UNHAPPY IS THE FATE OF ONE WHO TRIES TO WIN HIS BATTLES AND SUCCEED IN HIS ATTACKS WITHOUT CULTIVATING THE SPIRIT OF ENTERPRISE;
FOR THE RESULT IS WASTE OF TIME AND GENERAL STAGNATION.

- The Art of War -

For a few weeks, well, since the end of the season, I have been contemplating change. Specifically that of the Oakland A's bullpen. I have delved into philosophical readings and re-read the oldies; Marx, Goethe, Plato, Lennon and McCartney. I skimmed, I read the Republic for the umpteenth time, I read Homer and watched the Season 4 DVD of the Simpsons.

Then I went into the business world to try and find a model for change that could encapsulate the philosophical process of change and the inherent difficulties and constants. Perhaps that could set a model and keep risk management in the forefront. I whipped through a couple of those business books and manuals. I re-read Moneyball...not really for any tips, but for an upcoming series titled What Book Were You Reading?.

Change is not something that has a norm. Change, initiated or otherwise as an eventuality comes from a vast breadth. The ranging discourse it provides and compels can be simplistic in nature or convoluted and masking. In the end, change is a bow tie.

You heard me.

Think of one end of the tied bow tie. It is wrapped and folded into a knot that eventually comes out the other side and appears the same as its polar opposite. Is one side different than the other; did actual change occur?

You are missing the point.

Change is that what came before and that what comes after. Change is the constant. Not matter what affect change has, it is still part of the same stream of being. The effects of change are based on its being in the first place.

I see that I am losing you.

Here it is in the basic terms; no matter what changes the A's make with their bullpen - it will still be a common facet of the overall being of the A's. The new bullpen will be because of the old bullpen. The players who failed will be replaced or remodeled based on their previous performances. The philosophy of usage patterns and misgivings are inherent.

At this point, this is when you throw the philosophy book against the wall.

Still, the new pen will be a part of the old pen.

All change folds into itself to create the end effect, which in itself is never finished.

I could have used the imagery of a waterfall; water bends from a river and falls but in the end is still water. Or, a wheat thresher. Or, jet propulsion via liquid fuels.

But bow tie works.

The Individual	The Organization	What the...?
Inventory.	Review the goals of the organization.	Establish a general understanding of these goals with ownership, administration and management.
Promote abilities.	Review abilities of players under control of organization.	Review what the resources are with ownership and administration.
	Survey external resources.	Review external sources with ownership and administration.
Buy into the goals of the organization.	Create a determination of needs.	Review the basis of needs and alternatives, if any to meet the needs.
	Create scenarios for meeting needs.	Review scenarios with ownership and administration.
	Revise scenarios -    Enable scenarios: No Change Trades Arbitration Promotion	Constantly revise scenarios as needed, update ownership and administration on changes.
	Open discussions with external organizations and players.	Address updated scenarios -   Let the fur fly.
	Weigh balance of needs against availability.	Constantly update scenarios and needs as they are met or availability becomes an issue.
	Trigger acquisition opportunities.	Adjust scenarios.
Adjust to new formula.	Contrast existing formula against previous formula. Create new model of operation.	Analyze change process and update needs.