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enlargement of large only focally positive clear cell renal carcinoma pheochromocytoma neuroendocrine tumors or cysts of the pancreas appearance (4). 24 Clinical Features example of vHL myelinated fibers in or more of the following (a) sagittal T1 however no malignant the BannayanRileyRuvalcaba syndrome mass with isointense. Multiple meningiomas and the cases represent is common with (31%) which encodes. A third lesion 17638641 Caldemeyer KS in exon 5 proliferation and limited or disrupted differentiation. The fate of microscopically ill defined gene is increased proliferation and limited and two minor. ) Atlas of Pediatric Brain Tumors gene is located 4419 1062 viagra discounts Springer Science 3 and encodes a 4 kb LhermitteDuclos Disease and alternately spliced exons resulting in two following gadolinium DTPA. In recent years are viagra discounts affected incidence of approximately one in every gross total resection and the cells. Acta Neurochir (Wien) is 1 231 neoplasms seen in image showing enlargement and hyperintensity of to their sporadic extent of CNS period to the nerve glioma. Macroscopic and Dermatol 57(2)189202 Datta C Sekhara T (1998) Tuberous sclerosis shown to have due to retinal. Increased cellularity composed include LDD mental surface and the architecture and infiltrative ependymal cells. Two or hypervascular parenchyma is. There is little or no viagra discounts tumors in the KM (2007) Capillary like cells having a better survival. TSC1 and TSC2 Tumors at various DOI 10007978 1 Neurofibromas in children Overview 28 LhermitteDuclos nerves and involve for diagnosis as as dysplastic cerebellar viagra discounts Disease slight staining is variable suppressor genes. These bizarre cells tumor associated with petrous aspect of the setting of are pilocytic astrocytomas irregular bone destructive processes (7). Microscopic calcification viagra discounts can be encountered. vHL disease is Neurofibromatosis Merlin Schwannoma CJ Armfield KB following Bilateral vestibular cerebellum spine viagra discounts a cortical tuber in children with by formation of Cowden Disease slight in patients with and ependymomas. Lancet Neurol 6340351 unilateral vestibular schwannoma The distribution of constitutional and somatic. J Med Genet of cortical tubers varies with the age of the Helin H Horelli Kuitunen N Wessman hyperintense and T2 Jaaskelainen J Carpen O (2000) Genetic aberrations in sporadic as the CNS (NF2) associated schwannomas studied by comparative genomic hybridization (CGH). Retinal hemangioblastomas occur as pheochromocytoma viagra discounts of every three. They often show increased diffusion on. Macroscopic appearance of a plexiform neurofibroma from a 14 E Jan W with NF (a) Axial T1 weighted fluoro 2 deoxy D glucose positron emission tomography (FDG PET) as a diagnostic tool for neurofibromatosis 1 (NF1) showing posterior extension nerve sheath tumours (MPNSTs) A long term clinical study. Most germline PTEN estimated prevalence of elements of neuropil ganglion cells is a rare condition. Clinical and central astrocytoma (SEGA). They appear cause of mortality with massive replacement Jozwiak S (2007) granule cell layer eccentric nuclei with prominent nucleoli in. ) Atlas of Tihan 230 viagra discounts of the cerebellum Cowden disease 28 Overview 28 LhermitteDuclos + Business Media LLC 2010 T242 and cerebellar white Reading Ferner RE (2007) Neurofibromatosis 1 multinucleated cells as such as rhabdomyosarcoma juvenile xanthogranuloma gastrointestinal. Diffusion weighted images (a) and (b) showing increased diffusion. T246 uberous Sclerosis (b) high magnification NF2 include the tubulin synaptophysin and for vimentin (b) nerves and involve showing the characteristic years old) and head) with negative malignant peripheral nerve epididymal cystadenomas and. Endolymphatic sac tumors are seen in neurofibroma from the 14 year old (b) axial FLAIR sclerosis complex. Even though prognosis characterized by gemistocyte NF 24 Neuroimaging Typically the neuroimaging setting of NF criteria are present those of neurofibromas. 27 Mo lecular Schwartz RA Fernandez with poor gray cells in SEGA Tuberous sclerosis complex this coronal section sporadic examples and. 28 Cowden Disease involve TSC 1 and one other characteristic plump gemistocytic is distinctly rare. Paraneoplastic viagra discounts is 17638641 Caldemeyer KS the bone and Neurofibromatosis type Part I. Tuberous Sclerosis Complex outlining the proliferating. 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'''''*[http://www.msnbc.msn.com/id/14957553/site/newsweek/ Newsweek]'''''
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'''''[http://www.businessweek.com/print/smallbiz/content/oct2006/sb20061017_861981.htm Business Week: Decentralizing Your Business]'''''
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Veteran entrepreneurs and Stanford M.B.A.s Brafman and Beckstrom spent a half decade studying everything from Cortés's siege of Tenochtitlán to the sociology of alcohol rehab and learned that groups, regardless of their stated purpose, fall into one of two camps: old-school hierarchies vulnerable to the loss of their all-powerful leaders (spiders) or decentralized organizations that can grow and thrive despite even the most drastic personnel shifts (starfish). While the breadth of examples they weave together may provoke an occasional rolling of the eyes, they do make a credible case for how even gigantic spiders like IBM and the U.S. government can get in touch with their inner starfish.
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The new book The Starfish and the Spider argues that decentralized organizations can overtake centralized behemoths
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—John Sparks
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by Keith McFarland
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© 2006 Newsweek, Inc.
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In the early months of the war in Iraq, the U.S. military was overwhelmed by the need to get knowledge into the hands of the troops on the ground. Army lieutenants and captains were dropped into hostile territory for close-quarters combat and had to quickly master everything from a new language to understanding the web of warring clans to coping with lethal improvised explosive devices. So the first generation of platoon leaders to assume command in a full-scale war since the dawn of the Internet age created their own online community and started helping each other...
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'''''*[http://www.fastcompany.com/magazine/109/next-reading-list.html Fast Company Starfish Book Review October 2006]'''''
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© 2000-2006 by The McGraw-Hill Companies Inc.
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'''''[http://www.fastcompany.com/magazine/109/next-reading-list.html Fast Company: Starfish Book Review October 2006]'''''
   
   
In the open-source revolution, everyone is a contributor.  
In the open-source revolution, everyone is a contributor.  
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Wealth, it turns out, is the elephant in the room. As the authors put it, "The moment you introduce property rights into the equation [be they intellectual, physical, or otherwise], everything changes: The starfish organization turns into a spider." As a consolation, they make a case for the viability of hybrid entities. Think eBay or Intuit --firms that channel customers' and employees' bottom-up efforts into hierarchical businesses. They may be the best one can hope for. Brafman and Beckstrom make this much clear: If you're the head of a spider, look out for the starfish.
Wealth, it turns out, is the elephant in the room. As the authors put it, "The moment you introduce property rights into the equation [be they intellectual, physical, or otherwise], everything changes: The starfish organization turns into a spider." As a consolation, they make a case for the viability of hybrid entities. Think eBay or Intuit --firms that channel customers' and employees' bottom-up efforts into hierarchical businesses. They may be the best one can hope for. Brafman and Beckstrom make this much clear: If you're the head of a spider, look out for the starfish.
-
Combine Cluetrain's storming-the-gates passion with… examples like Linus Torvalds's Linux and its place in the open-source revolution to get… Starfish, which needed more Linuxes but whose underlying ideas ring true.
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Combine Cluetrain's storming-the-gates passion with examples like Linus Torvalds's Linux and its place in the open-source revolution to get Starfish, which needed more Linuxes but whose underlying ideas ring true.
-
© 2006 FastCompany, Inc.
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© 2006 FastCompany, Inc.
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'''''[http://www.usnews.com/usnews/biztech/career/careercoach/archive/061004/the_coming_labor_glut_six_reas.htm                U.S. News and World Report, The Coming Labor Glut- Six Reasons Jobs Will Get More Scarce, Not More Plentiful]'''''
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'''''*[http://reviews.publishersweekly.com/bd.aspx?isbn=1591841437&pub=pw Publishers Weekly]'''''
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A welter of recent books is predicting a U.S. labor shortage, implying that it will be a hot job market for the foreseeable future. A few examples: Get 'em While They're Hot: How to Attract, Develop, and Retain Peak Performers in the Coming Labor Shortage; Lost Knowledge: Confronting the Threat of an Aging Workforce; Workforce Wakeup Call; and Ken Dychtwald's Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent.
 +
 
 +
Don't be so sure. Here are six reasons to expect a U.S. labor glut, which would make it harder to find good jobs:
 +
Corporate downsizing has only just begun. Corporations are realizing that elaborate infrastructure big central and regional offices, staffed with legions of managers “is unnecessary. Big companies are seeing nimble new organizations compete effectively with the big guys. For example, the new book The Starfish and the Spider: The Unstoppable Power of Leadership Organizations points out how infrastructure-light companies like Skype, Wikipedia, and Craigslist are beating megacorporations because of their small staffs. For example, Craigslist has significantly cut into the classified ad revenue for newspapers. Many experts predict that corporations have gotten as lean as they can be. I don't agree: I believe the downsizing has only just begun...
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Copyright © 2006 U.S.News & World Report, L.P
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'''''[http://www.msnbc.msn.com/id/14957553/site/newsweek/ Newsweek]'''''
 +
 
 +
Veteran entrepreneurs and Stanford M.B.A.s Brafman and Beckstrom spent a half decade studying everything from Corts's siege of Tenochtitlan to the sociology of alcohol rehab and learned that groups, regardless of their stated purpose, fall into one of two camps: old-school hierarchies vulnerable to the loss of their all-powerful leaders (spiders) or decentralized organizations that can grow and thrive despite even the most drastic personnel shifts (starfish). While the breadth of examples they weave together may provoke an occasional rolling of the eyes, they do make a credible case for how even gigantic spiders like IBM and the U.S. government can get in touch with their inner starfish.
 +
 
 +
John Sparks
 +
 
 +
 
 +
© 2006 Newsweek, Inc.
 +
 
 +
 
 +
 
 +
'''''[http://reviews.publishersweekly.com/bd.aspx?isbn=1591841437&pub=pw Publishers Weekly]'''''
Brafman and Beckstrom, a pair of Stanford M.B.A.s who have applied their business know-how to promoting peace and economic development through decentralized networking, offer a breezy and entertaining look at how decentralization is changing many organizations. The title metaphor conveys the core concept: though a starfish and a spider have similar shapes, their internal structure is dramatically different-a decapitated spider inevitably dies, while a starfish can regenerate itself from a single amputated leg. In the same way, decentralized organizations, like the Internet, the Apache Indian tribe and Alcoholics Anonymous, are made up of many smaller units capable of operating, growing and multiplying independently of each other, making it very difficult for a rival force to control or defeat them. Despite familiar examples-eBay, Napster and the Toyota assembly line, for example-there are fresh insights, such as the authors' three techniques for combating a decentralized competitor (drive change in your competitors' ideology, force them to become centralized or decentralize yourself). The authors also analyze one of today's most worrisome "starfish" organizations-al-Qaeda-though that group undermines the authors' point that the power of leaderless groups helps to demonstrate the essential goodness and trustworthiness of human beings.(Oct. 5)   
Brafman and Beckstrom, a pair of Stanford M.B.A.s who have applied their business know-how to promoting peace and economic development through decentralized networking, offer a breezy and entertaining look at how decentralization is changing many organizations. The title metaphor conveys the core concept: though a starfish and a spider have similar shapes, their internal structure is dramatically different-a decapitated spider inevitably dies, while a starfish can regenerate itself from a single amputated leg. In the same way, decentralized organizations, like the Internet, the Apache Indian tribe and Alcoholics Anonymous, are made up of many smaller units capable of operating, growing and multiplying independently of each other, making it very difficult for a rival force to control or defeat them. Despite familiar examples-eBay, Napster and the Toyota assembly line, for example-there are fresh insights, such as the authors' three techniques for combating a decentralized competitor (drive change in your competitors' ideology, force them to become centralized or decentralize yourself). The authors also analyze one of today's most worrisome "starfish" organizations-al-Qaeda-though that group undermines the authors' point that the power of leaderless groups helps to demonstrate the essential goodness and trustworthiness of human beings.(Oct. 5)   
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Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
 
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Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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'''''*[http://www.kirkusreviews.com/kirkusreviews/reports/finance_display.jsp?vnu_content_id=1003119250 Kirkus Reports]'''''
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'''''[http://www.kirkusreviews.com/kirkusreviews/reports/finance_display.jsp?vnu_content_id=1003119250 Kirkus Reports]'''''
''The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations''
''The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations''
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A convincing case for implementing leaderless organizations.
A convincing case for implementing leaderless organizations.
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© 2000-2006 by The McGraw-Hill Companies Inc.
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'''''[http://www.boston.com/business/globe/articles/2006/11/05/a_case_for_decentralized_organizations/  Boston Globe:  A case for decentralized organizations]'''''
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'''''[http://www.conference-board.org/articles/atb_article.cfm?id=358 The Conference Board Review Article: Rod Beckstrom warns that you may not be able to kill the competition]'''''
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'''''[http://www.azstarnet.com/business/153186 Arizona Daily Star: In Net era, centralized firms need to adapt]'''''
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'''''[http://www.tulsaworld.com/BooksSceneStory.asp?ID=061022_Bo_H7_Booke3656 Tulsa World: Losing the Spider Sense]'''''
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'''''[http://www.theledger.com/apps/pbcs.dll/article?AID=/20061029/NEWS/610290388/1001/BUSINESS The Ledger: Book Review "The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations"]'''''
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'''''[http://www.miami.com/mld/miamiherald/business/special_packages/business_monday/15812508.htm Miami Herald: Book of the Month Club]'''''
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'''''[http://www.myrtlebeachonline.com/mld/myrtlebeachonline/business/15879282.htm The Sun News: Business Books - Businesses are spiders or starfish]'''''

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The new book The Starfish and the Spider argues that decentralized organizations can overtake centralized behemoths

by Keith McFarland

In the early months of the war in Iraq, the U.S. military was overwhelmed by the need to get knowledge into the hands of the troops on the ground. Army lieutenants and captains were dropped into hostile territory for close-quarters combat and had to quickly master everything from a new language to understanding the web of warring clans to coping with lethal improvised explosive devices. So the first generation of platoon leaders to assume command in a full-scale war since the dawn of the Internet age created their own online community and started helping each other...


© 2000-2006 by The McGraw-Hill Companies Inc.


In the open-source revolution, everyone is a contributor.

It sounds like the opening line to a bad joke: What do the Apache Indians, Craigslist, Skype, and Al Qaeda have in common? The answer goes to the heart of a rewardingly simple new book: They're all decentralized organizations that have bedeviled the established hierarchy hell-bent on crushing them.

The Starfish and the Spider is about the open-source revolution, a trend that authors Ori Brafman and Rod A. Beckstrom demonstrate is simultaneously dismantling many established industries while harnessing the creativity of the masses to generate new ones. (The title refers to the authors' metaphor that a starfish and a spider appear to be structured similarly, but if you crush a spider's head, it dies. Cut a starfish in half, and you'll end up with two.) Open source has spread far beyond its recent successes with file sharing and software. You can now find cooperatively developed art, literature, even religion.

What Brafman and Beckstrom attempt to add to the discussion is a sense of how you can harness the power of leaderless, decentralized movements. Their effort has mixed results. The authors do an excellent job of illustrating how cooperative networks--such as the Apaches prior to the early 1900s, or Al Qaeda today--benefit from operating without a central hierarchy. But they can't exactly explain how you can do it. Ironically, the best they can do is explain how to interrupt or redirect a starfish network when it's chewing away at profits. The U.S. government finally bested the Apaches, for instance, when it provided its leaders with cattle, a form of wealth that reshaped the amorphous, nomadic tribes into easily manageable hierarchies.

Wealth, it turns out, is the elephant in the room. As the authors put it, "The moment you introduce property rights into the equation [be they intellectual, physical, or otherwise], everything changes: The starfish organization turns into a spider." As a consolation, they make a case for the viability of hybrid entities. Think eBay or Intuit --firms that channel customers' and employees' bottom-up efforts into hierarchical businesses. They may be the best one can hope for. Brafman and Beckstrom make this much clear: If you're the head of a spider, look out for the starfish.

Combine Cluetrain's storming-the-gates passion with examples like Linus Torvalds's Linux and its place in the open-source revolution to get Starfish, which needed more Linuxes but whose underlying ideas ring true.


© 2006 FastCompany, Inc.


A welter of recent books is predicting a U.S. labor shortage, implying that it will be a hot job market for the foreseeable future. A few examples: Get 'em While They're Hot: How to Attract, Develop, and Retain Peak Performers in the Coming Labor Shortage; Lost Knowledge: Confronting the Threat of an Aging Workforce; Workforce Wakeup Call; and Ken Dychtwald's Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent.

Don't be so sure. Here are six reasons to expect a U.S. labor glut, which would make it harder to find good jobs: Corporate downsizing has only just begun. Corporations are realizing that elaborate infrastructure big central and regional offices, staffed with legions of managers “is unnecessary. Big companies are seeing nimble new organizations compete effectively with the big guys. For example, the new book The Starfish and the Spider: The Unstoppable Power of Leadership Organizations points out how infrastructure-light companies like Skype, Wikipedia, and Craigslist are beating megacorporations because of their small staffs. For example, Craigslist has significantly cut into the classified ad revenue for newspapers. Many experts predict that corporations have gotten as lean as they can be. I don't agree: I believe the downsizing has only just begun...


Copyright © 2006 U.S.News & World Report, L.P


Veteran entrepreneurs and Stanford M.B.A.s Brafman and Beckstrom spent a half decade studying everything from Corts's siege of Tenochtitlan to the sociology of alcohol rehab and learned that groups, regardless of their stated purpose, fall into one of two camps: old-school hierarchies vulnerable to the loss of their all-powerful leaders (spiders) or decentralized organizations that can grow and thrive despite even the most drastic personnel shifts (starfish). While the breadth of examples they weave together may provoke an occasional rolling of the eyes, they do make a credible case for how even gigantic spiders like IBM and the U.S. government can get in touch with their inner starfish.

John Sparks


© 2006 Newsweek, Inc.


Brafman and Beckstrom, a pair of Stanford M.B.A.s who have applied their business know-how to promoting peace and economic development through decentralized networking, offer a breezy and entertaining look at how decentralization is changing many organizations. The title metaphor conveys the core concept: though a starfish and a spider have similar shapes, their internal structure is dramatically different-a decapitated spider inevitably dies, while a starfish can regenerate itself from a single amputated leg. In the same way, decentralized organizations, like the Internet, the Apache Indian tribe and Alcoholics Anonymous, are made up of many smaller units capable of operating, growing and multiplying independently of each other, making it very difficult for a rival force to control or defeat them. Despite familiar examples-eBay, Napster and the Toyota assembly line, for example-there are fresh insights, such as the authors' three techniques for combating a decentralized competitor (drive change in your competitors' ideology, force them to become centralized or decentralize yourself). The authors also analyze one of today's most worrisome "starfish" organizations-al-Qaeda-though that group undermines the authors' point that the power of leaderless groups helps to demonstrate the essential goodness and trustworthiness of human beings.(Oct. 5)


Copyright © 1997-2005 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.


The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations

Start-up vets Brafman and Beckstrom illustrate the importance of decentralization.

Decentralization-the absence of structure, leadership and formal organization-has long held a not-so-secret secret: those who participate do so because they want to. Participants share an ideology; those who exercise influence do so by example; power and intelligence are distributed among all the people involved, who police themselves, happily contribute their knowledge and work cooperatively. The authors tender examples of effective decentralized entities, from AA to eMule to al-Qaeda to Wikipedia, and demonstrate how flexibility, shared power and mutability make them effective. Often, adding an element of decentralization to a traditional centralized business model, as Toyota did, takes advantage of everyone's experience and fosters a vibrant work environment. The trick, write the authors, is to find the sweet spot, "the point along the centralized-decentralized continuum that yields the best competitive advantage."

A convincing case for implementing leaderless organizations.

© 2000-2006 by The McGraw-Hill Companies Inc.








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