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Vaclav Havel

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In late 1989, the profound transformation that took place in this country brought me here to Prague Castle. It all happened so suddenly that I did not even have time to properly consider whether or not I was up to the task, and I was sincerely of the opinion that I would just take it on for a few months until the first free elections.
Clearly, things turned out quite differently: I have now been here for more than thirteen years, if we discount the short break in the latter half of 1992.

 
Vaclav Havel

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He got out of the van to see how many other suppliers were ahead of him and thus calculate, more or less accurately, how long he would have to wait. He was number thirteen, he counted again, no, there was no doubt about it. Although he was not a suspirations person, he knew about that number’s bad reputation, in any conversation about chance, fate or destiny, someone always chips in with some real-life experience of the negative, even fatal influence of the number thirteen. He tried to remember if he had ever been in this place in the queue before, but the long and the short of it was that either it had never happened or else he had simply forgotten. he got annoyed with himself, it was nonsense, utterly absurd to worry about something that has no real existence, yes, that was right, he had never thought of that before, numbers don’t really exist, things couldn’t care less what number we give them, its all the same to them if we say they’re number thirteen or number forty-four, we can conclude, at the very least, that they do not even notice the position they happen to end up in. people aren’t things, people always want to be in first place,

 
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Why do I see things differently from the way other people see them? Why do I pursue the questions that I pursue, even if others regard them as, as they say, "controversial?" Which merely means that they have a difference of opinion. They see things differently. I am interested both in nature, and in the human side of nature, and how the two can be brought together, and effectively used.

 
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Once in everyone's life there is apt to be a period when he is fully awake, instead of half asleep. I think of those five years in Maine as the time when this happened to me ... I was suddenly seeing, feeling, and listening as a child sees, feels, and listens. It was one of those rare interludes that can never be repeated, a time of enchantment. I am fortunate indeed to have had the chance to get some of it down on paper.

 
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The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.

 
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