and unused hospital into a makeshift apartment building. It has to break your heart to see some many people living on the street, and you will notice how peaceful they are. That seems to be the case in Sacramento, California anyway. So it would not be like the picture many people paint of a bunch of people who lack self-control taking over their community. Some of these people had jobs, are educated, and you may even have known some of them at one point in time. If you have some kind of power in the community, please ask someone to advocate immediate housing assistance to those without homes. If you are concerned about safety, the managers and staff of these apartments for people without homes can be staffed by police to keep the peace, but if you have a heart and some power and status, please let your voice be heard. Many of them do not even have food to eat and are losing weight rapidly. A fish with the lungs of a land mammal still will not survive out of water, and human beings cannot live without up to code housing. Lord of Heavens we know you are good because your mercy endureth forever. Please help people find a forever home or assistance to get them off the streets and into a safe living environment. O Lord, Thou has every been our fortress and our strength; from the days of old hast Thou upheld our father. May you continue to uplift our community and keep your people safe. Amen. #RandolphHarris 3 of 18

In the hard reality of everyday life, the incorruptible man is at best an inconvenience, an obstacle to the smooth functioning of a vast institutional machinery. We have already seen how Japan, early, on, used advanced information technology to revolutionize its manufacturing base, to dramatically improve the quality of its exports and, above all, to usher wholly novel products into World markets. Along with these changes, it also introduced powerful new management tools like just-in-time delivery. The World had never seen anything quite like this high-speed Japanese success story. And even today, after the long slump of recent years, Japan is still a World leader in many scientific and technological fields. In automotive fuels cells and alternative energy generally, in industrial and humanoid robots, in research into artificial energy generally, in industrial and humanoid robots, in research into artificial blood and glycobiology, in digital electronics, in game devices and many other fields, Japan is or near the forefront. In 2004 its government invested $900 million—more than all of Europe combined—in nanotechnology research. And Japan’s researchers, scientists and engineers are accustomed to pushing frontiers forward. However, as stressed throughout these pages, science and technology alone do not add up to an advanced economy. And a successful knowledge-intensive economy cannot base itself on manufacturing alone. It requires an advanced service sector as well. #RandolphHarris 4 of 18

Yet Japan, even as it accelerated manufacturing and helped speed up supply chains around the World, was much slower to apply computers and I.T. or new business models and management concepts to its service sector. Indeed, from 1995 to 2003, Japan had to important $456 billion more in service than it exported. In short, its lopsided development created a degree of de-synchronization that distorts the whole Japanese economy right down to today: Manufacturing and service are still out of sync. In the words of The Economist, “It is hard to think of a single nonmanufacturing sector in which Japan excels. High domestic transport costs hinder distribution travel and tourism. A lack of competition in energy and telecoms keeps business costs high. Professional services, such as law and accountancy, remain hidebound. Health care, a crucial sector for a country that is ageing rapidly, has shamefully low levels of productivity by international standards. Brining service industries up to the level of manufacturing requires a leap toward smarter, more knowledge-intensive operations and new forms of organization. However, the heavy emphasis on manufacture has another effect as well. Exports are particularly important to Japan because, lacking significant domestic source of food and energy, it depends on imports and needs export income to help pay for them. #RandolphHarris 5 of 18

However, Japan went overboard. The result, according to the Council on Foreign Relations report cited above, is that Japan is “a dysfunctional hybrid of super-efficient exporting industries and super-inefficient domestic sectors.” This, it turns out, is a particularly worrisome position to find oneself in today because the World has changed. When Japan built its “miracle” on exports, South Korea, Taiwan, Malaysia and other Asian economies offered little competition in World markets. China was not a factor. Today export markets are highly competitive, if not, needed, overloaded. Exports, therefore, while important, can no longer be the main strategic path to Japan’s future. Japan has to build a domestic economy as advanced as its export sector. It cannot cling to what made it successful yesterday. If there is anything an accelerative economy now requires, it is the organizational flexibility needed to deal with transient conditions. This applies to every society moving toward a knowledge-based economy. However, it is especially important for Japan, whose rigid industrial rules have made flexibility all but impossible. Until these residua of the industrial age are subdued or replaced, Japan will continue to lag in the race toward tomorrow. However, whether we look at Second Wave critics of de-industrialization, or the over-representation of old agricultural regions in politics or bureaucratic resistance to restructure, we see, beneath the surface, the same counterrevolutionary resistance to tomorrow’s Fourth Wave knowledge economy found in other countries. #RandolphHarris 6 of 18

Efforts to change Japan’s industrial-age riles and institutions are stubbornly resisted by those with an investment in them, whether they be gray-haired leaders of yesterday’s corporate giants, long-serving bureaucrats in the ministry of finance or educators who have been teaching the same course material for twenty-five years. Polite and understated but bitter nevertheless, a guerrilla war is being waged against tomorrow—wave conflict, Japanese-style. Despite the opposition, some change is taking place. For instance, Japan’s famous lifetime employment system is now breaking down. Under this arrangement, the biggest corporations would annually hire a cohort of students right out of school with the expectation that they would stay until retirement. That provided security to the individual but radically proscribed his opportunities. Employers would rarely hire an employee who had quit a rival firm—meaning that if one left, one’s opportunities for another job were limited. Better stay put. In fact, at one time, labour regulations actually banned skilled workers from leaving without the boss’s okay. The system fostered inflexibility. Locked-in relationships were paralleled at the level of companies. Thus, while manufacturers in the West normally were free to choose suppliers of materials, components or services from any subcontractors, giant Japanese firms were frequently part of, or linked to, a keiretsu, too, limited flexibility. In this matter, Japan has made previously unimaginable process. #RandolphHarris 7 of 18

In five years, according to the Japan External Trade Organization, contracts placed among members of the same kereitsu fell from 70 percent to 20 percent. However, even here, vacillation prevails. Mitsubishi auto shut down its Keiretsu organization in 2002, only to re-create it in 2004. Japanese managers and officials also cling to another obsolete remnant of industrialism. This is the idea that bigger is (almost) always better. And it derives from the theory of economies of scale in mass production. It overlooks, however, the diseconomies of sheer size—as, for example, when in large organizations the left hand does not know—or care—what the right hand is doing. It also overlooks the difference between traditional industries and new ones in which, once an intangible product is created by a tiny firm, it can be replicated and disseminated to a World market at next-to-zero cost. More important, however, is the inflexibility that accompanies giantism. Small craft can turn around faster than battleships, and in today’s accelerating environment, high-speed turns are essential for survival. If one lesson has been learned from experience with the Third Wave so far, it is that small businesses can, as Silicon Valley proved, changed the World. However, like any small new organisms, small companies, and especially technological start-ups, need a friendly host environment. That means a comeback culture in which failure is regarded less as the end of a career than as a useful learning experience—as in the story, perhaps apocryphal, about Thomas Watson, former Chairman of IBM. #RandolphHarris 8 of 18

Asked if he were going to fire an executive who had lost several million dollars on a failed project, Watson reportedly replied: “Fire him? No. I’ve just paid his tuition!” Technological start-ups need venture capital—in short supply in Japan. A friendly host culture means democratized finance—finance that can be accessed through many different, competitive channels. In Japan, apart from one’s family, banks have been the main source of funding for small business. However, this money comes with demands for heavy collateral. As a result of this and other traditional rules and cultural norms, Japan’s efforts to create anything like Silicon Valley never got very far. When the gray-haired gentlemen of Keidanren, the top business organization in Japan, finally got around to promoting the “Digital New Deal,” not much came of it. A resurgence occurred later in the telecom industry, with the widespread adoption of mobile phones and other technologies by Japan’s young people. However, how much of this will translate into entrepreneurialism? In the United States of America, one out of every tend people is engaged in some entrepreneurial activity. In Japan the number is one in a hundred. Japanese firms do not lack ideas. Japan was the World leader in the growth in absolute numbers of patents from 1992 to 1999 (with the United States of America coming in second), and was among the top countries in IT patents…But in the IT sector, and despite the country’s strengths in physical capital, educated work force, and deep reservoir of technology, this had not translated into global market shares or into many valuable new products. As of 2021, China led the ranking with a total of 697,540 patents. The United States of America comes in second with 374,006. #RandolphHarris 9 of 18

Industrial societies separate institutions into bureaucratic stovepipes. Japanese law actually at one time banned joint enterprises between universities and companies. The breakdown of these rigid boundaries is critical to the development of a knowledge economy. In the United States of America, Silicon Valley would have never arisen if the boundary between universities and businesses had not been crossed—if Stanford University, the California Institute of Technology, MIT, and others had not linked up with venture capitalists to start new high-tech businesses. Approximately 2,245 start-ups were launched in leading universities in the United States of America in 2020. Compared to 2,624 between the years of 1980 and 2000. During 1980 and 2000, by contrast, the number of start-ups for Japan was a mere 240. However, Japan could reach 100,000 by 2027, 10 times its current number. These will be start-ups with a market value of over $1 billion, by 2027, also 10 times the current number. Therefore, in Japan, breaking through the cast-iron wall that separated academic innovators from the business community by enacting laws to encourage university start-ups was a huge success. As change speeds up, this “cubbyhole crisis” is deepened by a parallel breakdown in the “channels” of communication. Smart business people have always known that a company succeeds only when its parts work together. #RandolphHarris 10 of 18

If the sales force of a company is terrific but manufacturing cannot deliver on time…or if the ads are wonderful but not tired to the right price policy…if the engineers have no sense of what the marketers can sell…if all the accountants do is count beans and the lawyers just look at the law, without asking business questions…the firm cannot succeed. However, smart managers also know that people in one department or unit seldom speak to their counterparts in another. In fact, this lack of cross-communication is precisely what gives mid-rank managers their power. Once more it is the control of information that counts. Middle managers coordinate the work of several subordinate units, collecting reports from the executive-specialists who run them. Sometimes the manager receives information from one subformal link between cubbyholes. At other times one may pass information laterally to the manager heading another groups of units. However, a middle manager’s main task is to collect the disparate information that the specialists have cut into fragments and synthesize it before passing it through channels to the next higher level in the power pyramid. Put differently, in every bureaucracy, knowledge is broken apart horizontally and put back together vertically. The power structure based on control of information was clear, therefore: While specialists controlled the cubbyholes, managers controlled the channels. This system worked marvelously when business moved slowly. Today, change is so accelerated and the information needed is so complex that the channels, too, exactly like the cubbyholes, are overwhelmed, clogged with messages (many of them misrouted). #RandolphHarris 11 of 18

Because of this, more executives than ever are stepping outside channels to circumvent the system, withholding information from their bosses and peers, passing it sideways unofficially, communicating through “back channels,” operating on “dual tracks” (one formal, the other not), adding fire and confusion to the internecine wars now tearing up even the best-managed bureaucracies. One overlooked reason why Japanese corporations have been better so far in managing the breakdown of bureaucracy is the existence in them of a backup system lacking in America and European firms. While Western firms are dependent on cubbyholes and channels, Japanese firms also have, overlaid on these, what is known as the dokikai system. The dokikai system is a deviation from formal bureaucracy—but one which makes it far more effective. In a large Japanese firm all recruits hired at the same time—what might be called an “entering class” or a “cohort”—maintain contact with one another throughout their employment by the firm, rising up the ranks as they grow more senior. After a time the members of the dokikai are scattered through the various functions, regions, and sections of the firm. Some have risen up the grades faster than others. However, this fraternity, as it has been called, hangs out together, socializing in the evenings, swilling much beer and sake, and—byholes outside the formal hierarchical channels. It is through the dokikai that the “real” facts or “true” facts of a situation are communicated, as distinct from the official part line. It is in the dokikai that humans, lubricated with alcohol, speak to one another with honto—expressing their true feelings—rather than with tatemae—saying what is expected. #RandolphHarris 12 of 18

It is a mistake to take at face value the picture of the Japanese corporation as smoothly run, efficient, consensual, and conflict-free. Nothing is further from the truth. However, the information matrix—the dokikai laid on top of the bureaucracy—allows know-how and know-who to flow through the company even when the formal channels and cubbyholes are overloaded. It gives the Japanese corporation an information edge. Yet this is no longer sufficient for organizational survival, and even this system is breaking down. Thus, companies race to build electronic alternatives to the old bureaucratic communication systems, and with these come fundamental reorganization as well, not only in Japan, but in the United States of America, Europe, and all the advanced economies. What we see, then, is a burgeoning crisis at the very heart of bureaucracy. High-speed change no only overwhelms its cubbyhold-and-channel structure, it attacks the very deepest assumption on which the system was based. This was the notion that it is possible to pre-specify who in the company needs to know what. It is an assumption based on the idea that organizations are essentially machines and that they operate in an orderly environment. Today we are learning that organizations are not machinelike but human, and that in a turbulent environment filled with revolutionary reversals, surprises, and competitive upsets, it is no longer possible to specify in advance what everyone needs to know. #RandolphHarris 13 of 18

A piece of work that is greatly admired as social science, at least from a technical if not an ethical point of view, is the set of experiences (so called) supervised by Stanely Milgram, the account of which was published under the title Obedience to Authority. In this notorious study, Milgram sought to entice people to give electric shocks to “innocent victims” who were in fact conspirators in the experiment and did not actually receive the shocks. Nonetheless, most of Milgram’s subjects believed that victims were receiving the shocks, and many of them, under psychological pressure, gave shocks that, had they been real, might have killed the victims. Milgram took great care in designing the environment in which all this took place, and his book is filled with statistics that indicate how many did or did not do what the experimenters told them to do. Somewhere in the neighbourhood of 65 percent of his subjects were rather more compliant than would have been good for the health of their victims. Milgram drew the following conclusion from his research: In the face of what they construe to be legitimate authority, most people will do what they are told. Or, to put it another way, the social context in which people find themselves will be a controlling factor in how they behave. Now, in the first place, this conclusion is merely a commonplace of human experience, known by just about everyone from Maimonides to your aunt and uncle. The exceptions seem to be American psychiatrists. #RandolphHarris 14 of 18

Before he conducted his experiment, Milgram sent a questionnaire to a large group of psychiatrists from whom he solicited opinions as to how many subjects would likely to continue giving electric shocks when ordered to do so. The psychiatrists thought the number would be very much smaller than it actually was, basing their estimates on their knowledge of human behaviour (which only recently has admitted the idea that people fear death). I do not mean to imply that real scientists never produce commonplaces, but only that it is rare, and never a cause for excitement. On the other hand, commonplace conclusions are almost always a characteristic of social research pretending to be science. In the second place, Milgram’s study was not empirical in the strict sense, since it was not based on observations of people in natural life situations. I assume that no one is especially interested in how people behave in a laboratory at Yale or any other place; what matters is how people behave in situations where their behaviour makes a difference to their lives. However, any conclusions that can be drawn from Milgram’s study must specify that they apply only to people in laboratories under the conditions Milgram arranged. And even if we assume a correspondence between laboratory behavior and more lifelike situations these might be. Nor can any serious claim be made that there is a causal relationship between the acceptance of legitimate authority and doing what you are told. #RandolphHarris 15 of 18

In fact, Milgram himself shows us that there is not, since 35 percent of his subjects told the “authority figure” to bug off. Moreover, Milgram had no idea why some people did and some people did not tell him to bug off. For myself, I feel quite sure that if each of Milgram’s subjects had been required to read Hannah Arendt’s Eichmann in Jerusalem before showing up at the laboratory, his numbers would have been quite different. Cross-culturally there is a correlation between the degree to which a society places restrictions on bodily pleasure—particularly in childhood—and the degree to which the society engages in the glorification of warfare and sadistic practices. In some areas of high technology—spaceflight has been notorious example—it takes years, even decades, to try a new idea. This makes progress slow to a crawl. In other areas—software has been a shining example—new ideas can be tested in minutes or hours. Since the Space Shuttle design was frozen, personal computer software has come into existence and gone through several generations of commercial development, each with many cycles of building and testing. Even in the days of the first operational molecular manipulators, experimentation is likely to be reasonably fast. Individual chemical steps can take seconds less. Complex molecular objects could be built in a matter of hours. This will let new ideas be put into practice almost as fast as they can be designed. Later assemblers will be even faster. At a millionth of a second per step, they will approach the speed of computers. #RandolphHarris 16 of 18

And, as nanotechnology matures, experimenters will have more and more molecular instruments available to help them find out whether their devices work or not. Fast construction and fast testing will encourage fast progress. At this point, the cost of materials and equipment for experiments will be trivial. No one today can afford to build Moon rockets on a hobby budget, but they can afford to build software, and many useful programs have been the result. There is no economic reason why nanomachines could not eventually be built with a hobby-size budget, though there are reasons—to be discussed in the future—for wanting to place limits on what can be built. Finally, established technologies are always pushing up against some limit; the easy opportunities have generally been exploited. In many fields, the limits are those of the properties of the materials used and the cost and precision of manufacturing. This is true for computers, for spacecraft, for cars, blenders, and shoes. For software, the limits are those of computer capacity and of sheer complexity (which is to say, of human intelligence). After molecular manufacturing develops certain basic abilities, a whole set of limits will fall, and a whole range of developments will become possible. Limits set by materials properties, and by the cost and precision of manufacturing, will be pushed way back. Competition, easy opportunities, and fast, low-cost experimentation should combine to yield an explosion of new products. #RandolphHarris 17 of 18

This does not mean immediately, and it does not apply to all imaginable nanotechnologies. Some technologies are imaginable and clearly feasible, yet dauntingly complex. Still, the above considerations suggest that a wide range of advances could happen at a brisk pace. The main bottleneck might seem to be a shortage of knowledgeable designers—hardly anyone knows both chemistry and mechanical design—but improving computer simulations will help. These simulations will let engineers tinker with molecular-machinery designs, absorbing knowledge of chemical rules without learning chemistry in the usual sense. Chemistry and chemical rules might also explain human behaviour. The past few years in America have seen the gradual disintegration of the illusion that we are not violent people. Americans have always admitted being lawless relative to Europeans, but this was explained as a consequence of our youth as a nation—our closeness to frontier days. High crime rates prior to World War II were regarded in much the same manner as the escapades of an active ten-year-old (“America is all boy!”), and a secret contempt suffused our respect for the law-abiding English. Today the chuckle is gone, the respect more genuine, for the causal violence of American life has become less casual, and its victims threaten to include those other than the disadvantaged. God has been profaned by the heathen sanctuary and wants it to be dedicated anew with song and music, and for the people to praise the God of Heaven who has given them their victory. Humans must live, not by might nor by power, but by Thy spirit, O Lord of hosts. #RandolphHarris 18 of 18

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