Can You Really Attract Into Your Life Anything You Want?: Remez Sasson

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Can you really attract into your life anything you want?

Can you really use the power of your thoughts and imagination to create what you want?

Does the law of attraction really work?

Are all the claims of people who write and teach about the law of attraction true?

If you followed the instructions found in books or articles, you might have sometimes succeeded, and sometimed you did not. It is also possible that some of you could not succeed at all, and quit this subject, with a feeling of disappointed.

Why some people succeed, and some don’t? If the law of attraction is a law of nature, why it sometimes works, and sometimes it doesn’t? Can you really attract into your life anything you want?

The answer is simple.

• Not every article or book provides the necessary instructions for correctly using the law of attraction.
• People tend to skip instructions.
• It is not enough just to visualize. You must also have a strong desire, an open mind to recognize opportunities, and have the courage and willingness to use them.
• How many times did you say or think you wanted something, but you didn’t really want it? The law of attraction, which is one of the fundamentals of creative visualization, requires some work and action, not just thinking for a few minutes and waiting for miracles to happen.

 

There is another point you should be thinking about. Even though most people want to be rich, how many really and truly want o be very rich and have a rich lifestyle? How many would accept all the responsibilities and activities entailed? Subconsciously, they might be afraid to be rich, due to negative mental programming.

Do you want to have billions of dollars? Can you really manage this sum of money? Let’s leave aside lotteries, where will the money come from? If you visualize a lot of money, and really believe you can have it, how is it going to arrive? It might arrive by implementing ideas that could come into your mind. You might be offered a new job, or an opportunity might pop up. But will you be willing and ready to take action?

Great amounts of money are done through business, but not everyone is qualified for business, or wants to make business. How visualizing a lot of money, and not wanting to do anything about it, is going to bring it to you?

Every accomplished goal and dream bring responsibilities, changes your lifestyle, and requires certain actions, certain tasks, and certain skills. You need first to analyze and think if you are willing and able to take these responsibilities, and whether you have the skills. Of course, if you don’t have the skills, but your desire is strong, you can always develop the necessary skills.

The law of attraction and creative visualization do work, but you have to use common sense when using them.

• You need to be sure that you really want what you are visualizing.
• You must have a strong desire.
• You have to add feelings into your mental images.
• You have to visualize several times a day.
• You need to treat this subject seriously, and be willing to invest the necessary time and energy.
• Not all books are equal, and not all give you all the necessary steps. You will need to read several books to understand this subject.
• In the beginning, choose small, simple, everyday goals, and only when you get experience and faith try to do bigger things.
• It is a good idea to imagine yourself in the situation you want to create, before starting to work on it, and ask yourself if you really want it, and whether you feel comfortable in this situation.

Take action, when action is required. Don’t just visualize and forget about it, thinking that you don’t have to do anything. Creative visualization and the law attraction can sometimes work in miraculous ways, but in many cases, you will be required to act. If you are too lazy, or expect miracles, with no effort on your part, you might lead yourself to disappointment. Look at the successful people in the world, do they just dream, or do they also act, strive, and work to make their dreams and goals come true?

There are a lot of articles and books about this subject, some useful, and some less useful. If you browse through this website and blog, you will find many articles on this subject, as well as the book Visualize and Achieve, where I wrote and explained this subject clearly and in a simple language. It is a book focusing on practical information, showing step-by-step what to and how. It is actually a textbook for teaching how to use creative visualization to attract into your life what you want. via successconsciousness.com

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This Matters: How Microsoft grew into a giant

The tech giant was a no-name startup when it launched its MSDOS operating system in the 1980s. But the open environment it created with developers fueled its explosive growth.

By John Hagel and John Seely Brown, contributors

Microsoft chairman Bill Gates in 1986

FORTUNE -- Microsoft was still a no-name startup based in Redmond, Wash. when it launched its operating system, MSDOS in the early 1980s. From the beginning, however, the company believed that this was not your average product launch. MSDOS's design allowed it to adapt easily to different hardware, reducing entry costs for potential users. And Microsoft encouraged participants to tailor MSDOS for particular environments, meaning that the product could actually improve over time.

Like any good platform, however, MSDOS was only as valuable as its network. While it did not have a large user base in its early years, Microsoft (MSFT) soon negotiated relationships with tech giants like IBM (IBM) and Intel (INTC), fueling growth expectations and motivating more early adopters to sign on. In this way, the platform was able to quickly gain critical mass and achieve network effects -- that wonderful position when the value of the network increases for all participants as more members join. This growing value helped to attract even more participants. By relying on growing economic incentives to attract and engage participants, Microsoft significantly reduced the overhead costs that often slow, or even limit, the growth of more conventional business networks.

Perhaps even more important than its network size was how individuals interacted with and tailored the MSDOS platform. In some respects, the common platform leveled the playing field among participants, creating incentives for them to "protect their turf" by improving their own performance. As the number of participants continued to expand, both competitive pressures as well as the spoils of success increased, perpetuating a cycle of continuous innovation around the standard platform.

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In many cases, different participants teamed up to make the network better, while others chose to work on their own. Without any intervention from Microsoft, these interactions among participants evolved into complex webs of collaboration, where the interactions were not just one-to-one, but among groups of different players. This resulted in an explosion of experimentation.  Many of these promising ideas were quickly adopted by other participants, and those that failed served as collective learning material.  In this way, each participant, and the ecosystem as a whole, learned much faster than they would have on their own. 

The first release of the Microsoft platform may seem like ancient history, but it illustrates the powerful potential of what we call "web ecosystems." In nature, the webs we discover can inspire awe and defy explanations. A well-constructed cobweb, for instance, can span a seemingly impossible distance from its central point and remain intact even in heavy rains and wind that send neighboring leaves and branches to the ground. It is no wonder, therefore, that this image of strength and subtlety has become an oft-referenced metaphor in so many other domains (yes, we're speaking of the World Wide Web, among others).

As we researched ecosystems (gatherings of business participants engaged in some form of collaboration), we found that the well-worn term perfectly characterized the nuances of MSDOS and other webs.  These ecosystems are particularly interesting because of their scalability -- webs have the potential to mobilize hundreds of thousands, even millions, of participants.  More than just scalability in numbers, webs also support a much broader range of innovation than other kinds of collaborative ecosystems. Just as intricate patterns emerge on the edges of spiders' webs, so too can distinct and exciting innovations emerge from different pockets of a given ecosystem.

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Web ecosystems often rely primarily on economic incentives to mobilize its participants. Platforms of some sort are usually involved in catalyzing and growing web ecosystems, but the platform developer often tries to expand participants' abilities to work with each other rather than tightly specifying what they can and cannot do.

Consider the differences between Apple's (AAPL) iOS app store to Google's (GOOG) Android marketplace. Apple's app platform, though highly profitable, does not constitute a web ecosystem. Apple's structured development regulations and rigorous screening process limit the scope for experimentation and require a significant level of interaction between the platform developer (Apple) and the participants. It offers the benefit of more reliability for its users and an adherence to certain quality standards.

By contrast, the largely open Android platform does represent a web ecosystem. Android offers more freedom for developers to experiment and test potential applications. The relaxed and flexible structure means that a greater number of "amateur" applications are available, but it also creates many opportunities for collaboration and innovation.

Though many of today's examples come from technology companies, the applicability of web ecosystems extends further than this domain. Consider the story of Malcolm McLean, a truck driver in the 1950s. After seeing the need for greater coordination between different groups working in shipping, McLean developed a standardized shipping container and made the standards available industry-wide.  By encouraging port authorities, shippers, and crane companies to invest in new equipment and practices to support this standard, McLean, much like Microsoft, was able to speed up adoption and quickly reshape the global industry.

We expect these web ecosystems to become more prevalent in the future. Big Data, for example, may become fertile ground for new web ecosystems. As certain companies accumulate richer and more detailed profiles of customer behavior, these bits of data can be used to create a "platform" that participants can use to develop innovative products and services. Government 2.0 projects, which make available data accumulated by various government agencies, represent another promising web ecosystem.

Web ecosystems have meaningful implications for many industries today. For starters, we would single out health care, financial services, media, and the energy industries ripe for disruption. But let's not stop there. Is your industry ripe for change at this scale? What would a web ecosystem need to look like in your field? Like stumbling across an ornate and resilient spider web, the results might surprise you.

Posted in: Company growth, Ecosystems, Hagel and Brown, Microsoft, Strategy

via management.fortune.cnn.com

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