The Buddhist Hour Radio Broadcast Archives

An artist may visit a museum, but only a pedant can live there.

George Santayana, The Life of Reason, 1905.

This radio program is an excerpt from a document entitled prepared by John D. Hughes.

Executive Summary

The Geological Museum @ Upwey is a value creation project where a not-for-profit organisation aligns some of its Members towards understanding scientific progress by helping develop an actual museum and an e-museum database.

The AD HOC conceptual plan proposes that the Geological Museum is supported to provide a skills incubator where Members of the B.D.C.(U) Ltd. experience learning about the global nature of scientific knowledge and its administration.

The objective is to train persons who feel nourished by a multipolis culture.

The Geological Museum aims to be a support catalyst for the wider spread of scientific method by presentation of an elegant pathway, to encourage persons to develop 3rd and 4th Order knowledge at our Centre now, so that in future Members will be advocates for a multipolis culture to evolve on this site.

The other three knowledge incubators having full Conceptual Solutions are:

1. IT Planning (1999)
2. Chan Academy (1999)
3. Radio Broadcasting (1999)

Students at the Centre have implemented these full solutions with alacrity.

The improvement from taking up these conceptual solutions is calculable.

One KPI (Key Performance Indicator) is the amount of graphic data we have on site that is machine-readable.

For Oct-Dec 1999, Members scanned colour photographs and used a digital camera to record rock specimens, resulting in a 98% increase in our Centre's store of networked graphic information.

All Members will learn to be successful in the use of this technology next year.

The conceptual solution addresses the question of the future for a geological museum in a world where completely new generations of interactive media arrive at increasingly short intervals and the popularity of many institutions appears likely to be eclipsed by cyberspace.

Bran Ferron et al. (1999) posit that modern technology, like virtual reality, can provide us with thrilling new experiences, but it is likely that these will complement, rather than replace, the traditional theme park experience.

The Internet process moves over 4 development stages.

The first stage is the "e-info stage".
The second is the "e-connect stage" when relationships are developed with customers.
The third is when transactions begin -- the "e-commerce stage".
Finally, comes the fourth stage -- the "e-market stage".

In Australia, in 1999, nine out of ten Companies are losing money through their Internet sites (A.C. Nielsen, 1999).

Ownership and Future Control of the Enterprise

The Museum is a hobby for the owner.

He has advised the not-for-profit organisation to form a Secretariat to develop the Museum.

Members of the Museum Secretariat will co-ordinate all operational activities of the proposed Actual Museum and E-Museum Database.

Secretariat Members are:
John D. Hughes Dip. App. Chem. T.T.T.C. G.D.A.I.E.
Rodney Johnson A.C.I.T. T.U.S. Lvl IV
Anita Svensson S.R.N.
Julian Bamford B.A. App. Rec.
Frank Carter
Peter Jackson

The owner has no objection to the notion that the Secretariat plans to reach profitable trading by getting to the e-market stage by December 2000.

Provided sufficient profit as targeted is made, some could be ploughed back to pay for scholarships so that suitable Members could receive more scientific geological training.

Profit Distribution

Members who help generate development of the Museum will not be paid. Therefore, there will be few administration expenses.

Present indemnity cover needs reviewing after stringent OH&S laboratory practices are specified.

Some specimens are toxic so they are to be sealed in glass containers to prevent skin contact or prevent against the possibility of inhaling toxic dust.

Some profits go to the not-for-profit organisation to provide "worst case" insurance.

Other profits are allotted for training expenses.

At the e-market stage, the museum plans to be able to generate incidental commissions through the business of introducing buyers to sellers through using the Internet as a bazaar.

Methodologies Applied to Develop the Conceptual Solution

The conceptual solution methodology for the Museum is framed by teasing out information in four strands.

The first strand comes to terms with solving complex questions posed by the systematic collection and documentation of geological specimens using the untrained staff of a not-for-profit organisation.

The second strand seeks solution sets for implementing training systems capable of giving specimen analysis and subsequent identification.

The third strand reviews understanding of what is likely to be a suitable method of managing research information of a geological nature on the Internet.

The fourth strand deals with managerial issues of gathering methods to achieve effective financial substantiality of the enterprise.

Why is this Conceptual Solution Still Only Ad Hoc?

To suggest persons explore rubbish dumps on their first visit when trying to promote a new city is not wise. To get the museum project off the ground, a somewhat idyllic appeal to the cultural history of geology is offered in the conceptual solution.

The unravelling of many technical domains where exciting and original propositions may be waiting to be found is mentioned only en passant.

The greatest risk perceived on the project is that the law of diminishing expertise may well occur on this project because Members with little scientific training will start appointing or promoting persons less effective than themselves to work on the project.

The true generalist manager creates basic standards and publicises benchmark performance standards so that everyone knows what a "10" looks like.

Persons prefer to promote persons who are non-threatening. They are not skilled in a technical field so are at a real loss to understand the real excitement that comes from systematic chemical and physical analysis of a specimen.

Getting leaders to accept a technical learning curve without it being rejected has been blended into this conceptual solution. Anything that appears to flag up too many threats, each of which suggest there is "barbaric" cultural sameness settling over the Centre's non-scientific hierarchy, has been excluded from most of the solution sets.

Ideally, this presentation ought not to exclude formal expression of chemistry and physics nomenclature.

But the level of terminology available in the sight words of the target audience precludes this ideal.

If one person bolstered a notion that all Museum signage should be in three languages while other Members thought no signs were warranted, the good idea would be lost.

What Incentive Do We Have to Run Exhibitions?

The prime incentive is to get feedback we do not get on the Internet.

Then our Internet permanent exhibition becomes more educational, motivational and is better targeted.

The first exhibition planned for 2000 will be "Granites in building in fabulous Melbourne".

The second exhibition will be: "Marbles in building in fabulous Melbourne".

To create a modus operandi for the systematic planning of such exhibitions at the Museum, it is recommended that an Ad Hoc Museum Board of four persons set up a practical workable possible structure.

What Happens After the First Cultural Audit?

Two cultural audits of the design of the Museum's physical spaces, facades and building have been done.

Both audits showed a need for a higher level of remodelling of Suite 10 than was first anticipated.

The colour schemes of buildings and the layout of office working space were reworked to lift Members' perception of the significance of the project.

Like it or not like it, healthier looking office systems and more expensive fittings are taken as signs of status.

The degree of internationalisation shown by office accessories carries an important cultural message.

A specially tailored cultural audit to imply "globalisation" (the office of tomorrow) gives a high weighting to such things.

On December 4 1999, John D. Hughes ran the cultural audit. He found an audit figure of 20 for the Museum building and office complex. This is 80% below the lowest acceptable cultural audit figure (Tmin).

It is not acceptable to himself, his Company nor the Centre.

The PA Consulting Group's 1990 view that quest for the office of tomorrow is still in a backwater can be said to apply to the Museum complex.

Two hundred years of office routine have taken their toll.

The conceptual solution states the figure must be raised to meet a cultural audit nearer an "international" standard greater than 181 (Tfan) during December 1999.

A new series of benchmarks of what is to be done:

--The Museum office will need to handle diversity in the form of multi-currency invoicing, huge volumes of data, react rapidly to changing local circumstances in the supply chain and cope with changes in the quality and availability of geological information.

--The Museum office & laboratory must be commodious so persons enjoy their cultural ambience.

--The image, style and colour of materials selected are so far removed from Member's "suburban" culture that they leave behind their role expectations.

--Functional and national boundaries cannot be tolerated.

--Significant initial planning of the performance space permits only S5 "international" performance.

--They routinely do their tasks 10 times better than the common person seeking to stay in a S1 office who is best described as a "suburban office failure".

--Museum Board Members do not use the Curator's Office - their meeting room is the library in Suite 1.

The first urgent task for the Museum Board is to agree on some sort of cultural audit standards so they follow an affordable entrepreneurial refurbishment tactical plan for the Museum to reach Taver by the January Laying of the Museum Foundation Stone by the Monks.

Planning for the New GST Provisions

The other area is to ensure it is tax-compliant for GST purposes and its organisation is at "arms length " from John D. Hughes (the owner of the Museum).

They should examine the proposition that John D. Hughes' Company should service and collect GST taxes on sales.

Also, should John D. Hughes' Company administer the technical aspects of registration by holding the trading name Geological Museum @ Upwey?

Taxes using the Company's GST number could cover sales of materials such as surplus rocks and minerals not needed by the Collection.

The Company could monitor sales of database downloads from the Internet site.

Trading will be conducted after registering a trading name Geological Museum @ Upwey for his commercial Company.

This performance by John D. Hughes' Company protects the good name of the B.D.C.(U.)Ltd.

There is no danger that the not-for-profit organisation is seen as trading with the E-Museum.

Under these arrangements, there is no likelihood it could be held by the ATO that the not-for-profit organisation was revenue raising in an area unrelated to the organisation's basic mission and taxing it as if it were a for-profit organisation.

The not-for-profit organisation will service the area and empty the collection jars near the Naga Images.

If at any time the E-Museum were launched as a private Company with shares, it would be easy to devolve from John D. Hughes & Associates Pty. Ltd.

It should investigate and recommend to John D. Hughes what governance measures are needed and decide whether or not there is a need to register the Museum in the form of a legal entity such as an Association.

Structuring the Commercial Profile for GST on Sales

It is of prime importance that GST collection be workable to protect all stakeholders.

University bookstore operations are now structured into for-profit company structures in the non charity segment of the non-profit sector.

The simplest approach that can ensure the not-for-profit component is not put at risk by any adverse ATO ruling against the existing not-for-profit Company is to make sure the foundation is protected with GST.

The second task for the Museum Board will be to codify operations of the Association and protect the private not-for-profit Museum against loss of assets by take-over .

The third task for the Museum Board is to establish interfaces between the Museum and persons or organisations whose constitution is not opposed to the noble concept of its establishment.

The author (John D. Hughes) of this conceptual solution starts from a premise that when a critical mass of entirely independent and well-authenticated facts (high level information) about an issue are collected by a society, that society's thinking changes from 1st or 2nd order thinking to 3rd or 4th order thought.

He makes no apology for the fact that his raison d'étre for establishing the museum is to use it as a vehicle to raise the level of thinking of those involved in the project.

Who has Authority to Issue Invitations to Visit the Private Museum?

The private Museum at Suite 10 has limited display capacity.

As explained, prime museum space is reserved for training staff.

Dangerous reagents used for analysis must be locked for safety reasons up before visitors have access.

Viewing the museum specimens is at specified hours. The building is to be treated as a high security area.

In general, the majority of visitors will view the permanent display of specimens arranged for public viewing under cover at the East end of the Golden Pavilion.

Suite 10 must have a suitable fire rating and safe exit arrangements, filtered air and staff comfort.

Our Benchmark is comparing our learning with the quality of learning in public & private schooling.

Lyndsay Conners, in her 1999 Radford lecture, delivered to the annual conference of the Australian Association for Research in Education, stated that a love of strangers is disappearing from our public institutions in Australia.

The basis of non-government schools in Australia rests on their formal freedom to select and discriminate on grounds that are forbidden by law in the public sector.

The claim that there is a constructive convergence taking place between public and private schools means the terms government and non-government are anachronistic.

All schools are government funded, so the story goes, but some schools just get higher subsidies than others.

The so-called enrolment adjustment benchmark (EBA) has the effect of reducing the legislated funding amount for those remaining in the government school system.

One of the profound indicators of the effect of the Commonwealth's entry to schooling has been a net shift from public systemic schools to non-government, non-systemic schools.

At the heart of our school system there is a sad lack of authenticity; there are follies and foibles that are not worthy of an honest, mature, confident, intelligent society entering the knowledge economy.

At present public schools get about 38% of funding and non-government schools get about 62% of the total funds the Commonwealth provides for schools.

In 1973, non-systemic non-government schools ranged through a scale of 40 to 270 against the government average of 100. Connors estimates that the scale has become more like about 90 to 500 in 1999.

Our Speed Learning Benchmark is to be at Least 10 Times Faster at Training Than Government Schools

This means at a scale of 1000 compared to a government school average figure of 100.

To do this, the private museum needs to operate as a change agent.

No matter how sober and rational a society pretends to be by modern standards, the more a change agent can collect and disseminate the critical mass of high level information made available to that society, the possibility arises that it may wake up .

The action of waking up means persons can recognise and come to terms with the enormous influence that superstition has shaped his or her human past actions.

There is an inconceivable complexity of 1st order thought over a long history associated with views and opinions about the "magic" of rocks and minerals (as opposed to relatively few "facts" of geology science).

THE CURATOR/OWNER OF THE MUSEUM will order specimens in such a manner as to BRING ABOUT 3rd or 4th order thinking.
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The Curator/Owner believes there is a human need to be told stories about geological specimens. This has remained relatively unchanged throughout history.

This need for stories about specimens is communal with Nagas and other beings.

14.0 DEFINING ORDER OF INFORMATION

Much of the abstract knowledge about rocks and minerals is carried by myth.

Levi-Strauss (1969) has shown that, however bizarre the events of a myth may seem to us, myth is governed by a rigorous and relentless logic in which schemes of kinship, geography, the satisfaction of biological needs, and cosmography are subject to the same ordering principles.

A Rank 1 ontology consists simply of a listing of the types recognised by the culture, and some sub-categorisation. A Rank 1 thinker can form metaphors and proverbs, and thus get abstract ideas into his or her level of cognition.

We call this 1st order.

But a Rank 1 thinker lacks a structure that permits comparative judgement between alternative abstractions, or any other intellectual assessment.

Writing is critical not only because it allows the stable representation of thoughts but it also forces thinking about thought. The metalingual definition allows a Rank 2 culture explicitly to convey its abstract knowledge through rationalisations. The Rank 2 abstractive system has two mechanisms available to it: metaphor and metalingual definition.

Rank 2 thought consists in the explicit and extensive elaboration of metalingual definitions.
Rank 2 thinkers developed a perspicuous notation and algorithms.

We call this 2nd order.

Rank 3 thinkers exploited calculational algorithms effectively (W. L.Benzon & D.G.Hayes (1979).

We call this 3rd order.

Rank 4 science uses sophisticated logic and mathematics to such an extent it becomes even more necessary to thought. The central work is Turing who explained what an algorithm was.

His universal machine, a purely abstract construction, was an algorithm for the execution of any algorithm whatsoever. Von Neumann and others embodied Turing's account of the algorithm into a physical device: the computer.

Rank 4 models of non-observable phenomena are useful. New "Interdisciplinary" ventures can be distinguished as those that lay out two recognised disciplines side by side without generating much that is new, and those that do the same only to transcend them.

We call this 4th order.

15.0 MUSEUM STAKEHOLDERS WILL ADVOCATE 3rd & 4th ORDER THOUGHT

The conceptual plan for the Museum is to develop immediate research opportunities to allow 3rd & 4th order thought to occur and transform such thought into the useful knowledge body of specialist monographs produced either in-house or externally for the Museum.

A peer review will control the quality of published output.

To satisfy such needs, the Curator/Owner has proposed the setting up of a Geological Museum to display his Collection and tell the stories behind the specimens.

As scientific objects they need to be seen as objective.

Description is preceded by a phase of reception during which a certain amount of information is transmitted by experience. If we analyse experience, however, we find the term is ambiguous in that it refers both to the objects and their perception.

The fields of variation used intra-species by humankind for classification over different centuries at different regions show this type of ambiguity.

At the same time, but with perhaps less ambiguity in intra-species variation of classification, Nagas have arrived at their own classification of similar rock or minerals based on their respective sciences of geology.

16.0 A MUSEUM SECRETARIAT WILL BE FORMED TO ADMINISTER THE MUSEUM

The Curator will be a Member of the Secretariat.

An Ad-Hoc Museum Board should be commissioned in December 1999 for six months to sanction the conditions under which privileged persons or organisations are chosen to serve on the Secretariat for the Museum.

It is suggested the term of the Museum Secretariat Members be three years.

They should devise a five-year financial plan.

The Curator will control the actual museum and the DRAGON KING shrine inside the museum building and a Naga Shrine outside the museum building.
The development of these two Shrines is the subject of a separate conceptual plan.
The Curator of the museum has immediate plans to upgrade the Dragon King Shrine.

The rules governing admission and exclusion policies to the Museum need to be formed this year to provide a continuum of constructive convergence.

The owner proffers that the private Geological Museum will be commissioned in 5 stages.
The number of his selected stages is not conceptually prescriptive.

The e-museum will be commissioned in 4 stages ending in the e-market stage. (SEE BELOW).

17.0 RENEWING THE APPEARANCE OF THE MUSEUM BUILDING

A metal-framed building on the North boundary of the site is to be upgraded.

Over December 1999 Stage 1 modernisation will continue.
The owner contributes the cash and Members with time available help do the work.
Appropriate building materials became available just in time.
Refer Schedule 1 and Appendix 2.

Security precautions will be adequate.
The plan is to complete the first stage and commission the Museum ready for Stage 2 by laying a granite foundation stone within a granite wall on 20 January 2000.

This conceptual plan will be finished by that date and printed on 500 year paper.

This document will be placed in a millennium time capsule under a granite wall at the entrance of the geological museum in January 2000 as a good cause for the project's long life.

18.0 THE FOUNDATION STONE OF THE MUSEUM

The Foundation Stone of the Museum will be laid on the full moon day in January 2000 within a granite wall having records to be opened in 100 years. Offerings will be done to the Nagas.

Stage 2 ­ The specimens will be classified on a simple system.

Stage 2 will be a simple classification to place like with like in wall display units. Some specimens will be numbered. Stage 2B will give each specimen a series of tests to give more complete classification.

Any physical and chemical tests performed will be recorded on the data base and the specimen digitally photographed.

19.0 INTERNATIONAL APPELLATIONS WILL BE USED FOR THE SPECIMENS

The distinguished mineralogists who make up the International Mineralogical Association have established a Mineral Names Commission and set high standards for the scientific proof of a new species.

Research is carried out in many places to determine the status of those species that are in doubt. In the older editions of Dana's System of Mineralogy more than 3000 mineral species are listed. The accepted number today is nearer 1500.

Several new species are discovered and approved each year, but at the same time several others are likely to be demoted to the status of mere varieties.

Mineralogists have been devising techniques for producing synthetic minerals in the laboratory for more than 200 years.

Geologists tend to group the environments in which minerals form as magmatic, sedimentary and metamorphic.

Meteorites have a non-earthly origin and represent a special environment.

Sooner or later monographs about specimens are planned.

20.0 LOCATING REFERENCES IN HISTORY BOOKS

Any mention found in history records (including oral history) will be added to the prime data.
Several ancient references will be consulted to get suitable material for this part of the data collection.

Attempts at trying to order and describe natural geological materials began about 300 B.C. when Theophrastus wrote his book "On Stones".

Pliny the Elder (A.D. 23-79) described a long list of fabulous stones, most of which possessed some sort of occult power.

In the 16th century an Italian named Camillus Leonardus wrote a book about gems, in which he described an astonishing stone called an alectorius.

In 1854 James Dwight Dana set the chemical classification of minerals on a firm footing.

Later, polymorhs were explained with X-ray crystallography after 1912.

In 1966, R.O. Chalmers noted the rapidly growing amateur interest in geological science in Australia.

In the best sense one of the adjuncts of collecting is the acquiring of knowledge.

In Broken Hill, at the turn of the century, a publican traded drink to thirsty miners for choice mineral specimens which were then abundant in that famous Australian mining centre.

This collection was subsequently purchased by a philanthropist and distributed among four scientific institutions in Sydney.

Each specimen in the JDH collection has some pleasing anecdote of how and where it was acquired.

21.0 THE MUSEUM DESIGN WILL BE EVALUATED AFTER ITS FIRST EXHIBITION

Masses of extrinsic information will be found once testing begins on the specimens in this unique collection. It is the best kept secret in Australia and may be compared to a stash of hidden treasure awaiting discovery and documentation.

Some years ago, a small inauguration service marking the intention to start developing a Museum was performed in the presence of N. Prescott.

21.1 COLLECTING NOTES IN THE VISITORS BOOK

A vital part of any P.R. exercise is to use the power of names of satisfied clients.

The Visitors book is written by brush.

On the FIRST DAY OF SUMMER 1999, the GEOLOGICAL MUSEUM @ UPWEY invited selected visitors to see how construction was progressing in SUITE 10. The preview of development work took place while the Curator John D. Hughes was in silent retreat.

Visitors viewing the preview of the first exhibition wrote their impressions in the Visitors Book.

They noted:
"Thank you for the honour of being the first visitor. May the Museum continue to prosper. Long life to our dear Teacher."

Allowing a select few to preview the fitout work in progress at the building is good PR.

When the construction is completed to stage 1, it will be ready for its first exhibition.

The first exhibition, tentatively entitled "Granites in Building in Fabulous Melbourne" will be mounted using a granite entrance doorway to the museum.

The Visitors book must be used to the full on that day.

The museum's sponsors will help in identifying specimens they have donated such as granite and marbles.

At present, no Australian organisations or scholars are aware of the existence of the collection.

22.0 THE CULTURE USED MUST BLEND SCIENTIFIC THOUGHT WITH KNOWLEDGE

The processes we teach and practise through use of the Museum platform will bring the cultural change needed to result in a change in the order of knowledge persons use for the rest of their lives.

Using 2nd or 3rd order knowledge gives at least 5 advantages over using 1st order knowledge.

These orders give complete access to the five styles and four trusts described by JDH.

THE ALIA STATEMENT ON VOLUNTEER WORKERS IN LIBRARIES they adopted in 1985 and amended in 1988 does not apply in our case.

It is totally opposed to volunteer workers being substituted for appropriately trained, paid library personnel on a regular and systematic basis. According to their 1988 amended statement, a volunteer should not hold the only library position in an organisation.

We do not see the need for a librarian in the organisation because the persons who do the geology tests use data entry to place information directly onto the Internet. They are more like authors than librarians.

In the conceptual solution, we have been bold enough to indicate and foreshadow an e-marketing policy.

Our collective experience with IT work over the last three years shows that it is very probable we can get the more advanced systems needed for our databases even if it appears some persons feel we are opinionated in our demands, which specify high end digital technology.

The actuality is that we have a track record of "cobbling" together more complex IT systems than we propose in the conceptual solution without too much pain or expense.

The conceptual solution holds that one of the objectives of the enterprise can be achieved by users of the Museum if they were encouraged to develop themselves by undertaking curiosity-driven searches to get to 3rd order knowledge.

Conventional libraries are not sufficiently staffed to offer post-graduate training to their clients.

This is feasible by searching specimens with the notion of looking for patterns or doing frequency counts of crystal sizes that can show up by zooming into the high definition photographs held on-line in the scaleable illustrated museum catalogue.

As the Museum data feeds our data-warehouse and is indexed on site, operators can use ISYS data retrieval for a future help-desk. More licences would be required in future. We need one licence per operator.

Allowing e-mail queries for a fee could allow persons to supply data and give rein to any latent scientific interest.

A study paper of the likely cost benefit of issuing a research publication monograph in paper form or on a CD holding some research output delivered by the museum data warehouse.

How straight Internet e-mail comes into the system needs to be well modelled before anything is decided.

Issues as sales of CD or DVD will follow.

As a notional policy on copyright, JDH owns the copyright of all material and does not intend to turn it into the public domain..

He will encourage a culture having the notion of "USER PAYS" if they seek to download.

The conceptual plan assumes John D. Hughes & Associates Pty. Ltd. collect the royalties.

Formulae for fees on copyright royalty on each page of high quality colour prints of specimens downloaded need to be devised. Some royalty payments may be in the form of rock or mineral specimens.
On-site experiments to resolve a quality solution for photographs have begun.

To date, the ability to view an image and zoom into it on screen at about a 700,000 dpi file for one rock photograph appears a likely starting point. The final decision ought to embrace international standards if these are available ­ Frank Carter or Rodney Johnson are to find this out.

The information architecture of the Internet site may appear as a modest database at inception, but it must be supported with higher order knowledge and be well thought out for the future.
Giving indices of other sites of interest could generate connectivity and co-operation with other reference material in libraries.

When Members have time the Website may become interactive and operate as a clearinghouse for information exchange format. This is more real and active than a virtual library.
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We do not believe there is any merit or hope in preventing the old work ethic culture from vanishing.

As can be seen, the ALIA approach to library work does not apply in our case because all Members in our information supply chain must add value to any 1st order knowledge they find.

Unlike libraries, we welcome the need to fund our own projects.

We plan to exclude persons who incline to advert from 2nd or 3rd order knowledge.

At present, we are interested in including those who have an interest in bringing about the work of preserving the specimens and writing down classifying information beyond 1st order.

The Museum owns the copyright of projects that Members have researched and written up.

23.0 VOLUNTEER TRAINING COMMITMENT NEEDED FOR THE NEXT DECADE

To begin training, persons must have sufficient time.

As an order of suggested magnitude:

for a Tmin level, three persons need to spend 20 hours a week each for 10 years to gather skill in interpreting the results of 90 measurements used to qualify as a research scientist.
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for a Tmin level, three persons need to spend 10 hours a week each for two years studying the foundations of geological testing to qualify as research assistants.

for a Tmin level, three persons need to spend 20 hours a week for 2 years to classify the rocks at a mere catalogue level.

The project could recruit science graduates to help develop Rank 3 and Rank 4 thought in their vacation.

For planning purposes, a series of preferred testing procedures (at three levels Tfan, Taver, Tmin) necessary for different levels of narrative about the nature, age and rarity of rocks, minerals and fossils in the JDH Collection should be assembled.

A KPI setting what percentage of specimens in the museum should be given the highest (extensive) level of testing.

For the first year, this KPI target is listed at 2.5%.

24.0 THE NECESSITY FOR SETTING UP A NEW GEOLOGICAL DATABASE
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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 geological museum is affordable.

Those interested Members who have helped JDH prepare the museum site at Suite 10 have acquired an understanding of the primary levels of display at the museum.

Our well-established tradition suggests that the conceptual solution need not follow arguments in extension as might be expected of a well-referenced thesis.

Be that as it may, some form of theory, even only "bare bones" enough to stay within a reasonable length, could make the work useful as a paper about managing research publications.

Complex reasons for discard have not been listed but this PRO TEM illustrative explanation of 1st ORDER propositions vis a vis 3rd ORDER premises opens up understanding of the non-trivial nature of the projects.

To help understand 1st order it may be conceived of as a narrow function.

1st ORDER IS A POLICY CHOICE WHERE THE NEXT ACTION STEP IS DETERMINATE.

Higher order may be conceived of as wider functions where the next action step is indeterminate.

Where a process is 1st order, it is an instrumentality to set up in-house performance without default.

An example of a 1st order function was deciding that an in-house testing facility must be provided.

This leads to a conceptual statement: 'a balance able to weigh the specimens will be obtained' is seen as definitive and prescriptive. No degrees of freedom is implied ­ hence it is labelled as a 1st order function.

Since there is no choice permitted in this function, the action step means weighting balances MUST be purchased and a condition found that the Museum has an in-house testing laboratory.

By contrast, supposing a secondary choice reference was made to 'A WEIGHTED SPECIMEN', this is indefinite and non-prescriptive ­ it may imply the weighing is to be in-house OR sub-contracted to a weighing contractor located off-site.

THE CODE USED for degrees of freedom = no. of phases present -1

ORDER = DEGREES OF FREEDOM + 1.

No degrees of freedom implies 1st Order.

This secondary choice suggests that at least two phases of possible outcomes gives one degree of freedom hence we call it a 3rd Order process.

In this conceptual solution, the language has been coded to attempt to make clear distinctions between two conditions.

WHAT IS NOT CLAIMED IS DISCLAIMED.

The first condition is made when a major premise and an example are to be taken as equivalent.

The second condition is made when a major premise and an example are not taken as equivalent.

The second condition is based on setting up third order logic:

1. An example + a major premise = an exemplified major premise.
2. An exemplified major premise is a subset of an existential major premise.

The second condition has "SUCH AS, FOR EXAMPLE" before the example given.

At times, the rules of grammar appear to be ignored in favour of common usage.
The name of the museum suggests "Geological" rather than "Geology".
A necessary condition for persons searching Internet is that they may use "geology" as the search word.

The Geological museum @ Upwey will conduct Public Relations (PR) processes.

As part of the PR process, research & development notes will be published as: GEOLOGICAL MUSEUM @ UPWEY PERSPECTIVES

25.0 GEOLOGICAL MUSEUM @ UPWEY PERSPECTIVES
Short title: GM@UP

The overt editorial policy of "Perspectives" is to assist in raising the profile of the Geological museum @ Upwey and gather volunteers to manage the existing collections of specimens and make it become widely known.

A private museum has a higher possibility of speedier communication to the general public about interesting issues than a public museum because it does not have to answer to the elected political masters.

Our set policy or mission does not have to sway with every breeze.

The printing target audience is the retired persons in Australia and encourages them in 33 core activities at the GEOLOGY MUSEUM @ UPWEY.

Core activities are those given Key Performance Indicators (KPI).

One KPI ensures the geological research museum builds its specimen collection.
Change of organisational culture is realised through training officers who support the mission statement to do these and related activities.

We intend to counter-influence the "dumbing down" culture and thereby help persons to develop analysis by means of science-based techniques in the study of geology.

The Museum lemma is:

Investigate the granite-like nature to be discovered in land, sea and air.

Rocks on the mountain may not last 5 million years.

THE LOGO

Ought to reflect the Museum character designed.

The callipers, micrometer or measurement scales imply accurate measurement.

Such a visual clichÈ is essential in a world of graphic communicators.

The Edwardian Suited Owner looks the part.

26.0 THE REAL AND THE VIRTUAL MUSEUM

The real museum holds actual rocks collected over four decades by John D. Hughes.

It is located in Suite 10 at 33 Brooking Street Upwey 3158.

Over the four decades, with the help of Nagas, John has gathered thousands of geology specimens from around the world.

In 1999, the owner set aside an area in Suite 10 on his premises to house the collection in an organised manner. The organised collection is the basis of the Geological Museum (UPWEY).

The virtual museum will be viewable on the Internet site.

The Buddhist Discussion Centre (Upwey) Limited will service the Website for the virtual museum.

The geological museum's OWNER and CURATOR sees an organisational need to operate BOTH museums as having flexible work groupings and information flows that cut horizontally across the business.

The power structure of the managers of the organisation tends to reside in vertical management systems and most managers find it difficult to reconcile the two structures.

The conceptual solution provides the necessary viewing distance and brings a critical eye to the gestalt.

Since the gestalt vision has been refined, the importance of the organisation's operations core processes become clearer and operations will be redesigned around such exposed core processes.

As process redesign is advanced along the horizontal model track, the organisation can exploit the premium potential for fundraising operations of the TWO geological museums.

27.0 CURRENT ARRANGEMENTS WITH THE NOT-FOR-PROFIT ORGANISATION

ON 14 NOVEMBER 1999 THE BUDDHIST DISCUSSION CENTRE (UPWEY) LTD. AGREED TO INVEST THEIR MEMBER'S TIME TO DEVELOP THE GEOLOGICAL MUSEUM (UPWEY) FOR FUNDRAISING OPPORTUNITIES.

The Secretariat, by developing plans for exploiting and servicing the DRAGON KING SHRINE, the ACTUAL geological museum at 33 Brooking Street Upwey 3158 and the VIRTUAL MUSEUM on the Website, ought to be able to move significant funds over if they service the Museum.

The Centre is at "arm's length" from the owner of the Shrine and Museum located at SUITE 10.
In 1999, the landlord removed items archived in Suite 10 to Suite 11.

THE MUSEUM SITE IS TO BE DEVELOPED AT A RATE SUFFICIENT TO MEET THE ESSENTIAL SERVICES PROVISIONS OF THE BUILDING REGULATIONS 1994 BY 9 SEPTEMBER 2000. (See Appendix 2.)

NO PUBLIC ENTRY IS TO BE ADVERTISED UNTIL THE LANDLORD STATES IN WRITING THAT THE ESSENTIAL SERVICES PROVISIONS HAVE BEEN MET.

Members of the organisation HAVE NO AUTHORITY to invite the general public to enter the museum.
Under present circumstances, ALL children are banded from entry to the ACTUAL MUSEUM.

Until the essential services provisions are in place, the public will be locked out of the museum.
The latest compliant date is 9 September 1999.

The following signs are to be posted -
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DANGER - WORK IN PROGRESS ­ PUBLIC NOT PERMITTED BEYOND THIS POINT.
WORK SHOULD BE COMPLETED BY FOUNDER'S DAY (9 SEPTEMBER 2000)
ALL GUESTS sign the O. H. & S. register.

The only person permitted to enter SUITE 10 without signing is the CURATOR.

The essential services provisions means suitable tested fire extinguishers are available, the building has high fire rating standards and the exit doors are provided with auxiliary powered GREEN EXIT LIGHTS at the entrances.

The conceptual solution proscribes that the design of the SUITE 10 interior should meet hall of assembly standards.

28.0 FITTING A HORIZONTAL ARRANGEMENT TO THE CENTRE'S VIEWPOINT

The owner of the geological museum has constructed a DRAGON KING Shrine within Suite 10.

Members of the Centre are permitted to do offerings at that Shrine under instruction.

Fundraising with low set-up costs, no travel and extra training is attractive to the Centre.

28.1 DEVELOPING SAFE HANDLING FOR ALL SPECIMENS

To have O. H. & S. in the work place, the conceptual solution specifies protective means so that Members do not have direct contact with specimens that may have toxic material in them.

Disposable gloves and freshly laundered white lab coats are provided to all operators.

Simple hygiene such as washing hands after each museum session is part of the fundamental safety program.

Make sure heavy metal samples are placed in sealed containers for safe viewing.

Since these conditions preclude Members from breathing in heavy metal dust and coming into physical contact with the specimens, poisoning is avoided.

Members have little chance of knowing about the toxicity of a specimen until it is identified. We never know what sample will arrive.

Members can play it safe by handling ALL specimens with the view that they are ALL toxic specimens as they service & staff the geological museum.

It is convenient for Members of the organisation to attend to cleaning and maintenance of the museum.

29.0 CURRENT STAFFING FOR FUNDRAISING THAT MUST BE AFFIRMED

Five different methods of fund-raising for the organisation are known to date.
A permanent donation BLACK BOX in front of the inner DRAGON KING shrine.
A temporary donation box on the outside Naga shrine near the entrance.
Sale of pairs of dragon eyes - $100 per pair ­ to selected persons.
Writing family name to stay on altar for one year only.
Sales of photographs of the Dragon King Altar with Teacher in Dragon Robe.

The prospect of charging a donation at the entrance needs to be evaluated.

Members are expected to cover incidental costs of maintenance, cleaning and continuance.

30.0 CONCEPTUAL SOLUTION OF METHODS FOR PROMOTIONAL ACTIVITIES OBLIGES MEMBERS TO THINK ABOUT DANA

The conceptual solution must supply TWO focused propositions that enable this museum to be distinguished from all other museums.

DANA is one notion ­ the idea we bless our benefactors.
SKILL is the other notion - we skill our benefactors.

The central proposition is it is TWO museums at once ­ an actual physical collection AND a virtual Internet portal.

The Internet delivery mode may be redundant within five years.
Our tests show a 4 MB full digital photo can be degraded to 700KB without too much loss of quality.

With thousands of specimens, the Website would be TOO SLOW if this quality was delivered up front.

Our tactical plan is to deliver a series of 20KB degraded "thumbnails" of specimens for viewing and then the full 700KB image can be requested for full screen download.

At 56KB/S (fairly fast by today's standard), the down load time for 700KB/S would be 13 seconds for the "full image".

The modern Kodak 280 zoom is tied to 2 million pixels which is twice the resolution of the camera we used.

Supposing it a linear device, then at high resolution it would need 8 MB.

Then if used at 56 KB/S, the download time would be 143 seconds.
At that stage, after going through CD delivery, it is almost certain that when DVD derivatives are marketed, they may or may not be the material needed for sound public relations.

The museum has its own separate logo.

Details of "the 1000 sciences" figure can be found at Volume 2, pp. 816, 818, 821 DDC20 (Dewey Decimal Classification Edition 20).

Each of the three DDC sections has 10 headings, making 1000 in all.

The second lemma is:

Talking with a rock lasts only 500 million seasons.

We use PR for the museum identifying with the model system in our lemma and then make it operational.
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The public relations image and style for the museum is to be reflected in the promotional material.

The strong version of the P.R. pitch is to suggest that JDH, by using one of his core competencies (scientific training in chemistry), can with ease "fashion the thousand sciences" needed in this new and seemingly unrelated business of a geological museum.

But what happens if JDH is unavailable?

The students are to be fast-tracked in training.

The training for safe testing techniques will be written up and made available (with video support).

In the future, Members will be encouraged to do second degrees in geology, chemistry degrees or some thing to do with science. Others will have information processing degrees or equivalent.

The strong case is to be used in ALL forms of general public relations.

Our WEBSITE can help put this strong case into circulation so thinking about the museum is coherent.

After this promotional activity is done, framing is needed for two imperatives.

1. Why should a person or an organisation donate geology specimens to our museum rather than some other institution?

2. What stimuli are needed for a person to decide to donate to our geological museum?

Exploration of questions of tax deduction incentives being sought for donations has been deferred for 6 months until something very concrete in the form of a running museum is visible.
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To motivate persons to fund the donation of geology specimens to the museum collection without tax deductions requires promotional activities to raise the profile of the project.

Urgent ­ the first promotions are made by JDH to the BDC (U) Ltd in December 1999.

Julie O'Donnell volunteered to get others to help the curator arrange and maintain the museum collection.

Peter Jackson will design the flyer.

The conceptual solution has defined the competitive constraints on the boundaries of the geological museum using Porter (1979) who postulates on the forces that define the nature and degree of competition in an industry.

Porter considers the forces are:
the threat of new entrants;
the bargaining power of suppliers;
the threat of substitute products or services; and
the jockeying amongst current contestants.

One critical component of Porter's framework is the identification of each competitor's assumptions about itself and other organisations in the industry.

Porter (1980) implies that these assumptions may be strongly influenced by biases or "blind spots" defined as "areas where a competitor will either not see the significance of events at all, will perceive them incorrectly, or will perceive them very slowly".

Knowing a competitor's blind spots will help the organisation to identify the competitor weakness.

A limitation of Porter's (1980) perception is that it only focuses on the competitive blind spots of the opponent and does not address the competitive blind spots of the organisation itself.

JDH sees the organisation of the geological museum as flexible groupings of work and information that cut horizontally across the business of the not-for-profit organisation.

Since the power of the organisation resides in vertical management systems, managers find it hard to reconcile the two structures.

31.0 KEY PERFORMANCE INDICATORS

For the actual museum mission to succeed by meeting the conceptual KPI's in a successfully managed operation requires three managers and the curator to add some distance and bring a critical eye to the gestalt.

Within two years, the mission is to deliver a Geological museum Website that provides information equal to a third rate geological museum.
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Two KPI are to be used for the actual museum.
The first KPI is the rate of acquisition of new specimens.
The second KPI is the rate of successful cataloguing of specimens.
About 80 test measurements per specimen are required for correct classification.

The KPI of the virtual geological museum is the donations per hit generated on the Website.

With this overview must come a commitment to redesigning their operations around core processes.

The KPI chosen is to be the catalyst to bring cultural change so that Members expect 100% growth in new specimens within this time frame.

A conceptual solution that expects this magnitude of growth is acceptable to the Curator.

The Curator intends to organise real and virtual displays and develop derivatives for the Museum.

This script was written and edited by John D. Hughes and Leanne Eames.

Disclaimer:

As we, the Chan Academy Australia, Chan Academy being a registered business name of the Buddhist Discussion Centre (Upwey) Ltd., do not control the actions of our service providers from time to time, make no warranty as to the continuous operation of our website(s). Also, we make no assertion as to the veracity of any of the information included in any of the links with our websites, or another source accessed through our website(s).

Accordingly, we accept no liability to any user or subsequent third party, either expressed or implied, whether or not caused by error or omission on either our part, or a member, employee or other person associated with the Chan Academy Australia (Buddhist Discussion Centre (Upwey) Ltd.)

This Radio Script is for Free Distribution. It contains Buddha Dhamma material and is provided for the purpose of research and study.

Permission is given to make printouts of this publication for FREE DISTRIBUTION ONLY. Please keep it in a clean place.

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