I-CAMP Creating Gods

People ask for God, ’till the day he comes
See God’s face – turn around and run
God sees the face of a man
Shaking his head, says “he’ll never understand”
The Roots featuring Dice Raw and Greg Porn

Mitsuru Kawai started working at Toyota Motor Corp. in 1963, in April he was promoted to the post of senior managing officer, the highest position ever held by a blue-collar worker in Toyota’s eight decades.
“When I joined, Toyota had two plants, producing just 300,000 vehicles a year. Last year it made 10 million vehicles. I got to witness that entire evolution,” Kawai said. “I’m one lucky man.”
Mitsuru Kawai

Mitsuru Kawai, senior managing officer at Toyota Motor Corp., poses in the forging department at one of the automaker’s plants in Toyota, Aichi Prefecture. | BLOOMBERG

“When I was a novice, experienced masters used to be called gods, and they could make anything.”

These gods, or “kami-sama” in Japanese, are making a comeback at Toyota, the company that long set the pace for manufacturing prowess in the auto industry and beyond. Toyota’s next step forward is counterintuitive in an age of automation: Humans are taking the place of machines in plants across the nation so workers can develop new skills and figure out ways to improve production lines and the car-building process.
“We cannot simply depend on the machines that only repeat the same task over and over again,” Kawai said. “To be the master of the machine, you have to have the knowledge and the skills to teach the machine.”
“Automation took place by numerating and standardizing a human’s manual skills,” he said. “But robots can’t teach robots how to do things in a better way. You need the human wisdom to make improvements.”
Seth Godin in The Icarus Deception writes about our need to become more godlike:

Myths are about becoming more godlike and achieving our best. Propaganda, on the other hand, celebrates those in power and urges us to willing comply with their desires…. We’ve built a world where the only option is hubris, where the future belongs to anyone willing to act like the gods of our myths…. The Japanese call it kamiwaza.

Seth Godin
One of the biggest problems in people becoming more godlike is The Makers of Modern Schooling created a system to make human beings more machine-like. In the Industrial Age everything was re-formed to meet the pressing need of big businesses to have standardized customers and employees, standardized because such people are predictable in certain crucial ways by mathematical formulae. In the Industrial Age, business and government could only be efficient if human beings are redesigned to meet simplified specifications.
Steve Denning’s Forbes article, “Roger Martin: How ‘The Talent’ Turned Into Vampires” shows why this is now a big problem:

How did America—a country dedicated to the proposition that all men are created equal—become one of the most unequal countries on the planet? Why do the nation’s leaders now spend so much of their time feeding at the trough and getting ever more for themselves? Why has public-mindedness in our leaders given way in so many instances to limitless greed?

These questions are being raised, not in some anti-capitalist rag from the extreme Left, but in the staid pro-business pages of the Harvard Business Review, in a seminal article by Roger Martin, the former dean of the Rotman School of Business and the academic director of the Martin Prosperity Institute: “The Rise and (Likely) Fall of the Talent Economy.

One key factor, argues Martin, is a fundamental shift in nature of the economy. Fifty years ago, “72% of the top 50 U.S. companies by market capitalization still owed their positions to the control and exploitation of natural resources.” But in the latter part of the 20th century, a new kind of organization began to emerge: an organization that prospered not by natural resources but through “the control and exploitation of human talent.”

“By 2013 more than half of the top 50 companies were talent-based, including three of the four biggest: Apple, Microsoft, and Google. (The other one was ExxonMobil.) Only 10 owed their position on the list to the ownership of resources. Over the past 50 years the U.S. economy has shifted from financing the exploitation of natural resources to making the most of human talent.”

In the past 50 years, our economy has dramatically changed but the way that we teach our children has not. We still school our children out of their natural curiosity and creativity. This worked good enough over 50 years ago when most of the economy was driven by the control and exploitation of natural resources. Now that our economy is based on making the most of human talent, we need a new way of educating our children.

Sir Ken Robinson

Now that our economy is based on making the most of human talent, we need a new way of educating our children.
This is why we are developing I-CAMP. I-CAMP is a non-profit that focuses on education reform and tech diversity by teaching children computer programmingmachine learning, robotics, chessfarming, and about having a creative mindset. I-CAMP stands for Intrinsic, Community, Autonomy, Mastery and Purpose, which are fundamental elements for building health and wealth.

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