Alex

the first and primary function of the card was to identify buyer to seller and seller to buyer. [...] The seller would receive good funds in local currency and the buyer would be billed later in the currency of their country. Thus, the second primary function was as guarantor of the value data. Clearly, it warranted to both buyer and sell

Educed behavior is the essence of leader/follower. Compelled behavior is the essence of all the others.

the essence of community, its very heart and soul, is the nonmonetary exchange of value [...] It arises from deep, intuitive, understanding that self-interest is inseparably connected with community interest

When speaking of others, rarely was a person referred to by name. The language suggested object or thing, not person. There was classification of individuals by nationality, race, or religious origination, and generalizations about each class. There was reluctance to deal with others as individual human beings. There was even gr

Competition and cooperation are not contraries. They have no opposite meaning. They are complimentary. [...] Cooperation gone mad results in the mindless pursuit of equality, use of centralized force to achieve uniformity, ever-increasing coercion to sustain it, and eventual slavery. Competition gone mad results in the mind

It came to me that forming and building NBI, or anything of worth, is much the same. It requires sound material, a good tool, a capable hand and, most important, a vision of things to come. It requires patience and persistence to pursue the vision chip, by chip, by chip, and willingness to change the vision as the nature of the material i

Could such an organization be patterned on biological concepts and methods? [...] What if we quit arguing about the structure of a new institution and tried to think of it as having some sort of genetic code?

How much time, energy, and ingenuity did they spend obeying senseless rules and procedures that had little to do with the results they were expected to achieve?

Understanding events and influencing the future requires mastering of four ways of looking at things: as they were, as they are, as they might become, and as they ought to be.