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The Future of Scientific Management, Today!

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FEBRUARY 07/2014 LIST OF UPDATES. By Mr. Andres Agostini at The Future of Scientific Management, Today! At
The Ryno Microcycle is a Sci-Fi Inspired Single Wheeler

Rigged rules mean economic growth increasingly “winner takes all” for rich elites all over world

Economist Debates: Democracy

Behavioral Economics Gives The Advertising Industry A Nudge In The Right Direction

Penn State Students Seek Crowdfunding To Land A Hopping Rover On The Moon

Bitcoin Has the Power to Transform Digital Media Forever

The coin prince: inside Bitcoin’s first big money-laundering scandal

Business consulting – helping you outperform in a digital world

Be it bitcoins or dollars, money’s value rooted in beliefs

Why Google Cannot Run The World: Wisdom = Data + Experience

Why Launching an Online Brand Takes Guts and 3 Tips for How to Do It Right

Satya Nadella’s First Email To Employees As New Microsoft CEO: ‘Who Am I?

Five things you should know about running your business from home

UPDATE 2-JPMorgan to pay $614 mln in U.S. mortgage fraud case

Three things to watch on information sharing

Senate cybersecurity report finds agencies often fail to take basic preventive measures

UK Governments 10 Step Guide to reducing risk of Cyber Attack

Do You Want a Lot More Social Media Views?

Interview: Peter Singer on cybersecurity and cyberwar

A Guide to the Internet of Things Infographic

Facebook domain hacked by Syrian Electronic Army

The Rise of Quantum Computing

Wozniak: Apple Could Build Droid Phones, Warns of ‘Police State’

Your memory is no video camera: It edits the past with present experiences

Superhumans Created by Nanotechnology within 30 years

Superhumans Soon Created by Nanotechnology

5 Emerging Technologies That Could Destroy The World

5 Emerging Technologies that Could Destroy the World

Man Gets First Prosthetic Hand That Can Feel

PENTAGON CHIEF: The Military Is Facing A Potential Ethical ‘Breakdown’

The Future Of Stealth Camouflage In Special Operations

CONTAGION: Here Are 12 Frequently-Asked Questions About One Of The Most Serious Risks In Financial Markets

A New Quantum Communication Breakthrough Will Help Us Make A Super-Secure Internet

Extraordinary stem cell method tested in human tissue

Is Google Building An Android Army? They Just Bought Another Artificial Intelligence Company

Ray Kurzweil is wrong: The Singularity is not near

PayPal Is Cracking Down on Bitcoin Sellers
QUOTATION(S): “…Change is hard. Change is hardest on those caught by surprise. Change is hardest on those who have difficulty changing too. But change is natural; change is not new; change is important…” AND “…Humanity has the stars in its future, and that future is too important to be lost under the burden of juvenile folly and ignorant superstition…”


RECOMMENDED BOOK(S): Who Owns the Future? by Jaron Lanier. ISBN-13: 978–1451654967


Mr. Andres Agostini
Risk-Management Futurist
and Success Consultant

The Future of Scientific Management, Today!

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FEBRUARY 06/2014 UPDATES [LIST]. By Mr. Andres Agostini at The Future of Scientific Management, Today! At


Faraway Planets May Be Far Better for Life

Six Trends That Will Shape Consumer Behavior This Year

Viewing Cancer as a Physics Problem Suggests New Treatments

Brain Scans Show Promise for Early Detection of Cognitive Problems

DNA-origami nanotubes self-align with self-organized nanoscale patterns to create nanoelectronic circuits

First single-molecule LED

Virus-free, cord-blood-derived stem cells repair retinal tissue in mice

Will ‘borophene’ replace graphene as a better conductor of electrons?

The mind-blowing mathematics of sunflowers

Miniature satellites utilize UDP-based multicasting over WIFI to relay data in a more secure and direct way.!usmgT

First Single-Molecule LED

The Critical Security Controls for Effective Cyber Defense 5.0 Opens to Public Comment

Six Simple Insights to Become a Better Innovator

13 Predictions About The Future That Were Spectacularly Wrong

The future of wearables: 8 predictions from tech leaders

India’s first ‘school in the cloud’ aims to elevate kids

Nationalism could destroy global economy, warns Christine Lagarde

“Perception” and “Prediction” Goal of Ford’s MIT/Stanford Automated Driving Partnership

Johnson & Johnson Takes Newspaper Readers Back With Ads That Smell Like Baby Powder

Scratch-Off Bus Stop Ads Reveal Hidden Art

How Architecture Could Shape Your Microbiome

Expansion Boom in the UK from Overseas Internet Shoppers

Twitter Is Hiring Commerce Specialists

Teaching Surgery With Google Glass–Will This Actually Work?

Lightwaves used by neuroscientists to improve brain tumor surgery–+ScienceDaily%29

DARPA wants self-destructible computer chips

Spare parts for fighter jets made by 3D printers

A market for anti-NSA technology emerges

Construction’s Growing Role in Renewable Energy

CDM Jan 2014 is out for free – Welcome 2014: The Year of Mobile Spying and Privacy Concerns

Solving the Mobile Device Dilemma: InZero Systems offers 2-Tablets-in-1

4 Things You Need to Know About Future NSA Director Michael Rogers

Bank Financing Played Big Role in Trade Collapse

What We Talk About When We Talk About Economies Of Scale In Tech

Al-Qaida Cuts Ties with Syrian Rebel Group

House Approves Bill on WMD Medical Countermeasures Expenditures

Moscow Agrees To Process Uzbekistan’s Spent Nuclear Fuel

Top 13 Cyber Security predictions for 2014…

Cyber Security Market Forecast 2014–2024

Obama hooks up new school broadband plan

Sailors allegedly cheated on nuclear reactor tests

Secret Service urges lawmakers to do more on cyber crime–sector.html

As Cyber Crime Matures, More Hacked Accounts Expected

Cyber-defence boss joins security company, warns: ‘You can’t keep a determined adversary out’

Military Force vs. Diplomacy: Can You Have One Without the Other?

Nation Faces Many Threats, Intelligence Chief Says

Change Agents: William Li’s robot wants to police you

Troubleshooting TBI: How to Beat the Odds

Narratives in the analytics era

Rural carriers start connecting customers to doctors via mobile video chat

Out in the Open: Man Creates One Programming Language to Rule Them All

From Secondary Intelligence Shortage to Secondary Intelligence Surplus

The networked car is no longer just an idea; it will be mandated in future vehicles

Why the only thing better than big data is bigger data

QUOTATION: “…Thirty-five years ago, psychologist and visionary Dr. Abraham Maslow warned, ‘life is moving far more rapidly now than ever before in the rate of growth of facts, knowledge, techniques, and inventions. We need a different kind of human being able to life in a world that changes perpetually, who has been educated to be comfortable with change and situations in which he has absolutely no forewarning. The society that can turn out those people will survive. Societies which do not will die.’…”

RECOMMENDED BOOK: Ending Aging: The Rejuvenation Breakthroughs That Could Reverse Human Aging in Our Lifetime by Aubrey de Grey and Michael Rae. ISBN-13: 978–0312367077


Mr. Andres Agostini

Risk Management Tranformative Futurist

The Future Observatory

Posted in 3D printing, automation, big data, biological, bionic, bioprinting, biotech/medical, bitcoin, business, chemistry, climatology, complex systems, computing, cosmology, counterterrorism, cybercrime/malcode, cyborgs, defense, driverless cars, drones, economics, education, energy, engineering, entertainment, environmental, ethics, events, existential risks, exoskeleton, finance, food, futurism, general relativity, genetics, geopolitics, government, habitats, hardware, health, human trajectories, information science, innovation, law, life extension, military, mobile phones, nanotechnology, neuroscience, nuclear energy, nuclear weapons, open access, open source, particle physics, philosophy, physics, policy, polls, posthumanism, privacy, rants, robotics/AI, science, scientific freedom, security, singularity, space, supercomputing, surveillance, sustainability, transhumanism, transparency, transportation, treaties, water | Leave a Comment on The Future Observatory

FEBRUARY 04/2014 UPDATES. By Mr. Andres Agostini at
Lockheed Uses Robot Arm To Build F-35s

Lockheed Uses Robot Arm To Build F-35s

New Method of Creating Stem Cells is a “Game Changer”

The Future of Skunkworks Management to Impossible Business Enterprises

Was There A Beginning Of Time And Will There Be An End Of Time?

Stem Cell Powder Regrows Finger

Bill Gates: We need global ‘energy miracles’

Forecast: America to be hit by temperatures as low as minus 40 degrees

Top 10 cities people are moving to

The Super Rich are mad as hell — and doing great

Was There A Beginning Of Time And Will There Be An End Of Time?

Quantum Vibrations Evidence For Theory Of Consciousness?

Facebook Steps Onto Twitter’s TV Data Turf

Big Data Debates: Machines Vs. Humans

Brain-Machine Interfaces Threaten Privacy of Thought

Researchers find early developmental signal hidden amid ‘noncoding’ RNA

‘On’ switches for cells

Eye Movement Can Reveal Much about Your Personality and Behavior

Eye Movement Can Reveal Much about Your Personality and Behavior

Storage system dramatically speeds access to ‘big data’

Training your brain using MEG neurofeedback

‘Rogue’ asteroids may be the norm

Quantum engineers make a major step towards a scalable quantum computer

Quantum espionage

Faces Of The Future? Artist Nickolay Lamm’s Illustrations Show Freaky Facial Features (PHOTOS)

Quantum encryption for wiretap-proof communication a step closer

The Fastest-Growing Jobs of This Decade (and the Robots That Will Steal Them)

IBM’s Next Big Thing: Psychic Twitter Bots

Robots Are Coming for Our Poems

Researchers Identify Major Obstacle to Converting Cells Back to Their Youthful State

Researchers Identify Major Obstacle to Converting Cells Back to Their Youthful State

SUGGESTED BOOK: Abundance: The Future Is Better Than You Think by Peter H. Diamandis and Steven Kotler
ISBN-13: 978–1451614213

QUOTATION: “…Again, yesterday holds tomorrow hostage .… Memory is past. It is finite. Vision is future. It is infinite. Vision is greater than history…”

SUGGESTED BOOK: Abundance: The Future Is Better Than You Think by Peter H. Diamandis and Steven Kotler. ISBN-13: 978–1451614213

Mr. Andres Agostini

The Future of Spage-Age Management, Today! by Mr. Andres Agostini at
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This is an excerpt from the conclusion section o, “…The Future of Spage-Age Management, Today!..,” that discusses some management strategies. To read the entire piece, just click the link at the end of article:


Mr. David Shaw’s question, “…Andres, from your work on the future which management skills need to be developed? Classically the management role is about planning, organizing, leading and controlling. With the changes coming in the future what’s your view on how this management mix needs to change and adapt?…” This question was posited on an Internet Forum, formulated by Mr. David Shaw (Peterborough, United Kingdom) at on October 09, 2013.

This P.O.V. addresses practical and structural solutions, not onerous quick fixes. THIS P.O.V. WILL BE COMMUNICATED UNAMBIGUOUSLY AND EMPHATICALLY.

For instance, Stuart A. Copans asserted, “…Study the past if you would divine the future…” And Edmund Burke pointed out, “…You can never plan the future by the past…”
To set the stage properly, I will start with an enlightening quote by Albert Einstein.

“…The significant problems we face cannot be solved at the same level of thinking we were at when we created them…”

Or, it could be better noted:

“…The significant problems we face [today] cannot be solved [in the future] at the same level of thinking we were at when we created them [in the past]…”

One other thing that must now be considered is a primordial axiom that is instrumental and widely considered here. That is, “…everything is related to everything else…”

Working with the second largest oil group in the world (PDVSA, with 54,000 active employees. PDVSA is Citgo’s parent company), that group wanted me to only institute beyond-insurance risk management.
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You see, when they were to incur in a loss (potential disruption), it did not suffice to them to have the indemnity payment from the insurance and reinsurance pool.

On January 1982 I officially started serious thinking about “…beyond-insurance risk management…” And since then all the way throughout this date. Conversely, insurance-based risk management is the old guard while beyond-insurance risk management is the vanguard.

Many experts and even scientists and futurists speak about empirical management with the sole perspective of unimplemented theoretical notions (that is, with too many unanswered questions and unlearned lessons). BUT THE MATTER IS, HAVE THEY REALLY EXERCISED THE ACTUAL RESPONSIBILITY OF DIRECTLY MANAGING A LARGE, GLOBAL ENTERPRISE SUCCESSFULLY? WHAT EXACTLY IS THE APPLIED EXPERIENCE IN THE FIELD THAT THEY POSSES?

QUESTION: What PRECISELY have said scientists and futurists directly manage in the practical theater of operations? How, in the world, can they speak with grounds about practical management solutions? What are the accurate details of their proven track record? Really?

QUESTION: In all truth, What are their applied methodologies?

Let’s see an example of a large misconception now.

A West-Coast Futurist states that organizations and people must have “…the capacity to adapt and learn now how to prepare for risks…” According to him, How exactly does one institute his futuristic “…risk management…”? Then, he suggests that a) Risk Monitoring, b) Risk Analysis, c) Risk Sensing and d) Risk Management are a function of Strategic Risk Forecasting. Indeed!
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My long professional and practical experience in the fields of applied management, corporate planning and risk management consultation, strategy and associated services with major organizations and corporations extends to more than thirty years.

I have instituted all-encompassing beyond-insurance risk management (TAIRM) to more than a dozen of global institutions of unparallelled reputation hereunder.

That is, I have over thirty year of proven, practical “…beyond-insurance risk management…” experience.

Many of these institutions, including the WorldBank, have issued either written evidence or letter of references of the services provided.

Whenever I speak hereby about how I practice “…risk management…”, I will only be referring to scientifically-driven beyond-insurance risk management and never ever be referring to financially-driven risk management.
“…Management of Risk and Insurance…” does not ever equate to beyond-insurance risk management.

It is now important to assert that “…COSO Risk Management…” and “…Enterprise Risk Management…” are never beyond-insurance risk management.

“…Management of Captive Insurance Companies…” does not ever equate to beyond-insurance risk management.

“…‘Risk Management’ (so-called) by Insurance and Reinsurance Brokers…” does not ever equate to beyond-insurance risk management.

Under the financial focus, institutional and corporate firms “…transfer risks…” (so called) to insurance and reinsurance companies (suboptimal or ineffectual choice).

Under the TAIRM focus, institutional and corporate firms manage risks optimally through the systems approach with the applied omniscience perspective (optimal decision).

The word “…system…” is here used in its ample meaning and does not hereby refer to computer systems.

Receiving indemnity payments was observed as insidious mediocrity by this petroleum group. After all, one must realize that they are not a primarily financial system “player” but an institutional incumbent mostly exercising ownership and profit of fixed assets (organically). Obviously, the financial aspects and those of their liquid assets were also important to them.

The high-raking executives of most of these global institutions know that insurance and reinsurance companies have rampant financial ambitions as if they were investment banks.

And, as a consequence, many of them displace (divert) the legally-stipulated “premium reserves” (financial provisions to indemnify the losses to insureds and reinsureds) in order to seize additional and unlawful gains out of said reserves.

These insurance and reinsurance companies do the prior by financially reengineering the allocated portions of the premiums designated to pay for covered losses.

As many insurance and reinsurance companies doctor and manipulate the sacred premium reserves, they make extraordinary and illegitimate earnings while loosing great solvency and their ultimate ability to indemnify duly covered losses.

Most insurance and reinsurance companies view themselves as enjoying blood-related “family relationships” with banks, stock market firms and many other private “players” within the financial system.
trans 27
Global corporations do not want their corporate insurance policies to be subjected to outright malfeasance and other ups and downs (whether systemic or not) by any “agent” of the financial system, chiefly the insurance and reinsurance companies.

Consequently, management by insurance and reinsurance companies is never beyond-insurance risk management.

Thus, it was insidious mediocrity because this petroleum group’s executives strongly believed that these risks can be stopped before morphing into losses (disruption potentials) if a previous appropriate work was previously designed and in place.

As many governmental agencies and other prominent global corporations, PDVSA did not want a “…financial system…”-driven risk management option. All of these institutions wanted a central and on-site solution through systems approach with the applied omniscience perspective.

Yes, by law and in general, you still need “worker’s compensation,” “directors and officers,” “kidnap and ransom,” “legal expenses,” “product liability” and “life insurance.”

BUT IN ORGANIZATIONAL AND BUSINESS SETTINGS, “…Transformative and Integrative Risk Management…” (explained below) turns corporate and institutional insurance irrelevant and worthless. The great majority of corporate and institutional risks ─ through TAIRM ─ can be optimally managed without insurance and reinsurance. In the process, you are additionally making a huge saving by not paying exaggerated commissions and bonuses to insurance and reinsurance brokers. “Brokers” (“…sales reps…”) of what? Indeed!

We are all professionally and managerially concerned about legalistic and litigious: regulations, frameworks, zeitgeists and Weltanschauungs. But these are not the only perils requiring holistic countermeassuring.

And issues presented by violation of Governance, Compliance and Controls also required a much more holistic countermeassuring.

By way of illustration, only managing issues concerning Governance, Compliance, Controls and Intellectual Property is never ever “…beyond-insurance risk management…”

Nearly all lawyers and economists see “…risk management and insurance…” as a financial and legal approach.

Just about all accountants see “…risk management and insurance…” as a comptroller’s methodology.

The majority of actuaries see “…risk management and insurance…” as a statistical methodology.

Most auditors see “…risk management and insurance…” as a governance and compliance and intellectual property methodology.

To the highest degree, economists and financiers see “…risk management and insurance…” as a financial-transaction methodology.

The great majority of corporate planners see “…risk management and insurance…” as a strategy approach.

Nearly all human resources managers see “…risk management and insurance…” as a psychological approach.

CIOs, CISOs and CTOs, I.T. managers and I.T. risk managers see “…risk management and insurance…” as a computational methodology.

Almost all lawyers, economists, financiers, accountants, business administrators, auditors, corporate planners, actuaries, human resources managers, CIOs, CISOs, CTOs, I.T. managers and I.T. risk managers are not sufficiently right because their focus and pursuit fail to consider the physicist’ and engineer’s all-rounded criteria.
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Supplementary, Andres likewise indicates, “…Transformative and Integrative Risk Management (TAIRM) is also implemented in order to prevent technological surprises to the savvy organization seeking this advice and service by TAIRM, but also to create disruptively technological surprises (managerial ‘…Sputnik Moments…’) for the enterprise’s competitors…”

This notion is better understood when the axiom “… strategy is a function of a grander beyond-insurance risk management program and not the other way around…” is fully accepted and practiced.

In one line, Transformative and Integrative Risk Management (TAIRM) is absolutely “Skunkworks,” “Space Age,” “Wargaming” and Technocratic Management. Hence, non-status quo management. While others insist on “…thinking outside the box…” (inconsequential), TAIRM focuses on strong-sense and critico-creative thinking!

To illustrate this function and responsibility better, I.P. takes care of the tangible and intangible integrity of the operating building and corresponding premises and other assets, including the personnel. If one employee is selling secrets of trade or consuming illegal substances, I.P. is watching and acting upon.

I.P. does corporate counterintelligence and operates on it. I.P. incumbents are, for example, also responsible to designing, developing and instituting corporate plans pertaining to emergency preparedness, emergency response, disaster recovery, business restoration (partial function), business continuity (partial function) and business sustainability (partial function) to give you a brief idea.

I.P. also supervises and controls road and air ambulances and other medical and non-medical evacuation systems. I.P. is also responsible for preventive exercises and drills to massive evacuations in case of earthquakes, floods, fires and riots, among other perils.

Transformative and Integrative Risk Management fully contemplates, tackles, advises and operates on instrumental enhancement of the corporate provisions by Integral Protection organizations (sometimes called “departments” and others “divisions”). Have you ever seen an insurance or reinsurance company with these major duties before an organizational client?

And only and partly because of that, insurance and reinsurance companies are, by far, outside of the realm of beyond-insurance risk management and TAIRM.

TAIRM, too, has vast managerial applications for law enforcement and counter-terrorism “activities.” However, the majority of incumbents of public office are in the backyard playing political “games” and don’t possess neither a legitimate interest, nor an appropriate comprehension of techniques and methodologies, conducive to more stable “…national security…” doctrines and policies in actuality.

Many incumbents of public office don’t even have a designated budget to act upon.

Additionally and by way of example, Asian presidents are techies and fluidly communicate on Science, Technology, Engineering and Math issues (that is, STEM careers).

In the mean time, the counterparts in the West are chiefly held hostage to law, sociology and economics, with an overwhelming powerless feeling in technologically advanced conversations. All of this about the heads of state here have been publicly substantiated by Bill Gates.


In today’s technologically-driven world, strategic trend evaluation cannot be done using only algorithms.

I do take into account both. I also practice “Analytics” and “Diagnostics” and have nascently become interested on what Cambridge University’ and Royal Society’s Sir Martin Rees, PhD. calls the “…Science of Complexity…”

Once again, TAIRM is vastly more into qualitative analyzes than quantitative analyzes.

You see, every problem has an underlying mechanism. Once you deeply comprehend how it operates, you can influence (via throughput) on the final outcomes (from known inputs to desired outputs) to your continuous advantage.

It can be logically argued that the term “…throughput…” has a Latin language equivalent by the term modus operandi. To this end, GE’s chairman and CEO Jack Welch, PhD. also mentioned, “…To get to the guts of why things happen…”

I have done extensive research globally throughout many places, institutions and years, from the U.S. marketplace, Lloyd’s of London, Swiss RE, Tokyo Marine Group, and way further beyond to make a lengthy story brief.

I have also become directly knowledgeable (not “bookish,” but factual, empirical and as per the educated battlefield practicalities) of beyond-insurance risk management practices by many large, industrial enterprises and agencies such as NASA.

The NASA Projects Mercury, Gemini, and Apollo and the Intercontinental Ballistic Missile (Minuteman ICBM) initiative, comprehending that he or she or it cannot take those to the local insurance and reinsurance underwriter, yet these enterprises (management) initiatives have been successfully instituted.
To further illustrate the above, the Military-Industrial Complex and companies such as Boeing and Lockheed Martin, along with NASA ─ through their own methods ─ were pursuing their projects and programs without resorting to insurance and reinsurance companies at all.

I became knowledgeable with an in-all-truth polymath and an outright “Rocket Scientist,” a physicist, a systems engineer and a doctor in science, who was directly responsible for the reliability concerning: the NASA Projects Mercury, Gemini, and Apollo. At NASA he was Dr. Wernher von Braun’s right hand! I treasure all of his e-mails, letters and other materials.
To the utmost enhancement of my fortune, I have, for many years now, worked with the most daring, capricious and enlightened clients (minds) that one can imagine ever.

They all were seeking managerial and industrial “miracles” only (sic). WHILE GIVING THEM THEIR OUTRIGHT MIRACLES, I HAVE EXPERIENCED DRAMATIC OVER-LEARNING EXPERIENCES.

I once met a Scottish executive who told me that beyond-insurance risk management methodology by DARPA (Defense Advanced Research Projects Agency), NASA, Boeing, Lockheed Martin and Royal Dutch/Shell Group was “…esoteric…” I still treasure his e-mail.

This so-called “esoteric” beyond-insurance risk management approach by DARPA, NASA, Boeing, Lockheed Martin, Shell and a multitude of global corporations has been first instituted since the end of the 1950s. It is been in increasing utilization and betterment for about fifty-four years to this date.

What these institutions have successfully performed, transforming global civilizations and progress for Life, is un-apologetically and extremely uncomfortable for traditionalists whose ethos, cosmovisions and belief systems are fixed on the fossilized past and bonded to a myriad of obsolete assumptions, outdated notions and utter fallacies. The number of ignoramuses of supine ignorance is a breathtaking existential risk for humankind to deal with.

To further underpin this statement, I will share Peter Drucker’s quote, “…The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic…” And also that of Dr. Stephen Covey, “…Again, yesterday holds tomorrow hostage .… Memory is past. It is finite. Vision is future. It is infinite. Vision is greater than history…” And that of Sir Francis Bacon, “… He that will not apply new remedies must expect new evils, for time is the greatest innovator …”

And that of London Business School Professor Gary Hamel, PhD., “…You cannot get to a new place with an old map…” And that of Alvin Toffler, “.….The future always comes too fast and in the wrong order…”

And that of Brad Leithauser, “…It reminds us that, in our accelerating, headlong era, the future presses so close upon us that those who ignore it inhabit not the present but the past …”

And that of Robert Kennedy, “…The future is not a privilege but a perpetual conquest…”

And that of Thomas Friedman, “…People are always [and wrongfully] assuming that everything that is going to be invented must have been invented already. But it hasn’t…” THIS QUOTATION IS HUGELY IGNORED.


Dee Hock, CEO Emeritus of Visa International, stated: “…The problem is never how to get new innovative thoughts into your mind, BUT HOW TO GET OLD ONES OUT …”

As you know, Japanese corporations and institutions are into intensive Kaisen and Toyota Production System (TPS). Regarding advanced quality assurance and continuous improvement, these approaches have been demonstrated indispensable. But their practitioners are always attempting to manage risks through said approaches without any success.

TPS is also known as “…Thinking People System…”

Toyota’s CFO and the Production Director have their jaws dropped ─ while being observed by their own Chairman and CEO ─ when I carefully demonstrated to them the flaws of Kaisen and TPS in managing risks compared to the ample breadth and depth of scope by the “..Transformative and Integrative Risk Management…” (TAIRM).

Although they were in a major technical bewilderment, they hired me (as Mitsubishi Motors did before) to institute the advanced risk management of a self-funded and self-administered health-care benefit program for some seven-hundred Toyota employees and their respective eligible dependents. Both cases were turnkey undertakings.

TNT Express’ engagement was the implementation of advanced risk management of a self-funded and self-administered health-care benefit program for some five-hundred TNT Express employees and their respective eligible dependents. It was a turnkey undertaking.

Regarding a regional state, I implemented beyond-insurance risk management of a self-funded and self-administered and universal health-care benefit program for some 700,000 citizens (beneficiaries).

TAIRM has been extensively instituted ─ regarding numerous industrial and operational risks ─ in many petroleum joint ventures by corporations such as Shell, Statoil, Exxon, Mobil, BP, Conoco, ENI and Chevron, among others.

Global corporations are greatly into beyond-insurance risk management.

TAIRM seriously considers and utilizes, among many other systems, every Western and Eastern quality assurance methodologies (both from civilian and military spheres).
F U T U R E       S C I
Subsequently, I expanded, revised and enhanced greatly this practice, after twenty-one years of applied experience, and carefully designed, developed and created my own proprietary methodology and professional, trade secret, “…Transformative and Integrative Risk Management…” (TAIRM) back in 2005 (continually updated and upgraded to date).



j) “…The world has profoundly changed … The challenges and complexity we face in our personal lives and relationships, in our families, in our professional lives, and in our organizations are of a different order of magnitude. In fact, many mark 1989 ─ the year we witnessed the fall of the Berlin Wall ─ as the beginning of the Information Age, the birth of a new reality, a sea change of incredible significance ─ truly a new era ─ Being effective as individuals and organizations is no longer merely an option ─ survival in today’s world requires it. But in order to thrive, innovate, excel, and lead in what Covey calls the new Knowledge Worker Age, we must build on and move beyond effectiveness [long-held assumptions, fallacies and flawed beliefs and faulty conventions]…Accessing the higher levels of human genius and motivation in today’s new reality REQUIRES A SEA CHANGE IN THINKING: a new mind-sets, a new skill-set, a new tool-set ─ in short, a whole new habit…”


[*] All citations and quotations are from the Futuretronium Book.


To the end above, Prof. Gary Hamel, Ph.D. argued, “…Denial is tragic. Delay is deadly …” And Albert Einstein determined, “…It has become appallingly obvious that our technology has exceeded our humanity … We shall require a substantially new manner of thinking if mankind is to survive.…”

And Dr. Aubrey de Grey, PhD. establishes, “…To solve a very complicated problem, you generally need a fairly complicated solution [in advance]…”

Churchill observed that we must get prepared when we cannot predict. Hence, we need to discern the dynamic (driving) forces reshaping the present and future and their impacts on our industries and organizations and professions TODAY.

This we, all managers, must do daily without a fail (and increasingly so).
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The “…increasingly so…” MUST be nonlinear and supremely exponential. According to mathematics, nonlinear entails, “…not in a straight line…” (that is, that “grows” geometrically or exponentially).

Stated simply, nonlinear growth equates to most unevenly explosive growth.

“…Here and Now…” is, put simply, the endless entry point into the future.

As a result, Marcus Aurelius Antoninus commented, “…Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present …”

And as a consequence, German philosopher Friedrich Nietzsche indicated, “…It’s our future that lays down the law of our today…” NIETZSCHE IS HEREWITH SUGGESTING THAT THE PRESENT IS A FUNCTION OF THE FUTURE.

Whatever is happening in the West, China is, at the moment and by way of example, drastically booming.

As an important point to note, the Futurist Gerald Celente advises, “…If you don’t attack the future [today], the future will attack you…” And John Galsworthy said, “…If you don’t think about the future, you cannot have one.…”
Now, we must concentrate, as a laser-beam pointing precision, on the upsides by the Technological Singularity as well as the downsides by the Disruptional Singularity.

To have a quick and ready look into the future today, one can also ─ free of any obligations ─ join the Forum “…Becoming Aware of the Futures…” at

Or one can also ─ free of any obligations ─ join the Forum “…Future Awareness…” at

Or one can also ─ free of any obligations ─ join the Forum “…The Disruptional Singularity…” at

As a manager to me so-called “…insurance…” is not “risk protection” but a financial device that just PARTLY indemnifies you from SOME losses and ONLY SOMETIMES.


In my case, a loss (disruption potential) is the un-managed and uncontrolled unleashing of pent-up energy. Once pent-up energy is unleashed, it can create (upside risks) or destruct (downside risks).

To cope with the future is to cope with changed changes (upside risks and downside risks) today. And the entirety of the planet is inundated with massive, increasing changed changes.

All incumbents and practitioners must perceive that management is turning itself into a highly scientific field and practice without a fail. Believe it or not, management is literally going into applied “…Rocket Science…”

By way of example, the expression “…Keep It Simple, Stupid…” has been radically replaced by “…Keep It Scientific, Savant…”

And notions as those of Thomas Paine’s “…common sense…” are now absurd and rendered ineffectual and counterproductive by representatives of institutions such as DARPA, NASA, MIT and Stanford University.

Common sense is radically replaced by SCIENTIFIC KNOWLEDGE.

So called “…out of the box…” thinking is impious and outrageous mediocrity by the 21st-century standards and practices.

“…Out of the box…” thinking will bankrupt you easily.
And the “…power of simplicity…,” unless is applied by a consummated polymath, is a chat about rubbish.

Managing is an art, practice, technology and science.

Change is going abusively “…auto…” and “…techno…” and “…in vivo…” and “…infotech…” and “…cyborg…” and “…digital…” and “… neuro…” and “…bio…” and “…transbio…” and “…nano…” and “…nanotech…” I am not afraid to proclaim.




Vast hazards by the Disruptional and Technological Singularities are the combined downsides by and to the globalization.

New science and its intrinsic risks are further discussed herewith. Please see the following accordingly:

Sir Martin Rees, Ph.D. noticed, “…Science is emphatically not, as some have claimed, approaching its end; it is surging ahead at an accelerating rate. We are still flummoxed about the bedrock nature of physical reality, and the complexities of life, the brain, and the cosmos. New discoveries, illuminating all these mysteries, will engender benign applications; but will also pose NEW ETHICAL DILEMMAS AND BRING NEW HAZARDS. How will we balance the multifarious prospective benefits from genetics, robotics, or nanotechnology against the risk (albeit smaller) of triggering utter disaster? .… Science is advancing faster than ever, and on a broader front: bio-, cyber- and nanotechnology all offer exhilarating prospects; so does the exploration of space. BUT THERE IS A DARK SIDE: NEW SCIENCE CAN HAVE UNINTENDED CONSEQUENCES; IT EMPOWERS INDIVIDUALS TO PERPETRATE ACTS OF MEGATERROR; EVEN INNOCENT ERRORS COULD BE CATASTROPHIC. THE ‘DOWNSIDE’ FROM TWENTY-FIRST CENTURY TECHNOLOGY COULD BE GRAVER AND MORE INTRACTABLE THAN THE THREAT OF NUCLEAR DEVASTATION THAT WE HAVE FACED FOR DECADES. AND HUMAN-INDUCED PRESSURES ON THE GLOBAL ENVIRONMENT MAY ENGENDER HIGHER RISKS THAT THE AGE-OLD HAZARDS OF EARTHQUAKES, ERUPTIONS, AND ASTEROID IMPACTS…”
T R A N S     13
To underpin the motion by Sir Martin Rees, see also the following.

The term [technological] singularity entered the popular science culture with the 1993 presentation at the VISION-21 Symposium sponsored by NASA Lewis Research Center and the Ohio Aerospace Institute, March 30–31, 1993, by Professor of Mathematics Vernor Vinge (San Diego University).

Correspondingly, Professor Vinge, PhD. indicated, “…Within thirty years, we will have the technological means to create superhuman intelligence. Shortly after, the human era will be ended … Is such progress avoidable? If not to be avoided, can events be guided so that we may survive? These questions are investigated. Some possible answers [and some further dangers] are presented…”

An even deeper exploration on existential risks is better achieved through the reading of the following three materials:

1.- “…Our Final Hour: A Scientist’s Warning…” By Sir Martin Rees, PhD. at

2.- “…Existential Risks: Analyzing Human Extinction Scenarios…” By Professor Nick Bostrom, PhD. at

3.- “…Prophets of Doom…” available at



There is, by way of example and for your consideration of increasing challenges to the management practitioner, this publication, “…Oxford Study – Half of U.S. Jobs Could Be Done by Computers…” At . Still, even more pervasive challenges to the management profession.

And there is also this article: “…Big nanotech: an unexpected future. How we deal with atomically precise manufacturing will reframe the future for human life and global society…” At

And there is also this article: “…Is Your Job Under Threat From ROBOTS?.…Office Jobs Could Vanish By 2018…” At

Consequently, Dr. Gary Hamel, PhD. indicates, “…What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. RATHER, IT IS A FRANTICALLY ACCELERATING PACE OF CHANGE…”
trans 34

1.- Given the vast amount of insidious risks, futures, challenges, principles, processes, contents, contexts, practices, tools, techniques, benefits, rewards and opportunities, there needs to be a full-bodied practical and applicable methodology (methodologies are utilized and implemented to solve complex problems and to facilitate the decision-making and anticipatory process).

6.- Always institute beyond-insurance risk management as you boldly integrate it with your futuring skill / expertise.

7.- In my firmest opinion, the following must be complied this way (verbatim): the corporate strategic planning and execution (performing) are a function of a grander application of beyond-insurance risk management. It will never work well the other way around. TAIRM is the optimal mode to do advanced strategic planning and execution (performing).

Accordingly, Dr. Carl Sagan, PhD. expressed, “…We live in a society exquisitely dependent on science and technology, in which hardly anyone knows about science and technology…” And Edward Teller stated, “…The science of today is the technology of tomorrow …”

10.- In any profession, beginning with management, one must always and cleverly upgrade his / her learning and education until the last exhale.

An African proverb argues, “…Tomorrow belongs to the people who prepare for it…” And Winston Churchill established, “…The empires of the future are the empires of the mind…” And an ancient Chinese Proverb: “…It is not our feet that move us along — it is our minds…”


As it ensues:

First! Once you realize that the most important thing to nurture is the rotational-and-translational motion revolting within and beyond the innermost core of / by you, you can do your ethics and morality. Now you have conquered bridge 1. Conquering this foundational pillar also implies that every facet and phase of your personal and professional life will be carried on with dogged solemnity.

Second! Once you do your ethics and morality, you can do your actionable knowledge for Life. Now you have conquered, and will be, as follows, securing control of bridge 2 for Life.

Third! Once your actionable knowledge is done by you, you can do your corporate planning and respective marshaled strategy. Now you have conquered, and will be, as follows, securing control of bridge 3 for Life.

Fourth! Once your corporate planning and respective marshaled strategy is done by you, you can do your systems hazard management. Now you have conquered and will be, as follows, securing control of bridge 4 for Life.
trans    21
Fifth! Once your systems hazard management is done by you, you can do your systems quality assurance management. Now you have conquered and will be, as follows, securing control of bridge 5 for Life.

Sixth! Once your cross-functional, interdisciplinary systems quality assurance management is done by you, you can do your systems reliability engineering. Now you have conquered and will be, as follows, securing control of bridge 6 for Life.

Seventh! Once your systems reliability engineering is done by you, you can do your systems risk management. Now you have conquered and will be, as follows, securing control of bridge 7 for Life.

Eighth! Once your systems risk management — with the applied omniscience perspective — is done by you, you can do your contingency planning lavishly (with thousand layers of redundancy in place) for Life. Now you have conquered, and will be, as follows, securing control of bridge 8 for Life.

Ninth! When your contingency planning is done by you, you can do your benefits (upsides and downsides). Now you have conquered, and will be, as follows, securing control of bridge 9 for Life.
trans 23
Tenth! When benefits are done by you and you become hyper-engaged into pervasively transformational self-renewal and self-challenging (in excelsis) of your own intellect, you can do your sustainability perpetually. Now you have conquered, and will be, as follows, securing control of bridge 10 for Life.

Eleventh! Now you can conceive and design your own profession and tenure while concentrating in capturing womb-to-tomb (so-called) “…success…” and its gargantuan sustainability effort. Now you have conquered, and will be, as follows, securing control of bridge 11 for Life.

Twelfth! Neither “…the secret,…”, nor the “…hidden secret,…”, nor the “…discrete secret…,” or any “…magnificent marketing stunts…” will warrant the oxygen and energy and vision that your mind, body, and souls require (sic). Now you have conquered management for Life.
trans 27
Napoleon Bonaparte (1769 — 1821) declared, “…No longer it is question simply of education … NOW IT BECOMES A MATTER OF ACQUIRING SCIENCE…”


(1) Picture mentally, radiantly. (2) Draw outside the canvas. (3) Color outside the vectors. (4) Sketch sinuously. (5) Far-sight beyond the mind’s intangible exoskeleton. (6) Abduct indiscernible falsifiable convictions. (7) Reverse-engineering a gene and a bacterium or, better yet, the lucrative genome. (8) Guillotine the over-weighted status quo. (69) Figure out exactly which neurons to make synapses with. (70) Wire up synapses the soonest. (71) Ask now more sophisticated questions to marshal upon.…”
trans 42
David, commented simply to you and by me:

“…I am no longer a captive to history.
Whatever I can imagine, I can accomplish.

I am no longer a vassal in a faceless
bureaucracy, I am an activist, not a drone.

I am no longer a foot soldier
in the march of progress.

I am a Revolutionary!…”


Click here to view the entire writing at

Mr. Andres Agostini
Author of:
The Future of Scientific Management, Today!
The Future of Skunkworks Management, Now!
Futuretronium Book!
Transformative and Integrative Risk Management!


Please see the full article at

Here’s a thought experiment inspired by the Search for Extraterrestrial Intelligence (SETI): Suppose in our search for beings in other galaxies, we come across a species that looks very much like us and can communicate with us reasonably well, so that it doesn’t take very long for them to understand what we’re about. In other words, they are definitely within our sphere of spontaneous sympathy. Moreover they even possess technologies that we consider relatively advanced, such as mobile phones. (After all, how else could we have recognised them as intelligent beings?) At the same time, however, they also tend to live half as long as we do – and for reasons that are quite obvious to us because they lack the sort of societal infrastructure that would enable them to live longer.

To be sure, these beings think that their lives are perfectly fine, aside from spates of internecine strife that seem to be fuelled by alien sources (perhaps the same aliens that enabled us to discover them). In any case, their culture is designed around the way they have conducted their lives for centuries. The question is whether we should violate Star Trek’s Prime Directive and substantially intervene to provide them with an infrastructure that would allow them to live longer and perhaps flourish in a way that would go beyond the sort of superficial trade relations that currently mark our maintenance of a ‘respectful’ distance from them. Here are some options:

1. No matter the cost to them or us, ‘civilising’ these aliens is an end worth pursuing in its own right – even if it ends up a gallant failure.
2. We can’t really afford much backlash from the natives, especially given that backups from Earth will not be forthcoming. So, we need to tread carefully, perhaps envisaging a long-term strategy of cultivating natives over several generations.
3. We commit to leaving the natives with some care packages and a time-limited run of advisors whose mission is to get them to use those packages as effectively as possible, so that eventually they can produce their contents for themselves.
4. We simply obey the Prime Directive and deal with them as free market traders without any particular concern for how they end up using whatever the both of us agree to have been a fair exchange of goods.

Now let us think about planet Earth, where we have the United Nations Universal Declaration of Human Rights – and not the Prime Directive – as our guiding normative principle. Clearly, (4) would be seen as a libertarian dys/utopia that would render the Declaration irrelevant (though it may well capture China’s current policy towards the Third World), whereas (3) would be seen as the default position of most development aid. I have advocated (2) as Imperialism 2.0, and of course classic Imperialism is captured by (1).

Just as the sixteenth century European conquistadors thought they were about to discover lands of great wealth and potential superiority to what they had experienced in their homelands, our own interstellar voyagers may be subject (occasionally at least) to a rude awakening, for which we need a policy. And perhaps considering such a policy might help us to think more clearly about the aliens on our own planet – i.e. those in need of ‘development’.

Applied Omniscience in Transformative and Integrative Risk Management! By Mr. Andres Agostini
This is an excerpt from the presentation, “…Applied Omniscience in Transformative and Integrative Risk Management!…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:

Please see the graphic at

Yesterday, March 25 2013, the Colorado Legislature passed a resolution making March 25, Aerospace Day. What a great way to celebrate Colorado’s participation in space endeavors. The state is the second largest employer of space related companies. Thanks to Colorado Space Business Roundtable (CSBR), the Colorado Space Coalition (CSC), the Rocky Mountain AIAA (RMAIAA), and the many sponsors who helped make this possible.

The sponsors are Aurora Chamber of Commerce, Ball Aerospace Technologies, GH Phipps Construction, Lockheed Martin Space Systems, Metro State University of Denver, United Launch Alliance, Red Canyon Software, Sierra Nevada Corporation, Webster University, and the Wings Over the Rockies Air and Space Museum.

Picture of the Colorado Senate just after passing the resolution.

Picture of the Colorado House of Representative congratulating CSBR, CSC & RMAIAA just after having passed the resolution.

If we are to become a space faring civilization it is important to celebrate our efforts in space endeavors. Our Colorado legislature recognized the need and passed the resolution to make March 25 Colorado’s Aerospace Day. I hope all the other states will would join Colorado and make March 25 Aerospace Day, and one day March 25 will be the national Aerospace Day.


I received some photos from Michael Piccone. Here they are

Picture of the inside Capitol Hill showing some of the attendees visiting with the exhibitors.

Picture of 60+ of us who attended. There were more, and we were the ones who posed for this photo.

Close up of on of our state senators.

Some of the people who planned and made this event and resolution possible. They are from CSBR, CSC, Colorado Legislature, Lockheed, Boeing, Wings Over the Rockies.…


Benjamin T Solomon is the author of the 12-year study An Introduction to Gravity Modification

I continue to survey the available technology applicable to spaceflight and there is little change.

The remarkable near impact and NEO on the same day seems to fly in the face of the experts quoting a probability of such coincidence being low on the scale of millenium. A recent exchange on a blog has given me the idea that perhaps crude is better. A much faster approach to a nuclear propelled spaceship might be more appropriate.

Unknown to the public there is such a thing as unobtanium. It carries the country name of my birth; Americium.

A certain form of Americium is ideal for a type of nuclear solid fuel rocket. Called a Fission Fragment Rocket, it is straight out of a 1950’s movie with massive thrust at the limit of human G-tolerance. Such a rocket produces large amounts of irradiated material and cannot be fired inside, near, or at the Earth’s magnetic field. The Moon is the place to assemble, test, and launch any nuclear mission.

Such Fission Fragment propelled spacecraft would resemble the original Tsolkovsky space train with a several hundred foot long slender skeleton mounting these one shot Americium boosters. The turn of the century deaf school master continues to predict.

Each lamp-shade-spherical thruster has a programmed design balancing the length and thrust of the burn. After being expended the boosters use a small secondary system to send them into an appropriate direction and probably equipped with small sensor packages, using the hot irradiated shell for an RTG. The Frame that served as a car of the space train transforms into a pair of satellite panels. Being more an artist than an *engineer, I find the monoplane configuration pleasing to the eye as well as being functional. These dozens and eventually thousands of dual purpose boosters would help form a space warning net.

The front of the space train is a large plastic sphere partially filled filled with water sent up from the surface of a a Robotic Lunar Polar Base. The Spaceship would split apart on a tether to generate artificial gravity with the lessening booster mass balanced by varying lengths of tether with an intermediate reactor mass.

These piloted impact threat interceptors would be manned by the United Nations Space Defense Force. All the Nuclear Powers would be represented.…..well, most of them. They would be capable of “fast missions” lasting only a month or at the most two months. They would be launched from underground silos on the Moon to deliver a nuclear weapon package towards an impact threat at the highest possible velocity and so the fastest intercept time. These ships would come back on a ballistic course with all their boosters expended to be rescued by recovery craft from the Moon upon return to the vicinity of Earth.

The key to this scenario is Americium 242. It is extremely expensive stuff. The only alternative is Nuclear Pulse Propulsion (NPP). The problem with bomb propulsion is the need to have a humungous mass for the most efficient size of bomb to react with.

The Logic Tree then splits again with two designs of bomb propelled ship; the “Orion” and the “Medusa.” The Orion is the original design using a metal plate and shock absorbing system. The Medusa is essentially a giant woven alloy parachute and tether system that replaces the plate with a much lighter “mega-sail.” In one of the few cases where compromise might bear fruit- the huge spinning ufo type disc, thousands of feet across, would serve quite well to explore, colonize, and intercept impact threats. Such a ship would require a couple decades to begin manufacture on the Moon.

Americium boosters could be built on earth and inserted into lunar orbit with Human Rated Heavy Lift Vehicles (SLS) and a mission launched well within a ten-year apollo type plan. But the Americium Infrastructure has to be available as a first step.

Would any of my hundreds of faithful followers be willing to assist me in circulating a petition?

*Actually I am neither an artist or an engineer- just a wannabe pulp writer in the mold of Edgar Rice Burroughs.

A recent article in Science Daily reported on efforts to measure Cesium-137 and Cesium-134 in bottom dwelling fish off the east coast of Japan to understand the lingering effects and potential public health implications. As the largest accidental release of radiation to the ocean in history, it is not surprising that many demersal fish are found above the limits for seafood consumption. What is more significant is that the contamination in almost all classifications of fish are not declining — suggesting that contaminated sediment on the seafloor could be providing a continuing source. This raises a concern that fallouts from any further nuclear accidents would aggregate over time.

One would question if the IAEA is taking a strong enough position on the permitted location of nuclear power stations. It perplexes me that the main objections to Iran attaining nuclear power are strategic/military. Whilst Iran is not at risk to the threat of tsunamis as Japan is, Iran is one of the most seismically active countries in the world, where destructive earthquakes often occur. This is because it is crossed by several major fault lines that cover at least 90% of the country. How robust are nuclear power stations to a major quake? The IAEA needs to expand its role to advise countries on what regions it would be unsuitable to build nuclear power stations — such as Iran and Japan. Otherwise we are risking a lasting environmental impact to eventually occur — it is only a matter of time.

How the Diablo Canyon nuclear plant, which sits just miles away from the notoriously active San Andreas fault was allowed to be located there let alone operate for a year and half with its emergency systems disabled (according to a 2010 safety review by the federal Nuclear Regulatory Commission). It seems as if there’s a missing link worldwide between the IAEA and regional planning authorities. Or perhaps it is simply down to responsible government.

Previous posting in this Debunking Series.

In this post we will look at the last three types of engines. Can these engine technologies be debunked?

Start with the boring stuff. Nuclear/plasma engines. For more information look up Franklin Chang-Diaz’s Variable Specific Impulse Magnetoplasma Rocket (VASIMR). Real. Cannot be debunked.

Now for the more interesting stuff. The second is Pulse Detonation Engines (PDE). This type of engine uses detonation waves to combust fuel and oxidizer mixture. “The engine is pulsed because the mixture must be renewed in the combustion chamber between each detonation wave initiated by an ignition source.” Theoretically this type of engine is capable of speeds from subsonic to Mach 5.

Here is an UT Arlington Feb 2008 YouTube video that shows how elegantly simple, a workable engineering concept is. According to the posting this engine was built and tested in 2005.

Here is a link to Mojave Skies blog posting which shows photographs of an Air Force Research Laboratory (AFRL) subsonic pulsed detonation engine trials (about May 2008), made from off-the-shelf automotive parts. Impressive!

Some history regarding the Mojave Skies blog posting. Scaled Composites is led by Burt Rutan, whose team won the Ansari X-Prize in 2004. Scaled Composites is now owned by Northrup Grumman a defense contractor. What a small world. Everyone is interconnected to everyone else.

What about supersonic trials?

Here is a link to Military, Aviation & Space forum where the jet plumes appeared to be pulsed. The date of this posting is Feb 2008, while the AFRL’s press release is dated May 2008. Here is the AboveTopSecret’s link to a Jun 2008 discussion about what appears to be PDE aircrafts in action. The writers appear to be experienced and leaning toward the PDE aircrafts in the video being real.

My guess is that conventional fuel pulse detonation engines are a reality in experimental supersonic aircrafts, and that the May 2008 AFRL’s press release is about making PDEs cheaper. These engines are real and cannot be debunked.

Now for the third type of engine technology, atomic bomb or nuclear pulse engines. It is quite obvious from the Medusa design that the nuclear energy released by such a device that is used to propel this starship is only 1/6th of the useful energy. Note, useful energy is less than total energy released. Therefore this is an inefficient design.

Further, as the Wikipedia article on nuclear pulse engines points out, there is the Partial Test Ban Treaty that makes such engines illegal. Debunked.

Therefore, nuclear or atomic bomb pulsed engines are debunked, and people who support such ideas are out of touch with reality. Let me quote Billy Currington “God is great, beer is good, people are crazy”.


Benjamin T Solomon is the author & principal investigator of the 12-year study into the theoretical & technological feasibility of gravitation modification, titled An Introduction to Gravity Modification, to achieve interstellar travel in our lifetimes. For more information visit iSETI LLC, Interstellar Space Exploration Technology Initiative.

Solomon is inviting all serious participants to his LinkedIn Group Interstellar Travel & Gravity Modification.