"In most cases the activity [imposing external impacts] cannot, however, be eliminated. Hence, there is a need for systematic work at eliminating the impact -- or at least at minimizing it -- while maintaining the underlying activity itself. The ideal approach is to make the elimination of impacts into a profitable business opportunity. One example is the way Dow Chemical, one of the leading U.S. chemical companies, has for almost twenty years tackled air and water pollution. Dow decided, shortly after World War II, that air and water pollution was an undesirable impact that had to be eliminated. Long before the public outcry about the environment, Dow adopted a zero-pollution policy for its plants. It then set about systematically to develop the poluting substances it removes from smokestack gases and watery effluents into salable products and to create uses and markets for them."
MANAGEMENT (1974).
Knowledge is warranted belief -- it is the body of belief that we build up because, while living in this world, we've developed good reasons for believing it. What we know, then, is what works -- and it is, necessarily, what has worked for us, each of us individually, as a first approximation. For my other blog, on the struggles for control in the corporate suites, see www.proxypartisans.blogspot.com.
Knowledge is warranted belief -- it is the body of belief that we build up because, while living in this world, we've developed good reasons for believing it. What we know, then, is what works -- and it is, necessarily, what has worked for us, each of us individually, as a first approximation. For my other blog, on the struggles for control in the corporate suites, see www.proxypartisans.blogspot.com.
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