My “understanding” of the impact of toxic mould contamination on Public Health is not great but has grown considerably due to my interest in risk and complexity in the health service,  insurance and reinstatement industries.

What I have learnt is that the health implications for tenants, owners, landlords, contractors, etc, are considerable. As a result, so is the potential for substantial costs unless full facts about the dangers are established – and there appears to be a concerted effort to prevent this, both in US and UK – this could be bigger than Asbestos and ignorance is no excuse!

Perhaps that explains why people who voice legitimate concerns about ‘the official stance’ and what treatments are effective have found themselves marginalised, persecuted…even prosecuted!?


Mrs. Sharon Noonan Kramer
2031 Arborwood Place
Escondido, CA 92029
August 27, 2012
Update: September 10, 2012.  The Court, with no subject matter jurisdiction, fined me $3K (this is my Motion for Reconsideration submitted under duress) for refusing to publish a false confession on the internet of being guilty of libel for a sentence I never even wrote.. “Dr. Kelman altered his under oath statements on the witness stand’ while he testified as a witness in an Oregon lawsuit.— to conceal how and why the courts framed me for libel for the sentences, “Upon viewing documents presented by the Hayne’s attorney of Kelman’s prior testimony from a case in Arizona, Dr. Kelman altered his under oath statements on the witness stand.  He admitted the Manhattan Institute, a national political think-tank, paid GlobalTox $40,000 to write a position paper regarding the potential health risks of toxic mold exposure.”…

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Presentation: deeper understanding by thinking in systems

“Systems thinking” can help with the understanding of so much in our lives that, we either take for granted, or are content to leave in the “domain” of Academics, experts and specialists. I thought this an excellent presentation on the subject and one that may “whet the appetite” to learn more about the complexity of non-linear systems.


Business owners, finance and risk professionals who continue to think predominantly in terms of linear processes will only succeed in increasing uncertainty in the environments in which they operate…and beyond!

Why? Because it is much easier to stick with an engrained belief system (Mental Model), particularly one that is widely accepted, understood  and applied than it is to question or challenge the norm. Contrarians are as welcome as whistleblowers in firms with something to hide!

What systems thinking illustrates is that, we need to reconsider much of what we know – or thought we knew – about “risk”. We don’t exist in a “Gaussian world” that fits neatly into a bell curve. The fact is that “outliers” in data cannot be discounted. Rare events do happen and their impact can be disproportionately large. Read more of this post

The warning signs of defending the status quo

My admiration for Seth Godin is pretty well documented. He consistently sees things that others don’t and simplifies what some make unnecessarily complex.

If you don’t recognise some of these traits in yourself that is, perhaps, understandable. BUT, if you have experience of sales or endeavouring to introduce a new product, concept or theory then you most certainly will identify with some techniques intended to resist what is new…even when resistance is irrational!

Thinking different (or even just keeping an open mind) can mean seizing a competitive advantage…or survival.

When confronted with a new idea, do you:

  • Consider the cost of switching before you consider the benefits?
  • Highlight the pain to a few instead of the benefits for the many?
  • Exaggerate how good things are now in order to reduce your fear of change?
  • Undercut the credibility, authority or experience of people behind the change?
  • Grab onto the rare thing that could go wrong instead of amplifying the likely thing that will go right?
  • Focus on short-term costs instead of long-term benefits, because the short-term is more vivid for you?
  • Fight to retain benefits and status earned only through tenure and longevity?
  • Embrace an instinct to accept consistent ongoing costs instead of swallowing a one-time expense?
  • Slow implementation and decision making down instead of speeding it up?
  • Embrace sunk costs?
  • Imagine that your competition is going to be as afraid of change as you are? Even the competition that hasn’t entered the market yet and has nothing to lose…
  • Emphasize emergency preparation and the expense of a chronic and degenerative condition?

Calling it out when you see it might give your team the strength to make a leap.

Public Sector: “complexity paralysis” – creator and casualties

No matter how you express it, in a dynamic (non-linear) system, that is, by definition complex, “what goes around comes around” – the “feedback loop” – complexity begets complexity until the system reaches breaking point – “critical complexity”.

But the closer the system operates to this point the more fragile and unstable it becomes.

Things can, do, get ugly, painful, dangerous and costly on a variety of levels and the impact is felt across domains.

Public Sector: “complexity paralysis” – creator and casualties Image by michael.heiss via Flickr A recent blog about procrastination led me to get this off my mind. It has been rattling around in there for some time… Ever had so much going on in your head that you don’t know what to do first? Too many tasks, too little time: which “master” to satisfy? Every issue or task has its own factors to consider: short term effect; long term impact. Assessing cause and effect or imagining problems, leading you to “f … Read More

via Get “fit for randomness” [with Ontonix UK]

Complexity: “Cholesterol for business”

I have used this analogy before but it is certainly worth repeating as the similarities are apparent and potential impact “alarming”…

Business systems suffer from their own version of cholesterol…it’s called…COMPLEXITY. If you don’t test for it you don’t know if it is doing damage to the vital inter-connections upon which your system is dependent!

By the time the outward signs show themselves irreparable damage is done. Sufficiently fit and able to carry out the day-to-day tasks that sustain you but “found wanting” and unable to perform when put under stress e.g. confronted with a physical challenge, fighting a disease, adapting to a change of circumstance. We don’t know what the future holds but we can say that it is more uncertain now than at any time in (at least) a generation!

We are learning more lessons from nature than at any time in our history since “The Origin of Species”.

A business is a system, like the human body. It is reliant upon its component parts and its ecosystem (marketplace, supply chain, etc.) communicating, working efficiently and interdependently to enable it to perform and sustain itself and its stakeholders.

Unlike our bodies a business does have the ability to renew its structure and to thrive again BUT SURVIVAL IS NOT GUARANTEED! A business needs to have sufficient “reserves” and the means to re-generate.

A business that was once fit enough to survive in a familiar environment – like a stable, buoyant, economy – is, not necessarily adequately equipped to do so when the environment changes – a turbulent and unpredictable economy – where, what sustains it is in shorter supply or harder to come by. The business matures (ages) and can lose some of the skills or agility that were once its mainstays. Read more of this post