There are fundamentally two reasons that I get to publish through Talkmarkets: (1) for my analytics; and (2) for my globanomics. The analytics comes and goes while the globanomics is always there. Anyway, I took a short break from globanomics feeling somewhat disappointed that just like that—with a flip of a switch—globanomics was not in fact the way we were operating today. That is just not the case. It is going to take some time. I am just hoping to see it in my lifetime, and I am 74.

I have been reading Obama’s book, A Promised Land these past few weeks and it is a great book, filled with all kinds of details about how governance actually works. Obama and I are pretty much lockstep together in our view of the future. I might disagree with him on a couple of his historical conclusions, but any differences there are minor in terms of globanomics. 

Image Source: Unsplash

Anyway, something Obama wrote really stuck home with me and I would like to share his words with you now. 

He wrote:

The Presidency changes your time horizons. Rarely do your efforts bear fruit right away, the scale of problems coming across your desk is too big for that, the factors at play too varied.  You learn to measure progress in steps—each of which may take months to accomplish, none of which merit much public notice—and to reconcile yourself to the knowledge that your ultimate goal, if ever achieved, may take a year or two or even a full term to realize.

Now with that said, I would like to share with you now the “embryos of globanomics” as explained to a smaller group of followers that follow me on my personal blog site, which lies both inside and outside of Talkmarkets as I understand it.  Along with other things, the following explains the embryos of many of the principles that have been built into globanomics.

The real, deep down, real embryos for globanomics came to life sometime during the four-year period (1969-1973) when I served as a junior U.S. naval officer on the fleet ballistic missile submarine, called the USS Nathanael Greene (SSBN 636) during the heart of the Cold War. During that time, I served as a nuclear-trained officer, who became qualified in submarines—meaning at one time or another I also served as the Officer of the Deck (OOD) in charge of the entire ship’s operations.

Our nuclear submarine carried sixteen missiles. Each missile carried ten nuclear warheads. Each warhead was about three times stronger than the bombs dropped on Nagasaki and Hiroshima. In total, we carried 160 nuclear bombs. We knew on our submarine that the war was lost if we ever shot our missiles off. If we shot all our missiles off, the world would be very much different than it is today. Did I ever think we were going to shoot our missiles off when on patrol? The answer is: No. But I will tell you this, I did give some thought to what would happen if we did shoot hose missiles off.

And that is the real embryos of globanomics. When you know you can “blow up” the world, you have to think about what “the world” meant.

Now with that said, I would like to move on to the embryos of some of the particulars associated with globanomics. The list includes the following:

1. Pareto Optimums (Indiana University, School of Public and Environmental Affairs—SPEA).
2. Hierarchy of Needs for evaluating (the University of Pennsylvania, The Wharton School).
3. Economics (mostly micro)—Hanover College and The Wharton School).
4. Multiple variables for evaluating progress towards major glob anomic goals—U.S. Navy, specifically the nuclear submarine force)
5. Love is the Highest Knowledge—Vivekananda
6. Ethics of Reciprocity (internet)
7. Do No Harm (my own personal Eastern studies)
8. Electronic Global Stock market Board (EGSB).

What follows is an explanation of each.

1. Pareto Optimums (SPEA)--I took this "public economics" course at SPEA taught by one of the professors from Indiana's Business School. It was from that professor that i learned about Pareto Optimums. Even in those days I must have had a good sense of Pareto because in my classroom discussions and tests, etc. I was given an A+.  Notable on one account is the fact that I had never in my education received anything like an A+ before. The professor wanted me to consider switching over to the Business School--he said he could get me in. I thought about it, but it meant adding on another year of education, and I just wanted to get going again.
2. Hierarchy of Needs (Wharton)--Believe it or not Wharton is where I really learned about Maslow and His Hierarchy of Needs. As a free choice class, I chose to take a class called something like Business Ethics. The first day of the class you soon learned that this was going to be unlike any other class that I had taken. We read all kinds of good material for that class, including Maslow. I must admit many of the offerings, I mostly skimmed, but I think I did read all of Maslow, and came to a greater understanding of his theory.
3. Microeconomics (Hanover, Wharton) --the perfect competition and monopolistic education is pure microeconomics, which I did enjoy and came to respect to a high degree. I had good professors at both Hanover and Wharton for my micro. The presentation was probably different, but I do remember leaving the class with high respect for my professors. I do have to admit, however, that I was a better student at Wharton than I was at Hanover.
4. Multiple variables in Evaluation Scheme--This is pure U.S. Navy and its nuclear submarine force, and especially true for those in the "nuclear" departments. You should understand that nuclear submarines are designed the best they can for safety. Yet, problems can happen. In the engineering spaces, when you hear that a critical part has failed, you know that you should also start seeing problems in other critical parts of the boat. Safety systems were put into place to avoid problems. One example, we had three different meters that measured the neutron flux in the reactor compartment. They were set to trip if the nuclear flux ever shot sky-high, tripping the nuclear control rods, to shut down the reactor. The actual tripping of the nuclear control rods required "two" of the three to show the problem. This was the design because, with only one meter, it could shut you down on just a failure within the meter itself, which we could fix if the other two meters were showing fine. I could go on and on about the things I learned in the nuclear navy, but that will have to wait for another day.
5. Love is the Highest Knowledge--I came across this phrase while reading about Vivekananda. It is he that coined that phrase. I liked Vivekananda and came to think of him as an incredibly wise man. It was Vivekananda who said that it was good to think upon Jesus, because Jesus was Extreme Love, and the more you think about him the more you think about Love. On an aside, I will also point out that most people say there are only two paths towards enlightenment and these two paths are either thru: (1) Love; or thru (2) Knowledge.
6. Ethics of Reciprocity--I knew that I wanted the Golden Rule, but I also knew that the Golden Rule that I knew came from the Bible and may not be universally accepted. That is when I discovered the Ethic of Reciprocity and discovered the Gold Rule was universal it was just explained in several different ways. So, the Ethic of Reciprocity, rather than the Golden Rule, fit my globanomic theory better.
7. Do No Harm--This statement of concept I think I learned while on my own personal Eastern religion studies. It makes sense and in a way is consistent with the Pareto Optimum, from which we started this dialogue. I know there are other factors that came into play in developing Globanomics, but from the above, I think you might see better how Globanomics came about. It is rather perplexing to me when I think about it.  
8. The Electronic Global Stockmarket Board (EGSB) is something I conceived while creating a game called Golopoly (see my Mobius article, called The Economics of Love). It essentially could at any given time show how each nation in the world was doing business-wise in relation to all the other countries. The tables that I have included in my last two blogs provide you the type of information you could get off the EGSB. That information is made available so policy decisions can be made more effective and positive. For example, where should I invest my next dollar?  It is kind of like "what should my next thought be". In terms of Globanomics, the EGSB serves many, many purposes: (1) to enable investors to reduce risk by investing in such things like the Global 500 or the Global 2000, while benefiting everyone equally; (2)  to enable you a very good way to evaluate how investment funds are spent across different areas: such as technology, retail, defense, telecommunications, etc.; and (3) to enable the introduction of globanomics to the world (kind of circular, isn't it)

I know there are other factors that came into play in the development of globanomics, but from the above, I think you might see better how globanomics came about. It is rather perplexing to me when I think about it. Oh, and by the way—in globanomics, the U.S. is and will be the leader, the capital in other words. It is still going to take time. China is the one and only country that is holding up globanomics right now. I have absolutely no ill-feeling towards China and I really do not care how they make their business decisions. China is a “paper tiger” as I have explained in earlier TalkMarkets articles. China must, however, get to at least some level of acknowledgment for “Freedom” (e.g., as leaving Hong Kong alone) and long-term denuclearization (e.g., North Korea) before we can even think of them coming into our much larger group of freedom allies.

And just because I can, I would like everyone to know that I just recently self-published a book called, The Cold War Submariner-- The Cold War Submariner: Boswell, Jim: 9781661139339: Amazon.com: Books.  It, too, is an excellent book to read.  It is much shorter than Obama’s A Promised Land, but I think it just as good in its own way.  Regardless, what you would discover from the book it will at least what it was like for a young naïve boy from small town Indiana to go from that to a point four years later he was standing command in charge of the USS Nathanael Greene (SSBN 636) in four short years.