"And in the naked light I saw
ten thousand people, maybe more.
People talking without speaking,
people hearing without listening.
People writing songs
that voices never shared,
no one dared disturb
the sound of silence.

Fools, said I, you do not know,
silence like a cancer grows.
Hear my words that I might teach you,
take my arms that I might reach you.
But my words like silent raindrops fell
and echoed in the wells of silence"

Listen. Instead of falling prey
to our neon Gods.

Let's step back now from the perspective of the knowledge worker and look at how the business environment for corporations has changed in 2015. In the early 2000s, large corporations that were once hierarchical end-to-end business enterprises began shedding everything that was not deemed ‘core competency’, in some cases to the point where the only things left were business acumen, market knowledge, experience, decision-making ability, brand name, and aggregation skills. This 'hollowing out' allowed multinationals to achieve enormous leverage and margin. It also made them enormously vulnerable and potentially dispensable.

As outsourcing accelerated, some small companies discovered how to exploit this very vulnerability. When, for example, they identified North American manufacturers outsourcing domestic production to third world plants in the interest of 'increasing productivity', they went directly to the third world manufacturers, offered them a bit more, and then went directly to the North American retailers, and offered to charge them less. The expensive outsourcers quickly found themselves unnecessary middlemen. Now in 2015, the result is what Doc Searls and Dave Weinberger, two Internet experts, have called a World of Ends -- which in its business application means a disintermediated world where specialized businesses contract directly with each other to bring the benefits of globalization and the free market to consumers. The large corporations, having shed everything they thought was non 'core competency', learned to their chagrin that in the connected, information economy, the value of their core competency was much less than the inflated value of their stock, and they have lost much of their market share to new federations of small entrepreneurial businesses.

- Your networks are critical: Your success will depend on who you know, but not necessarily who you know well. Because of a phenomenon known as 'the strength of weak links', your future employer, employees, customers and business partners are all likely to be two or three degrees of separation away from those you know personally. Who your associates know is probably more important, therefore, than who you know directly.

- You need to know how to run a business, from start-up to dissolution. Not the sheltered academic skills of large corporate administration, but the down-and-dirty skills of entrepreneurship, where every decision is make-or-break. Your network can help here, too. You're probably three times as likely to be self-employed or unemployed in 2015, as you are to be an employee of someone else, so you'll need these skills.

The total national debt of the United States on a fully realized basis, inclusive of federal, state, county and local debt stood at a record $20.613 trillion (83.73% of said debt having been created from 1981-92 and from 2001 to present.) The total public and private indebtedness of the United States ended the year 2003 at $39.384 trillion. The total public and private assets of the United States ended the year 2003 at $26.134 trillion. Thus, the United States by the end of 2003 has a negative net worth of approximately $13 trillion. The total debt service of the United States ended the year 2003 at 309.4% of GDP (Gross Domestic Product). These are numbers never before seen. This is a higher debt to gross domestic product ratio than any other country on earth, which still services its debt.

In all the time space realities we have ever focused, the only species that we know of in all of that that believes in lack is the human physical beings....

If you step back into the broader view, you understand that everything that is physical is an extension of nonphysical energy. And as you understand that the nonphysical energy is continuous. In other words, everything is moving forward. Everything is becoming more. Law of attraction says that it must. So when you understand that there is this endless source and that the only thing that even remotely relates to the feeling that you call waste is the disallowance of this energy...

When the energy does not flow, the absence of the light exists. Now that absence of the light you could call lack, but it has been imposed by the physical human who stopped it from flowing or who didn't summon it to begin with, but it's existence, it's potential is always there for you. So the only thing that even remotely resembles this feeling of lack, shortage, in other words not enough time, not enough money, all this not enoughness is the very resistance we've been talking about. It's the contradictory thought that disallows the energy from flowing but it does not mean that the source was not there.

If you were standing at Niagara Falls and someone explained to you that this is your source of abundance. Wellness flows in this amazing flow. Wellness, clarity, dollars, is all flowing to you in this Niagara Falls, and these falls are yours and yours alone to use in whatever way you are wanting in this lifetime. Oh wait, there is one other... see way over there in the distant bank, and you look way over there and you see a tiny little figure of a thing there in the mist and you are told that other one person and you share all this abundance and energy and you say "Oh! There is more than enough than either of the two of us could ever use." You would not find yourself worrying about what he did with it. You can barely see him anyway. You would not worry about what he would do with it or what he wouldn't do with it because the abundance is so enormous. Instead you would get focused on how you would utilize it, and you would begin to understand that even if you gave it every waking moment in this physical experience, you could not even begin to make the slightest difference in this stream... so finally when you get it, that the stream is enormous and eternal and ever present and always flowing, finally once you get that, then you stop worrying about what anyone else is doing with it or about it and you just develop your relationship with the stream.

Abraham - 3/4/98

How, then, does a nation deal with debts that so greatly outrun its ability to pay? There are basically only five strategies. All are unappealing. Most are calamitous.

The most difficult strategy is, not surprisingly, the honest one: raise taxes and pay your bills. This is what King George III did following the Seven Years War with France in 1763. England had quadrupled its national debt in fighting the War and needed money to pay it off. It turned to the richest people in the realm, the Colonists, and began taxing paper, glass, paint, lead, and, of course, tea. The result, as we know, was the American Revolution.

It was the same strategy-raising taxes on the rich-that Louis XVI attempted in 1789. The French national debt had grown 10 fold under the pharoic opulence of Louis's grandfather, Louis XIV. Louis called the nobility and the clergy together and told them they would have to ante up. They, after all, had been exempted from taxes by Louis XIV in order to buy their complicity in his autocratic reign. Indignant, they refused to pay, precipitating the French Revolution, the most explosive upheaval to established government in the last thousand years.

A second strategy to deal with excessive debts is simply to print money. This is what Weimar Germany did to address the crushing debt imposed by the vengeful Treaty of Versailles. Before it was over the government had inflated the money supply by over a trillion times, leading some to comment that it was a waste of ink to put it onto paper worth so much less than the ink itself. The German middle class, whose assets were held at fixed amounts in government pensions, was destroyed. The collapse gave direct rise to Adolph Hitler.

A third strategy for dealing with onerous national debt is to sell off national assets. This is one of the first strategies the IMF imposes on third world countries that have gotten behind in their payments to western banks. Government-run industries, from telecommunications to water systems, are "privatized" and the country's natural resources are sold off to the highest foreign bidder. This is what Great Britain was forced to do in the aftermath or World War II.

Two world wars in only 30 years had ravaged the British economy and the pound sterling. Facing collapse at home (and revolution abroad), the government surrendered almost all of its colonies, from India and Pakistan to Nigeria, South Africa, Zambia and Zimbabwe. These had been among the greatest wealth-producing properties of modern times, the ones that had made the British Empire what it was. Their loss left Britain a second-rate power with only misty memories of its once imperial greatness.

A fourth strategy for dealing with excessive debt is to repudiate it. This was used for centuries in the early days of the modern world and was revived two years ago by Argentina which brazenly refused to pay some $110 billion in debts it had accumulated over prior decades. More ominously, it was this strategy that was used by the Bolsheviks after they took power in the Russian Revolution.

The new communist government refused to be bound by the debts of the overthrown Romanovs. But the French had loaned heavily to the Russian government for decades before World War I and now were left in a lurch. A cascading series of defaults from one bank to another caused a liquidity crisis on the continent, ultimately setting off the Great Depression.

Finally, there is plunder. When a nation's debt load becomes so huge it cannot plausibly reassure creditors regarding repayment, it must seek some source of wealth, any source, to keep the borrowed money flowing. This, naked predation, is what kept the Roman Empire alive for the last two hundred years of its existence. It is the strategy adopted by the Spanish Empire-silver and gold from America-and which eventually destroyed the vitality of its own merchant and civil servant classes.

Which, then, of the five above strategies will the U.S. adopt to deal with its exploding debt problem?

In the city-state of Athens, about 3,000 years ago, Athenian citizens used to meet regularly at the “town centre” to announce projects, discuss politics and military affairs and decide on matters of common interest. What was so peculiar about this congregation – that came to be known as ‘agora’ – is that all Athenian citizens had the right to speak their own mind about almost anything and address their fellow citizens and when a decision had to be made, no one’s vote mattered more than someone else’s. And everything took place out in the open. No single Athenian was privileged in terms of public exposure and all opinions voiced at the agora were judged against their own merit. The ability to speak, raise objections, comment and criticise was equally distributed among all attendants and power to decide on the action to be taken based on what was previously debated was also equally distributed. Some embraced their fellow citizens’ ideas, and joined a civic coalition to take immediate action provided of course that they managed to convince the majority while others detached themselves emotionally from these very same ideas and went on to counter argue and oppose them. Conflict, enthusiasm, dispute and all sorts of verbal demonstrations of human emotions and feelings were evident and encouraged. Legendary war campaigns, marches to the battlefield and critical community issues related to, say, education, sports or arts, were decided in this way rather than at the headquarters of the army general or at the palace of the ruling king (besides, there was no king). And that is what Democracy means in Greek: the public holds the power reigns. However, the organisation of the agora conveyed also something else: that power shifted to where knowledge resided. Athenians were empowered by the abstract, yet real social infrastructure of the agora to publicly demonstrate their knowledge by means of articulating arguments in favour or against of certain propositions and on these premises, to gain the respect, the approval and the support of everyone engaged in the conversation. Yet it is striking how distant this archaic “town centre” looks from the one we are familiar with. Time went by and approximately 2,150 years ago ancient Greek forces were outperformed by the Roman army in the battlefield, and Athens was eventually taken over by the Roman Empire. The Athenian democracy and agora did not ever recover. Never again in human history had people had this staggering ability to collectively make decisions and collectively implement them.