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First Chapter Section 3
We promote mindfulness entrepreneurship and mindful entrepreneurs who are:
1) More positive and joyousness in their attitudes,
2) With greater inner directedness, humility, serenity, wisdom,
3) With high social awareness and involvement,
3) With spontaneity, uncanny perspicacity,
4) Self-acceptance, unfathomable compassion,
5) More assertive, buoyancy, vigor, straightforwardness, sharpness, insightful, acuity,
6) With confidence in the ability to deal with the social environment, heading adaptive firms for several important reasons.
First, it will bring you happiness; second, it will create jobs; and third, it is a safer path to future stability of a society and even a country. No one understood this concept better than the genius mind of Ronald Reagan. Perhaps he was the first promoter of open economic entrepreneurship. With his tremendous, effective communication skills he built and promoted a society that was encouraged to take risk and be interconnected or interwoven. He always mentioned his dream of a Shinning City On The Hill, however, his society can very much resemble redwoods in western coastal of United States. At about 112.1 meters (367.8 feet) the coastal redwoods have powerful, near the surface root systems that extend over one hundred feet from the base, interweaving with the roots of other redwoods; this interweaving increases their stability during strong winds and floods. We are also interconnected and depend on each other; this interconnection makes our society stronger.
In the chapter called after the incubation stage I have a section called talents are not required but passion is. When I was doing my undergraduate at University of California Irvine, I had an incredible opportunity to take several courses from several remarkably passionate and also extremely knowledgeable and talented professors in electrical engineering (Professor Bershad) and economics (Professor Glazer). What I learned from them was more about passion into their subject; why we need passion; why passion is the main ingredient of creativity and motivation, and most important why you need passion too not just to make you happy but to show and teach your passion to children that if they also do their tasks with passion they will get results based on their talents.
Mother Teresa once said: "In this life we cannot do great things. We can only do small things with great love."
I strongly believe passion is radioactive. When you read the material from our scientific contributors, you will feel their passion in their words. Passion is also purifying. Once you observe someone else's passion about a subject, you will instantly purify that subject. Purifying means that the subject is considered as virtuous, dignified, and noble.
In this book I am trying to create a system to engineer motivation in fostering creativity, innovations, and entrepreneurship. I like to make one important comment. If you read this book, became motivated, achieved a passion and found yourself innovating, perhaps we have done it!
Self employment is not really what I am looking for, even though, some research (International Social Survey Program described below) equate the two (entrepreneurship = self employment). In fact entrepreneurship is not necessarily self employment.
To benefit from this book, you don't necessarily need to quit your job and start your own business. If you did, I hope you succeed and I wish you the best, but that is really not the intention of this book. In the chapter called After Incubation Stage, we discuss how to be an effective entrepreneur at your current job in a corporation or small business.
This book is different from all other business and management books you have read. In this book we go deep and perhaps deeper than any books on theory of entrepreneurship and business management. This book is not about creating a business plan or the money you need to make it happen. This book is about the deepest brain ingredient of motivation, passion, creativity and innovation that will lead to entrepreneurship. About 22 years ago I invented the Ultrasonic Back Up Sensor that is now standard on almost every SUV or high standard vehicles. At the time of my invention I needed that product, because I was a USER of my car. The concept of USERS is the main idea behind entrepreneurship which will be explained in detail in the chapter called Incubation Stage.
The International Social Survey Program of 1989 asked a random samples of individuals from eleven countries this very interesting question: "Suppose you were working and could choose between different kinds of jobs. Which of the following would you choose?
I would choose ...
(i) Being an employee
(ii) Being self-employed
(iii) Can't choose."
Large numbers of people gave answer (ii) and thus stated that they would wish to be self-employed. This answer was given by, for example, a remarkable 63% of
Americans (out of 1453 asked), 48% of Britons (out of 1297), and 49% of Germans (out of 1575). These numbers can be compared with an actual proportion
of self-employed people in these countries of approximately 15%. The data raise a puzzle: why do not more of these individuals follow their
apparent desire to run a business?
Why do some people, but not others, recognize or create new opportunities? Why do some decide to "take the plunge" and proceed, exerting vigorous efforts to convert their ideas and dreams into reality?
The answer perhaps is "How?", or " With what motivation?".
Dr. Robert A. Baron says:
Initial efforts to answer these questions have focused largely on the personal characteristics of entrepreneurs (Shaver and Scott 1991). At first, the basic premise underlying such research was simple: Entrepreneurs must be different from other people with respect to certain traits, and it is these differences that lead them to recognize opportunities, to pursue them, and so on.
At first, this assumption seems to be eminently reasonable. Informal observation suggests that entrepreneurs are, indeed, different from other people in terms of their personal traits. For instance, it has been—and still is—widely assumed that entrepreneurs are far above average in their willingness to take risks, their desire to excel, their personal optimism, their tolerance for ambiguity, and in their powerful preference for shaping their own destiny (e.g.. Bygrave 1989: Hatten 1997).
Continue First Chapter Section 4