Milton Erickson's Triple Helix Technique. NLP in Seduction: The Triple Helix After Preparing Practices
How to find answers to all questions in the shortest time? How to get help in a difficult situation and understand what to do? The answer is here!
Are you having problems at work and don't know what to do? What would be better - to act or to wait until everything resolves itself?
Or maybe you want to know what your soul mate is doing away from you?
Or are you just dreaming of the perfect life partner and want to know where to find him?
How to find out the answers to all the questions that concern you?
This method of reading information helps to find out the answers to all questions! All you need is to connect to the cosmic repository of knowledge and get the right answer!
“What if I want to know about my future?”
With the help of the "hypnotic spiral" you can find out about your own future or about the future of another person ...
Just imagine the possibilities this opens up!
But that is not all!
It has been noticed that this technique helps to get even blocked information that could not be found out before!! So some practitioners were able to find out when and where they would meet their soul mate, although they had not received an answer to this question before.
Surely you have already imagined what benefits you can gain by developing this superpower!
How soon will the answer come?
As a rule, the necessary information pops up in the mind almost immediately after the technique. Sometimes the answers may come a little later, in the form of intuitive insights or subconscious memories.
The speed depends on the experience of the practitioner, on his desire to receive information and on his ability to work in altered states of consciousness¹ (alpha or theta).
Super Power Technique "Hypnotic Spiral"
Step 1. Self-tuning and energy cleaning
- The practitioner assumes a comfortable body position and relaxes.
- He takes a deep breath, imagining that a golden stream of cosmic energies enters his head.
- With an exhalation, he releases all the negativity from himself (you can imagine how a dark stream of energies comes out of the feet, which goes to the ground and completely dissolves in it). There should be at least five such breaths. After which the practitioner can open his eyes.
Step 2. Harmonization of the room
Harmonizing the room in which the exercise will be performed helps the practitioner to better tune in to the information flow.
To harmonize the room, you can say the syllable “Ooommmm” aloud for a minute or two, or use sound recordings of mantras, or special audio programs.
Step 3. Getting Information
After the preparation of the practice:
- Takes a comfortable position of the body (you can lie down or sit down), closes your eyes.
- Relaxes, takes a deep breath and exhale, releases all thoughts and tension.
- Relaxed, it represents the Universe above itself in the form of many stars and nebulae.
- Then he imagines a white spiral in front of him. It starts at the level of the legs, and its end goes up and dissolves somewhere in the universe.
- This spiral radiates a special vibration, which the practitioner feels as a mysterious hypnotic ringing.
- Further, upon hearing this sound (or simply assuming that it exists), the practitioner imagines how a violet ray appeared in the center of the spiral, the end of which is also lost somewhere in the depths of the Universe.
- This spiral is connected to the cosmic storage of information, with its help the practitioner can obtain any knowledge that interests him.
- To do this, he mentally touches the spiral and tries to compress it, and then releases it. As a result of this, the hypnotic vibrations emitted by the spiral are greatly amplified and directed into the Cosmos.
- Next, the practitioner focuses on the issue that interests him, and mentally directs the request directly to the purple stream.
- Together with the vibrations of the spiral, the request is transmitted to the Universe.
- For some time the practitioner contemplates this spiral. Gradually, the violet stream begins to pulsate (in some cases, the spiral may vibrate). This means that the necessary knowledge has been obtained, and it can be written into memory.
- To do this, the practitioner again in his imagination touches the spiral with his hand and mentally tries to feel the vibrations emitted by it. This visualization lasts about a minute.
- The practitioner can then send another request or end the exercise by ceasing to imagine anything. Before opening the eyes, the practitioner stops the internal dialogue for a while (1-2 minutes, maybe less), focusing on the surrounding silence.
This is a very powerful universal technique, with the help of which 70% of practitioners were able to learn how to get the information they need.
The only disadvantage of this technique is that to perform it, you must have the skill of working in trance states of consciousness - a deeply relaxed state (alpha) or a borderline state between sleep and wakefulness (theta).
"Full - take food with you,
Sure, take an umbrella with you.
Chinese wisdom
And again I greet all readers and even as our secret intelligence showed - readers (there are many!) of our magazine!! This time I will talk in detail about such an NLP technique as the “Milton Erickson Triple Helix” (for simplicity, the triple helix). This is one of the most effective suggestion techniques that can be used in seduction.
What is a triple helix? Let's try to figure it out. A technique called the Milton Erickson Triple Helix is very similar to the reality overlapping technique that is used to put a person into a trance state. Actually, for the same purposes it is used. The structure of the technique is as follows: a certain story No. 1 begins to be told, it is interrupted at some point, it goes on to story No. 2, it is also interrupted, story No. 3 is told in full, in which suggestion is built in (in fact, it can itself be a suggestion). Then story #2 and story #1 ends. Human memory is arranged in such a way that by the end of your story, the whole middle part will be forgotten by a person, but the suggestion, if it was done correctly, will remain in the subconscious. Of course, this suggestion must be made indirectly, it is desirable to reinforce it with non-verbal (some kind of gestures, touches, etc.). Despite the apparent complexity, the technique is very simple to use. The main thing is to clearly know which team you are going to put into it. You just need to come up with or remember some kind of story that you are going to build on. By and large, there may not be a special logical connection between stories, but if there is one, then this is good and more efficient. Now let's move on to examples for better understanding)
Option 1 - "classic".
/Beginning of story 1/
You know, once back at school, I was returning home from class quite late in the evening and saw two guys pestering a girl in the gateway. Naturally, I stood up for her. Some would call it a chivalrous act...
/Start of story 2/
After all, there used to be knights who could stand up for the weak, who could not stand up for themselves. Especially for women. In ancient times, there were entire orders of human knights who devoted themselves to achieving some goal.
/Story 3 - suggestion/
After all, the goal is the most important thing. By setting a goal and persistently striving to achieve it, you can be sure that your efforts will not be in vain and you will get what you are striving for.
/End of story 2/
These knights knew how to achieve what they needed. That's probably why they were called knights.
/end of story 1/
Of course, at the moment when I stood up for the girl, I did not think about any knights, it was just a natural impulse. The guys did not particularly balk and quietly dumped. And I was rewarded for my intervention by a grateful saved one). This is the story with me.
Actually, this story was just created by me, as I typed words on the keyboard. It clearly outlines the stories, their beginnings and endings. I must say right away that the perception of such a technique on paper and by ear differs very much. Try to tell this to your friends and see how this seemingly short and simple text can motivate a person to achieve some goal.
Option 2 - "combat".
They tried to punish one person, accusing him of being rude to other people, to which he reacted with the following words:
/Beginning of story 1/
“Not so long ago they said about me that I am a rather rude person. Apparently, someone does not like my behavior. To put it bluntly, I can say that many others consider me a rather kind person. It's just that my character resembles the character of a cat.
/Start of story 2/
The fact is that cats are quite affectionate animals. I always had cats living near my house, and I know their character very well. A cat - she is kind, but as long as she is treated well and is not touched. And if you offend her, she uses her claws. And her claws are terrible. And she scratches terribly.
/Story 3 - suggestion/
Possible severe skin irritation.
/End of story 2/
And apparently, it is easy to understand - do not offend the cat. And if you are affectionate with a cat, then she will never offend you. The cat simply never allows itself to offend. She cannot allow it.
/end of story 1/
I am a kind person by nature. I just always act according to how they treat me. I don't try to please everyone. I'm not a chervonets to please everyone. Good people do not take offense at me. But I don’t tolerate rudeness either.”
Of course, such a statement did not save us from reprimanding our narrator (everything was decided in advance). As, however, nothing saved his offenders from a very strong eczema, with which they suffered for several months. ((c) S. Gorin. Defense and attacks with the help of Erickson's hypnosis).
Here is an example of the combat use of this technique. Although I myself have not tried to do this, because by nature I am a peace-loving person :) And, finally,
Option 3 - "complicated".
Reasonable stupidity or stupid intelligence, think about it, he had been told a long time ago. I’ll think, I’ll think - he repeated this phrase to himself, and remembered the most beautiful moment of his life ... A life in which there are so many interesting things to see or, for example, remember, remember and hear the sounds around and, for example, feel how wonderful it was, but it was beautiful, and on the beautiful edge of an extraordinary forest, a forest on the edge just before sunrise .. - The sun, the sun - his heart sang loudly. , with full breasts the aroma that the wind brought with it: the wind ... hmm ... I wonder where the wind is blowing from, the body thought and turned its head in the direction in which it was more convenient, it was more convenient to imagine or consider how close it is on the grass .. unusual grass , bright, colored grass, blue-blue transparent dew lay - ordinary morning dew, - he thought, he thought that one had only to look into the drop, and be there ... and there, it turns out, the boundless blue sky is reflected , blue sky without a single cloud, cloud. No ... yes, yes ... no, there is only a clear sky, a sky where, far away, seagulls may fly away, and seagulls, perhaps, fly in that direction ... in that direction where there is a clear sky, a clear sky somewhere - then there it meets the sea, with the sea, always and always calm, always calm this time, and it was this time that the sun, as always, surprised with its light ... the light that, falling on the sand with its invisible weight, sparkles in infinity of grains of sand ... yes, yes, grains of sand of unusual identical sizes and different colors ... yes, yes, all grains of sand are the same in color ... identical grains of sand that are so pleasant to scoop up with one hand on the seashore and slowly or quickly, or with that the speed with which you like to easily pour and pour, again and again, on the sand of the coast sparkling from the sunlight ... the coast along which the wind walks ... the wind walks and carefully picks up the grains of sand with its strength and quiveringly draws patterns in the air, in the air that is filled with aroma or smell, smell or fragrance that happens after rain... yes, rain or thunderstorms hmm...thunderstorms. After a thunderstorm, the air is filled with the sounds of thunder, thunder somewhere far away, subsiding sounds of thunder, thunder subsiding to empty silence, silence in which words are heard .. Words are heard very close or a little further, hmm ... a little further the spoken words of a loved one ... close a person whose voice, with tone and sound, fills these simple words with meaning, meaning penetrating into the deepest and farthest corners of our hearts. The heart of a person knows how to love, yes to love .. and with delight surprising to be happy always ... - Forever, forever .. I love you - the words spoken by a familiar person, the most important person in the world .. - the wind repeated the most important thing in the world .. .. - the wind repeated the most important thing in the world, drawing sandy patterns in the air, in the air and the sand sparkles, sparkles in the rays of sunlight, light of different colors, which is reflected on the boundless blue clear water ... hmm .. water or water as transparent as it is transparent there is water falling noisily from a great height, for example, from the height of a mountain waterfall, a waterfall drawn by my imagination. The imagination of a fictional waterfall in which there are countless drops of water, drops of water of different sizes and weights, heavy or light drops of water of different colors and qualities. Drops of water, among which is the very one transparent drop, looking into which, and looking back, you can see and already clearly see how dew lies on the grass, on the grass of an unusual, bright grass of different colors .. dew lies on the edge of the forest, the forest in front of by the very sunrise... The sun, the sun - the heart sang joyfully. The sun, the sun - exhaling the aroma of flowers that the wind brought, he exhaled with full breasts ... He continued to sit on the edge, on the edge of an extraordinary forest just before sunrise ... - Reasonable stupidity or stupid intellect - think about it, - they told him a long time ago. I'll think, I'll think, - he repeated this phrase to himself.
Spiral within a spiral. Quite a complex option, not for beginners to use. But it can have an amazing effect, as it uses several levels of suggestion. Attention, a question for inquisitive readers: how many turns does this spiral have? And a question for the very advanced: what other techniques are used in this suggestion?
Answers can be sent to me in a personal or e-mail.
Until new articles! And happy New Year!
Probably, any site owner would like to place on the pages of his resource some kind of miracle text that readers will read and immediately go to call, subscribe, download, send SMS, connect services, buy - in short, do everything they were inspired to do. How to achieve such a result? bewitch? Hypnotize? Is such an effect even possible from simply reading the article?
Some believe that you can achieve high conversion by posting so-called "hypnotizing articles" on the site, that is, articles written using neuro-linguistic programming techniques, in the text of which the message "Buy!!!" is encrypted.
One of the most powerful ways to induce a trance on an unsuspecting person is the Triple Helix Method, the Frame Metaphor Technique, or the Three Story Method, as it is also called.
The Milton Erickson Triple Helix Method, you guessed it, was invented by Milton Erickson, a powerful hypnotist and talented psychiatrist, founder of the American Society for Clinical Hypnosis. Invented, implemented, and successfully used throughout his career.
The essence of this NLP technique is as follows: the hypnotist (in our case, the author of the article) tells the suggestible three related (functionally or in meaning) stories, as if putting one into another:
- The author tells the first half of the first story.
- At this stage, the client's consciousness is adjusted in the right way.
- The author tells the first part of the second story.
Here the author already enters into direct contact with the subconscious of the suggestible. - The author tells the third story in its entirety, including instructions for the audience in the text.
Here is carried out for the sake of which the event was started - the impact on the subconscious of the subject. - The author completes the second story.
Closes contact with the subconscious. - The author completes the first story and the story as a whole.
A post-hypnotic effect on the subject is performed.
Why does no one use this technique to fool thousands of helpless readers?
For the NLP technique to be effective, structured text alone is not enough. The hypnotist (no longer the author - he can't do that!) must come into direct contact with the client and keep good rapport (contact with the suggestible). This requires not only a hypnotic gift, but also the possibility of visual, tactile and emotional interaction, which is unattainable using the Internet.
And since there is no NLP on the Internet, continue to write selling texts, no one has yet tried to challenge their effectiveness.
Fragment of "Smeshariki", containing a triple helix.
INNOVATIONS № 4 (150), 2011
triple helix
as a new matrix of economic systems
Natalia Smorodinskaya
k. e. in Economics, Institute of Economics of the Russian Academy of Sciences, Head. sector of growth poles and special economic zones
The article is devoted to the formation of a network structure and a new, non-hierarchical way of coordinating connections based on the triple helix model. The triple helix (networking of science, business and government) is presented as a universal institutional matrix for an innovative type of growth and conditions for continuous renewal. From these positions, the transition of economies to a cluster structure, the organization of innovation clusters and national innovation systems are analyzed. The triple helix concept is compared with Porter's cluster concept. In the context of the network structure, the possibilities of modernizing the Russian economy are considered.
Keywords: triple helix, clusters, innovation system, network economy, economic modernization
Introduction1
The mass dissemination of modern information and communication technologies has greatly increased the information capacity of the world, which in turn has greatly complicated its organization, including the organization of economic systems. The world began to move rapidly towards the information society, and the world economy - towards continuous updates.
The main feature of the information society, which was described in detail by Manuel Castells, is not so much the dominance of information as the network logic of its use, which gives the disseminated information special qualities and functions (Castells, 2000). In the language of economists, this means that the situation of continuous updates is associated with a certain institutional environment, where horizontal network connections prevail. It is in this environment that modern clusters are formed, designed to generate innovations. Therefore, the transition to an innovative economy and more sustainable development begins with the creation of an environment, with updating the ways of coordinating communications and the model of economic management. This challenge will require many nations to carry out systemic reforms that will allow them to get away from the usual hegemony of the state over society and make it a partner on an equal footing with other players, primarily science and business.
The concept of a triple partnership of universities (science), business and government, known as the Triple Helix Model, appeared in the mid-1990s as a synthesis of the institutional views of sociologists and biological analogy. In the work of Henry Itzkowitz (Standford University) and Loet Leidesdorf (Amsterdam
University), such a partnership was presented as a hybrid social construct with the advantages of the DNA molecule (cohesion of helical structures) and increased adaptability to changes in the external environment (Etzkowitz and Leydes-dorff, 1995). In the 2000s, this construction began to be introduced into the economic practice of developed countries (from Scandinavia to Japan) as the basis for the formation of regional clusters and generation of innovations (OECD, 2007), as a model for organizing national innovation systems. It also began to appear in the decisions of the Baltic Development Forum and EU strategic documents as a new approach to integration processes and the creation of a single knowledge market.
The growing popularity of the triple helix model in various countries of the world, incl. in the context of the global crisis, is explained, in our opinion, by the fact that it offers a new mechanism for reaching consensus, capable of ensuring the self-development of complex network systems. Tuned to a dynamic innovation environment, this model universally harmonizes it at all levels of economic interactions.
1. Transition of economic systems to a cluster-network structure
The growing popularity of the triple helix model is explained by a paradigm shift - the renewal of not only the mode of production (transition from the industrial era to the post-industrial one), but also the entire social structure (the transition from the capitalist system to the post-capitalist one). This civilizational shift is caused, as is known, by three interrelated factors - globalization, 5th
Industrial paradigm
(offline economy)
Post-industrial paradigm
(online economy)
Hierarchical systems with vertical subordination (too rigid relationship model)
Traditional market system with price signals (flexible but too atomic linkage model)
Open-type cluster-network systems with horizontal connections (more flexible and integrated model of self-coordination without a control center)
Rice. 1. Evolution of ways of coordinating relations in the global economy Source: author's study based on the approaches of institutional theory
the scientific and technological revolution and the 3rd revolution in social communications (the spread of Internet technologies - after the advent of language, and then writing). Mass online contacts have nullified social distances, creating a situation of continuous change, often perceived as the “tyranny of the moment” (Eriksen, 2001). Society is faced with a sharply increased dynamism of the environment, an increased level of interdependence and a constantly high level of uncertainty. Adapting to these parameters, the world is moving to a new, super-plastic structure and a new way of coordinating bonds (Fig. 1).
On fig. 1 shows three historical methods of coordination, the evolution of which is associated with an increase in the rate of changes in the external environment. In the industrial age, the world has mastered two types of coordination: a hierarchical system of management with administrative decision-making (the model of a classical firm or a centralized state) and a market system with price signals as a "chaotic" departure from a strict hierarchy. But in the 21st century, vertical structures have proven too rigid and the traditional market model too atomized to fit the parameters of the online environment. Therefore, the world economy began to master the third, network method of coordinating ties and changing its usual structure to a cluster-network one - much more flexible than the hierarchy model, and at the same time more integrated than the market system.
First, the practice of market contacts is now moving online, based not on price signals, but on direct producer-consumer cooperation through Web sites owned by giant Internet companies (such as Google, Facebook, eBay, Alibaba.com). Forming databases
about the demands of different users, these companies create a new economic environment whose product is information and develop coordinating platforms on which global economic networks grow (Tapscott and Williams, 2007).
Secondly, the world is resolutely moving away from any hierarchical structures with a closed loop and vertical subordination, from the power of a powerful state bureaucracy and giant corporations. Systems headed by a control center cannot cope with the increased information flows and are increasingly being replaced by network systems built on horizontal (non-hierarchical) connections and the principle of collaboration. Collaboration is understood as such a mechanism of interactions when the participants of cooperation constantly exchange knowledge, mutually use their assets and coordinate their decisions. In the literature, this mechanism is referred to as “coordination of relationships without hierarchy” (Hasumi, 2007), or “collaborative governance” (Andersson et al, 2004). Graphically, the principle of collaboration is shown in fig. 1 in the form of a triple helix.
Thirdly, the process of involving players in cluster networks, where resources and ideas are pooled and action plans are coordinated, i.e., the collaboration mechanism works, is becoming ubiquitous: in the 21st century, clusters are becoming the main structure-forming link in the world economic space and all its subsystems. Like any network, they are a hybrid construct that occupies an intermediate position between the market and the hierarchy, synthesizing their functions and eliminating their systemic shortcomings.2 On the one hand, they have open borders to attract new participants,3 a flexible internal structure and the ability to quickly reconfiguration (which allows you to quickly verify the decisions made,
2 Understanding the network as an optimal hybrid form between the market and the hierarchy goes back to the provisions of institutional theory, which explains the phenomenon of network efficiency in terms of reducing management costs (Tretyak, Rumyantseva, 2003).
3 The efficiency of the network is based on the fact that its result increases non-linearly with the growth of its scale: each node, whether it is a producer or a consumer of products, receives additional benefits from a simple increase in the number of nodes.
INNOVATIONS № 4 (150), 2011
INNOVATIONS № 4 (150), 2011
adapting to the dynamism of the environment). On the other hand, clusters are well integrated around a joint project idea and coordinating work of network platforms acting as collaborative institutions (Smorodinskaya, 2010; Megatrends, 2011).
Signs of the formation of a cluster-network way of life are found today at the level of companies, markets, national economic systems and the entire world order as a whole. All elements of the world economy are changing their organizational and cultural code, acquiring fluid forms, open borders, and a network logic of behavior. In fact, there is a widespread socialization of the system of economic relations.
At the micro level, the most forward-thinking companies are now opening up to the world, and their borders are becoming less rigid. The large corporation model that replaced Adam Smith's private firms in the era of mass production is now being replaced, in the era of individualized production, by the peer-to-peer model, a way of online collaboration of many entrepreneurs and civilians on the principle of "everyone". with everyone” (Tapscott and Williams, 2007). It is believed that these mass network alliances, operating in a self-regulatory mode, will supplant the largest TNCs and TNBs during the global crisis. It is significant that the energy market, which is the engine of the post-crisis recovery of the global economy, is changing not only the resource structure (the era of crude oil and natural gas is fading), but also the organizational model: the role of the main players is increasingly shifting from large companies to millions of individual investors (Moors , 2010).
At the macro level, network processes are developing in line with the idea of a “new society of organizations” described by P. Drucker, where a special type of structure operates, ready for continuous innovation, and where the achievement of social consensus takes the form of a new managerial pluralism (Drucker, 1992; 2001). The management model based on the unity of command of the state can no longer cope with the increased flow of information. Both in the developed and in the developing world, a search is underway for a new decision-making mechanism that would allow broad social strata to be involved in this process. The search does not come down to the decentralization of management within the usual administrative vertical (transferring part of the functions of the center to the regional level), but leads to the replacement of the vertical with a system of self-organizing civil networks engaged in
delivering the same public services previously provided by bureaucrats (Wilcox, 2010).4
The natural accelerator of such transformations is the global crisis, prompting most nations to significantly reduce the burden on public finances. To emerge from recession, EU countries and a growing number of non-European countries are resorting to significant cuts in government spending and tight budgets, following the example of those rare nations that either avoided recession at all in the midst of the crisis (Poland) or are now showing a rapid macroeconomic recovery (Sweden). The specificity of the situation is that the new, reduced level of government spending will not be able to be raised later - on the contrary, in the coming years, countries will begin to actively compete for the degree of "minimization" of the state, bureaucracy and taxes (Smorodinskaya, 2011 p.).
Advanced nations began to prepare for the scenario of managerial pluralism without fail. Thus, since 2010 Great Britain has been carrying out radical administrative reforms under the motto "Big society instead of a big state". The Big Society is understood here as “a society where people unite to independently solve their problems, and the driving force behind development is not state control, but increased social responsibility - personal, professional, civil and business” (Program, 2010). The country has begun an unprecedented reduction in the public sector (by 40% by 2013) and a programmatic transformation of the management system into a nationwide system of social networks, where each person involved in the work of a local network association can show maximum social activity at his level.5
A similar de-sovereignization - the transfer of administrative functions of the state to informal networks - is taking place on a global scale. As markets and borders become more and more open, not just the old, state-centric system of the world order (the Westphalian system) is being eroded, but it is being completely replaced (Slaughter, 2004). the political influence of transnational networks of all kinds will be clearly defined by 2015, and by 2025 the world will change beyond recognition (NIC, 2000; 2006).
Thus, the world is moving away from all kinds of hegemonies, hierarchies and verticals. It has not become multipolar, but is transforming into an open multidimensional space that organizes itself around “eternally flowing information flows” (Castells, 2000).
4 Emphasizing that in the transition to a knowledge economy, the current management process should be the prerogative of many “organizations”, Drucker actually describes professional network alliances that can constantly reconfigure thanks to ICT, realizing the Schumpeterian idea of creative destruction.
5 It is possible that such a post-capitalist society was imagined by K. Marx, believing that the industrialized Great Britain would become the first country in the world of victorious socialism. Marx, however, could not foresee that real socialism would become possible not because of the revolutionary overthrow of the bourgeoisie, but because of revolutionary achievements in the development of ICT.
6 The shift in the influence of sovereigns goes in three directions: outward - to extra-sovereign players (informal networks of government officials such as the G-40 group, international business communities, NGO alliances), down - to local levels (the so-called intrastate regions), up - to the level international organizations and transboundary macro-regions (National Intelligence Council, 2000).
This space is devoid of the usual control centers. And the centers of coordination of connections appear in it everywhere, where distributed nodes of accumulation and transfer of knowledge are formed. A networked organizational order is emerging, designed for continuous renewal and the driving force of innovation. It corresponds to the cluster structure of systems, a direct connection between their participants (outside price signals) and a collective way of their response to the uncertainty of the external environment (through the pooling of resources and mass cooperation). Both micro-, and macro-, and mega-systems are moving to network self-government and a network mechanism for achieving balance.
2. Triple helix as a mechanism for the formation of an innovative environment
The triple helix model is a network mechanism for coordinating actions and forming a public consensus in decision-making, based on the principle of collaboration (“coordination of actions outside the hierarchy”). Its main advantage, reflecting the advantage of all network organizations that implement this principle, is to achieve the integral effect of continuous updates.
Ten years ago, it was believed that the innovation process is linear, phased in nature - it starts with the generation of individual innovations by individual companies (incremental innovation) and is based on intercompany technology transfer. But the post-industrial economy is associated with an interactive process of innovation, i.e. with continuous technological updates (discontinuous innovation). And for such an environment, another model of knowledge creation is also characteristic, when innovations enter the economy from the sphere of science (universities). In addition, the direct inclusion of the factor of continuous innovation in the production process dramatically increases the level of uncertainty in the movement of economic systems, which requires not only systemic cooperation of the three leading development agents, but also the creation of a network basis for building their connections. This means that the movement towards innovative eco-
nomics is associated with such a variant of interaction between the state, science and business, which corresponds to the network mechanism of the triple helix.
Indeed, in relation to economic life, the concept of the triple helix is based on an evolutionary theory that explains the transformations in the movement of economic systems by the trajectory of technological development. In the course of these transformations, the forms of interaction between science (universities), business, and authorities have always undergone evolutionary changes, due to the fact that at each next stage in the development of technologies, the independent activity of each of the three agents no longer gave an effective result for society (Itzkowitz, 2010). If we present this evolution on a larger scale, we get the following picture (Fig. 2).
In the command economy, there were no real partner interactions between the three players at all - business and science were under the complete control of the state. In the industrial market system, they enter into pair interactions with feedback, forming double helixes (state and business, science and business, state and science). And in the post-industrial online economy, the pair format of relations is no longer sufficient: to make optimal managerial decisions, the interaction of all three actors in a network mode is required, i.e., the formation of a full-fledged triple helix by them.
The triple helix differs radically from the industrial age public-private partnership model not only in the nature of the interactions of the three players, but also in their functional role in the economic process.
First, in the modern economy, science (instead of the former leadership of the state) is becoming a key player that determines the direction of development - as the main generator of constantly updated knowledge. Secondly, the three links do not just (inter)actively cooperate, intertwining connections, but adopt (intertwine) functions inherent in each other, becoming hybrid network organizations, which ensures the integral effect of continuous updates - both for each player and the entire economy in the whole -
Command Economy: Lack of Partnership
(static model)
Industrial Market Economy: Double Helixes
(with feedback)
Post-industrial economy: triple helix
(network interweaving of functions)
Rice. 2. Evolution of models of partnership interactions in economic systems
INNOVATIONS № 4 (150), 2011
INNOVATIONS № 4 (150), 2011
scrap (Itzkowitz, 2010).7 This point is central to understanding the graphic design of the spiral and its synergy embodied in the mid-segment.
Third, from an institutional point of view, the formation of an innovation environment is based on the gradual formation of three network spaces (Etzkowitz, 2002). First, a localized space of knowledge arises - a critical concentration of ideas, scientific teams and intellectual activity in a specific area; then a consensus space is formed - representatives of science and business come together or are brought together by the state, establish cooperation ties, develop joint ideas; finally, an innovative space is being formed - the participants of cooperation realize the goals of the planned projects, combining capitals, competencies and technologies in various combinations. At the third stage, the integral effect of the spiral is achieved - the continuity of innovation.
As you can see, the idea of a triple helix is directly opposite to those concepts that assign the initiative to generate innovations to government or business. In the modern economy, the state becomes an equal partner with science and business, performing an organizing and stimulating role in the development of their partnerships, i.e., continuously supporting the very configuration of the spiral (the function of the interface manager).
What is the triple helix as a mechanism for achieving a synergistic effect of continuous updates and the accumulation of a knowledge base in the knowledge economy?
Driven by innovation, the innovation economy is essentially an economy of changing diversity. Its formalized description is complicated by the fact that the usual mathematical apparatus used by economists is not designed for such diversity, but relies on qualitative uniformity and quantitative certainty (limitation) of resources. That is, he is not able to describe tripartite interactions as an algorithm for harmonizing complex systems, as a way of transforming resources into diverse and constantly renewing benefits. Therefore, the disclosure of the innovative mechanism of the triple helix is still carried out by researchers only by using analogies from other areas of knowledge - biology, physics, communication theory, etc.
These analogies indicate that the transformation of resources into new unique products, ideas and technologies occurs due to constantly changing combinations of their connection (the process of network reconfiguration) and that in order to achieve the effect of the birth of a new one, it is necessary to combine the efforts of at least three players (the triad of interaction). In other words, for the self-development of complex systems based on
on innovation, it is necessary to network resonant interaction of three defining structural elements, united by a common target task (project idea). It is also noteworthy that, in contrast to the industrial economy, where competition was a factor in discovering something new (according to the theory of F.F. Hayek), in an innovative economy, cooperation is such a factor - against the backdrop of a general hypercompetitive environment determined by the continuity of updates. It is no coincidence that a typical feature of clusters is that their members are both in a relationship of cooperation and competition with each other.
Attempts to describe the economic effects of the triple helix were also made from the standpoint of different disciplines in the context of analyzing the economic properties of cluster networks. Attention is drawn to the approach to this issue from the standpoint of microeconomic analysis - in the logic of the new institutional economic theory. Thus, the Russian sociologist A.E. Shastitko, considering clusters as a kind of hybrid agreements, notes that their participants usually combine their formal legal independence (in contrast to the classic firm model) with their actual interdependence (in contrast to the traditional market model). Moreover, such a special interdependence arises between them, which allows them to extract a special rent. This feature is manifested not only in such elements of agreements as the scale and methods of pooling resources, but also in terms of mechanisms for adapting to unforeseen circumstances and methods of competition (Shastitko, 2009).
L. Leidsdorf himself, one of the authors of the idea of a spiral, considers its innovative function in the context of communication theory, which is one of the branches of information theory. According to him, the effect of the birth of innovations occurs during network interactions of three or more players, each of which has its own set of resources and its own vector of development. In the course of these interactions, a selection of one or another configuration of the connection of resources and one or another motion vector occurs, which reduces the level of uncertainty. Such selection generates the so-called. configuration information, i.e., in other words, new knowledge that arises during the recombination of resources. And the continuity of the process of selection and reassembly becomes a source of a synergistic innovative effect, which ensures the growth of the knowledge base and, accordingly, the advancement of the system. Moreover, to obtain this effect, constant coordination is required between network participants, primarily between three development agents: representatives of science, business, and the state (Leydesdorff, 2008).
7 The modern university is becoming not just an educational, but also a research and entrepreneurial organization. Companies play part of the role of universities by creating collaborative partnerships with science. And the authorities maintain the spiral configuration, often acting as a venture capitalist.
Thus, we can conclude that the functional interweaving of three sets of relations in the triple helix mode generates two interrelated effects. Firstly, it reduces the level of uncertainty in decision-making, increasing the adaptability of network participants and the entire system as a whole to continuous changes in the external environment. Secondly, it allows you to continuously create new entities and knowledge. Thus, in network structures, that special synergy of competitive gains arises, which is indicated by the cluster concept of M. Porter (Porter, 2008). In turn, the transition of economic systems to a cluster structure provides them with an integral synergistic effect of a continuous increase in competitiveness - what is called competitiveness upgrading in the literature” (Ketels, 2009).
It can be said even easier. Network space is a self-developing system, with a mobile structure and open borders. The basis of its self-development is the positive resonant interaction of internal elements. It is this plasticity that gives the economy and society the ability to continuously update, allowing countries and territories to engage in a new type of competition - for speed in innovation (instead of traditional competition for resource volumes). This is how, thanks to the mechanism of triple helixes, an innovative environment is formed in the economy, and its growth becomes innovation-driven (innovation-driven growth).
Against the backdrop of this evolution of the world, Russia is still gravitating towards the model of a semi-market economy. So far, exclusively paired, double formats of relations prevail in our country, and those where the state is present as an invariable participant. Thus, business and science build their relations not directly, but indirectly, through departments and officials. In turn, departments formulating state decisions in the field of innovation development are not responsible to those to whom they apply (Dezhina, Kiseleva, 2008). Such interactions cannot even be called spirals in the strict sense of the word: in most cases they are by no means equal in rights, but close to vertical subordination, with a dominant position of the state and the absence of feedback. As a result, the innovation process falls into stable institutional traps, which blocks its development and hinders the diversification of the economy - despite all the calls and efforts of the authorities.
3. Triple helix as a matrix of innovation clusters. "Porter's Paradox"
The concept of an economic cluster still does not have a strict interpretation. According to some reports, it first appeared during the development by Michael Porter of his theory of competitiveness and the diamond-shaped model of its assessment (“diamond model”),
presented in The Competitive Advantage of Nations (Porter, 1990). According to Porter's observations, territories where certain clusters (specialized sectors) are formed and develop have competitive advantages over those where this does not happen. In particular, staying in a cluster simultaneously brings both individual competitive gains to each participant and a collective gain, which is ensured only through the cooperation of all participants. As a result, the functioning of the cluster transforms the economic environment in the territory of its influence, which becomes a mechanism for transforming the territory into a growth pole.
Porter's theory fixed the competitive advantages of clusters over other, non-network types of agglomerations, but did not reveal the mechanism of their occurrence. Therefore, in the 1990s, the concept of "cluster" was considered mainly as an analytical construction (one of the 4 sides of the "diamond"), and the emergence of cluster networks - as a result of the natural evolution of the market space, not connected, according to Porter's views, with any or deliberate efforts of the authorities.
However, in the future, the fate of the clusters deviated from Porter's original plan. Politicians and managers singled out this idea from the "diamond model" and transformed it into an independent concept, considering clusters as an object of purposeful creation - both on the part of market participants (promotion of cluster initiatives) and on the part of the state (cluster policy and the formation of cluster programs). With the change of the industrial paradigm to the post-industrial one, the popularity of these structures has increased dramatically. In the 2000s, the leaders of various countries and regions began to put forward strategic projects to create world-class clusters (especially in the newest sectors of production), trying to reproduce the design of successful growth poles like the American Silicon Valley. As a result, clusters have turned from a narrow assessment tool into a multifunctional instrument of practical policy - industrial, innovation and regional (Solvell, 2009).
This transformation of the cluster idea has been interpreted in the literature as Porter's paradox (Solvell, 2009). Referring to Porter, many practitioners began to endow the mechanism of clusters with the widest transformative functions that never existed in his theory. They began to attach primary importance to the factor of cooperation (instead of competition), the design of clusters (instead of their evolutionary formation) and specific cluster programs (instead of or in addition to the creation by the state of a general favorable environment for spontaneous clustering of the economy).
Porter's paradox had two important consequences.
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On the one hand, attempts to reproduce the construction of Silicon Valley on a design basis turned into many failures, since their organizers did not have any clear theory of cluster formation. This has given rise to undeserved claims against Porter's conceptual school in general, especially from economic geographers (Desrochers, 2009). In world science, a heated discussion has unfolded between the supporters of this school and representatives of the New School of Economic Geography, headed by Paul Krugman, about the mechanisms for the transition to innovative development. The former link such a transition with the general clustering of the economy in order to achieve synergistic effects of increasing competitiveness. The latter are critical of the idea of clusters, especially the practice of constructing them from above, giving priority to the effects of agglomeration and policies to support any localized production complexes (Ketels, 2009).
On the other hand, thanks to the same attempts to create clusters, over the past 10-12 years, world science has accumulated clearer ideas about their institutional structure and life cycle. The practice of a number of countries, primarily in Northern Europe and Southeast Asia, has shown that not only market forces stand behind the formation of innovation clusters and that success in their development is somehow connected with the triple helix mechanism. It turned out that the same triple helix is the secret of success and "spontaneously formed" Silicon Valley. And although the cluster idea of Porter and the idea of the Itzkowitz-Leidesdorf spiral form
were analyzed independently of each other, they turned out to be extremely complementary.8 Their scientific synthesis makes it possible to see that the unique effect of innovation achieved in clusters is determined by their network institutional design, and the transition of the economy to innovative growth is determined by the success of its widespread clustering. The ‘Diamond model’ traces the mechanism of such growth “at the exit” (as a result of the presence of clusters), while the spiral model traces the mechanism of such growth “at the entrance” (as a condition for their appearance).
How are clusters arranged - a new basic link in the modern economy? Many in the Russian expert community believe that this is just a new name for intersectoral complexes. However, a closer look reveals a striking institutional contrast between clusters and other types of territorial production agglomerations (Fig. 3).
Figure 3 shows that, in terms of their structure, clusters have nothing in common with either Soviet TICs or industrial parks. TPK, characteristic of a command economy, provided participants with territorial proximity, but these were purely hierarchical ties, and possible economic benefits from agglomeration (cost savings, lower transaction costs, etc.) were blocked here by the costly growth algorithm and the lack of competition. Approximately the same functioning algorithm is typical for the current Russian state holdings.
There are no cluster networks in the industrial market economy either. But here already there are
Command or semi-market economy
(non-competitive environment)
Complexes with purely vertical bonds
Territorial proximity, but no agglomeration effects (Soviet TPK, Russian state holdings)
Developed industrial market system
(competitive environment)
Cluster-type structures with developed horizontal links
Effects of intercompany cooperation and agglomeration (Japanese PFGs)
Post-industrial network economy:
(super competitive environment)
Innovative Clusters with Triple Helix Matrix
Synergistic effects of innovation (Silicon Valley, ScanBalt Bioregion)
Rice. 3. Evolution of the design of industrial agglomerations: achieving synergy Source: author's work
8 It is significant that, in contrast to his original definition of clusters in 1990 (as functionally connected systems not limited by a certain territory of dislocation - Porter, 1990), Porter further considers them as spatially localized groupings, moreover, with clear signs of triple helix elements. Thus, in a 1998 work and in its 2008 reprint, he interprets a cluster as “regional agglomerations of companies, research institutions, government agencies and other players grouped in a specific area of business activity and connected to each other through various economic and transmission channels. knowledge” (Porter, 2008).
structures of a cluster type, where there is normal cooperation with feedback between legally independent companies, bringing benefits to participants in the form of agglomeration and cooperation effects. Historically, the Japanese financial-industrial groups operating on horizontal ties have had the greatest competitive gains from the characteristics of the organization: it is known that thanks to this structure they managed to bypass American holdings in the world markets for automobiles and electronics.
Real clusters, where a network space of consensus and collective self-regulation is formed, appear only in the post-industrial era and are characterized not only by the effects of agglomeration, but by the integral network effects of innovation. Modern mature clusters (like Silicon Valley in the USA or ScanBalt Bioregion in the Baltic macroregion) are powerful post-industrial meta-regions organized as networks of networks (“networks of networks”) (Samuelsson, 2005).
All modern network clusters, regardless of their industry affiliation, are initially innovative due to continuous renewal and strengthening of the competitive profile. If such an effect is not observed in the majority of participants in an agglomeration, M. Porter believes, then it is not a cluster in the strict economic sense (Porter, 1990). On monitoring this effect, Porter built his theory of competitiveness: it is higher in those territories where clusters are formed, i.e., where agglomeration participants continuously exchange best practices, knowledge, talents and technologies.
In their configuration, the clusters resemble the web model, with its property of informational superconductivity (quick response to any disturbances throughout the field). In the context, they look like a multi-layered pie, where cooperation is combined with competition at each level of connections: participants join forces to create a new product (without ceasing to compete on others), working with both partners and rivals in the mode of complete transparency and completeness of information (Ап4вг -sson bb a1, 2004). At the center of the cluster are network platforms - coordinators of participants' actions for a unique cluster idea. Such institutions of collaboration can be formal and informal agents for the development of partnerships - both a completely new type and already established network structures.
A wide variety of players (including representatives of the financial sector, NGOs and the media) can be involved in cluster initiatives - their capabilities and roles can change depending on the context of the country's development and the stage of the cluster's life cycle. But, as shown in the latest work by Leidesdorf (Leidesdorf, 2011), the sustainability and successful functioning of the cluster is based on the harmony of interactions of at least three typical participants in cooperation, which are science, business, and the state. Therefore, the main distinguishing feature of clusters is the functional interconnectedness of the participants, and not their territorial proximity. The advantage of territorial proximity (the ability to take advantage of resources that are also localized in a given territory) was the central idea of the formation of clusters only initially. Subsequently, the priority was given to the factor of economic proximity: in contrast to geographical
Rice. 4. Stages of the life cycle of an innovation cluster Source: Blank et al, 2006
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Physically, it should be estimated adjusted for the time required to move a resource from one point to another, and more generally, adjusted for opportunity costs for participants in economic turnover (Shastitko, 2009). At the same time, only those entities where an innovative space arises, and not just agglomeration effects, become a real growth pole (with its continuously growing competitive power).9
Three successive stages of knowledge capitalization, which Itzkowitz identifies as three network spaces, actually coincide with the stages of the cluster life cycle in the view of Scandinavian experts (Fig. 4).
The stage of formation of the knowledge space corresponds to the stage of formation of the "scientific fountain" as the core of the future innovation cluster. Stages of formation of the consensus space - the stage of formation of a cluster agglomeration. And the third stage, associated with the formation of an innovation space and the achievement of a full-fledged effect of the triple helix, is considered the stage of cluster maturity. As the cluster matures, the economic effects of increasing competitiveness go beyond agglomeration effects, reaching a stage where the participants involved in the production of knowledge and the participants engaged in the commercialization of knowledge practically equalize and begin to interact interactively - this is the stage of maturity, referred to in some countries as 'Mode 3' (Blank et al, 2006).
4. Triple helix as a principle of organization of innovative systems
The efficiency of the transition of the economy to an innovative type of growth largely depends on the model of organization of the national innovation system (NIS). In modern literature, the term "innovation system" is used to refer to the way in which various players interact with each other to create new knowledge and transform it into competitive products (Schwaag-Serger and Hansson, 2004). The technological breakthrough of the Scandinavian countries has shown that the main condition here is fruitful cooperation between business, science and the state, and at all three levels - local, national and international. The quality of these interactions is revealed in the concept of "innovative system".
Thus, the NIS is not an infrastructural superstructure in relation to the national economy, but a new, higher quality of its institutional organization, which makes it possible to create a modern development management system based on
on interactive coordination and broad public consensus. It is within the framework of the NIS that it is possible to establish the mechanism of interaction between various actors and factors that creates an environment favorable for generating innovations (Lund-al, 1992).
The formation of a modern NIS is associated with the consistent elimination of administrative barriers for the development of horizontal information links between economic actors on top of traditional state regulatory measures and traditional business strategies. The ultimate goal is to combine various areas of economic policy into an integral network decision-making system, involving representatives of many social strata in it. Depending on the stage of progress of this process and the characteristics of a particular country (its political structure, the mentality of the authorities, the economic course pursued, the existing system of departments), in world practice one can find four typical models of organizing the NIS, which differ in their configuration (Fig. 5).
The first type is the traditional or archaic model that is characteristic of the industrial economy and, in particular, of today's Russia. Here, the sphere of innovation policy is on the periphery of the functional powers of three or more departments, i.e., it is “dissolved” in the field of other control actions, and it is not clear who is responsible for what (Dezhina, Kiseleva, 2008). With regard to Russian practice, it is only clear that none of the key development agents is responsible for the optimality of the decisions made and their effective implementation, for the degree to which the country's innovation policy meets the requirements of global competition.
The second, slightly more advanced model of the NIS is called implicit, or intradepartmental. The functions of managing the innovation process are here divided into specific departments, each of which is responsible only for its own area. As a result, there is a clear responsibility, but with varying degrees of equity participation and the absence of a mechanism for interdepartmental coordination.
The third, or explicit, NIS model is considered modern, designed for the conditions of transition to post-industrial growth. Here, the sphere of innovation policy becomes a joint external project of a number of departments that participate in it on an equal footing, can openly exchange information, coordinate their initiatives and apply the practice of interagency coordination. Such a model may be characteristic of Estonia today.
9 As G. Itzkowitz notes, the success of Silicon Valley was ensured not by a single plan for the development of the cluster, but by the activities of a number of network platforms that promoted this development through the coordination of their decisions, implementing the principles of the triple helix and forming a consensus space. A multi-stakeholder partnership of inventors, entrepreneurs, universities, firms, and other organizations has made the valley a world center, first for engineering, then for microelectronics, semiconductors, computers, and finally for ICT (Itzkowitz, 2008).
Rice. 5. Evolution of models of organization of national innovation systems
Compiled after: Schwaag-Serger and Hansson, 2004
The quarterly or explicit network model is characteristic of post-industrial economies and is the most advanced. It is most successfully formed today in Scandinavian countries. The innovation policy here is the result of not only interdepartmental agreements, but also the participation in the decision-making process of all interested public circles - business, regional administrations, research centers, NGOs. In such a system, powerful flows of information exchange with feedback arise, networks of interactive coordination extend to the entire economy, and the design of the NIS itself turns out to be as close as possible to the triple helix matrix. Thus, economic actors successfully master the technologies of continuous updates, and the desired innovative environment is formed in the economy.
5. The Triple Helix as a Landmark for Modernization Policy and a Challenge for Russia
Modernization at the stage of innovative transit is a systemic social transformation aimed at creating an internal network environment and integrating the economy into global networks. In terms of goals, objectives and methods, such a course is fundamentally different from its historical counterparts.
gov - models of catching up industrialization, where the goal is a critical mass of new industries (traditional, or vertical industrial policy), and models of market transformation, where the main thing is a critical mass of markets and market institutions (horizontal industrial policy based on liberalization). In contrast to these two scenarios used in the 20th century, the transition to a knowledge economy is associated with a new or cluster industrial policy, which is a kind of hybrid synthesis of vertical and horizontal (Smorodinskaya, 2011b).
Firstly, at the current historical stage, the state does not leave the economy, as during macro-liberalization, but changes the status of the supreme manager to the status of a “partner on an equal footing”: in the context of continuous updates, none of the players, including the government, is able to independently determine the optimal priorities or directly regulate the sectoral structure.
Secondly, in the network economy, the state becomes small, and the layer of bureaucracy becomes narrow, which implies a radical reduction in the scale of the public sector - in order to reduce the tax burden on the entrepreneurial sector and transfer current management functions to the civil society (for
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only strategic tasks remain with the government). Thus, the British authorities intend to cut the public sector by 40% by 2013 - an unprecedented step in modern history (Wilcox, 2010).
Thirdly, the regulatory functions of the state are changing qualitatively. Instead of introducing new industries or institutions, it is moving to the role of a facilitator of cluster initiatives - it improves and maintains the partner business environment in an optimal mode, helping the other two players in the formation of triple helixes. The main goal is the formation of a critical mass of clusters. At the same time, economic restructuring is seen as a process of continuous “discovery” of new industries and a new cost structure, which takes place in the course of the formation of clusters by market competition itself (Kuznetsov and Sabel, 2005). And since cluster cores are formed at the level of specific territories, the government is faced with the task of liberalizing the existing management system in order to release management initiatives on the ground (at the level of regions, districts, municipalities). Judging by the experience of the Southeast Asian countries, the central authorities provide the regions with significant managerial freedom so that they can begin to modernize their territories themselves, relying on the rising tide of local network partnerships (Yashiro, 2005).
Today, high-tech regional clusters, repeating the network matrix of Silicon Valley, have also formed in other regions of the United States (Seattle, New York, Minneapolis, Virginia, Colorado, etc.), as well as in many countries of the world - both developed and developing (Desrochers, 2008) . All of them were formed on the initiative from below, on the basis of horizontal cooperation - without any control center. However, this does not mean that representatives of the authorities do not participate in them. On the contrary, in most countries, federal authorities play an active role in creating a favorable cluster environment (encouraging all identified clusters without exception), and local authorities in supporting specific network alliances in their territories (interface manager function).
As a rule, various specialized state agencies become members of the cluster. They keep track of new cluster cores, help cluster members build partnerships, monitor competitive gains (based on the Porter diamond model), and adjust network interactions in a triple helix model (dialogue support) to ensure that it does not deviate from the goal. In fact, the state is engaged in overcoming market failures, including in terms of information asymmetry. Thus, the Swedish Government Agency for the Development of Innovation Systems VINNOVA proclaimed its mission the task of “linking” science and business on the principles of a triple helix in order to achieve sustainable economic growth.
In modern practice, three scenarios for the formation of innovative clusters have been identified: the evolutionary path by the bottom method (due to the action of market forces), the design path from the top (based on strategic projects) and the "middle path" based on a balanced combination of the objective forces of the market and the creative forces of economic policy . The preference for the latter scenario is substantiated in the book by the Swedish researcher Orjan Solvell (S^vell, 2009), and the author has in mind, first of all, developed market systems that transition from industrial to innovative growth relatively smoothly. With regard to developing and transition economies, where the market environment is not as mature as in developed ones, such a scenario looks, in our opinion, not only optimal, but rather the only possible one.
Against the backdrop of these processes, Russia (as well as other CIS countries) faces a strategic dilemma: is it possible to move to an innovative growth model with an unfinished industrial base and an incomplete market transformation? Within the framework of traditional thinking, this dilemma seems insoluble. But in the logic of the post-industrial era, it looks different.
On the one hand, the challenges of the time do not leave Russia with any positive alternative, except for a course towards post-industrial modernization. Globalization and the transition of the world to a networked way of life blur the “center-periphery” dichotomy (described by Waller-Stein for the industrial era), making linear catch-up development impossible in principle: who entered the global networks is no longer a periphery, and who did not enter - forever falls out from the system.
On the other hand, the same changes in world development open up an objective chance for Russia to make an innovative breakthrough. The cluster-network world is the world of fractal structures, whose development is stepwise, largely due to internal reconfiguration. This means that in the 21st century, any lagging economy can abruptly change not only the vector, but also the level of development, bypassing the previous stages, if it manages to get into resonance with the rhythms of the new paradigm, i.e. institutionally tune in to the network way (in particular, we We mean the imitation effect of Schumpeter). Moreover, the global recession opens up a special cyclical window of opportunity for such adjustment - and the only question is specific reforms that allow them to be implemented (Smorodinskaya, 2011b).
It is believed that in order to adapt to the new paradigm, developing and transitional systems will have to go through "institutional learning", i.e., become an institutionally learning economy ("institutionally learning economy") - before becoming a knowledge economy. The authors of this concept understand such training as the transformation of a hierarchical control system into a horizontal network - the practice of sequential elimination
administrative barriers to equal interactions of all social groups (Lundwall, 1998). For Russia, where today management verticals predominate, and where even full-fledged double helixes have not yet formed in the economy, such systemic reforms will require special efforts. Although the desire of Russian society for self-organization, for the development of horizontal ties and informal institutions has already been outlined (Dolgin, 2011).
It is significant that the concept of a learning economy B.-A. Lundval and M. Porter's theory of competitiveness proceed from the fact that a developing system alone cannot quickly master the skills of a post-industrial way. For this task, it needs a regime of close cooperation with more developed partners, i.e., reliance on such external stimulating effects (spillover skill effects) as the transfer of technology, knowledge, and advanced social culture. Therefore, the transition to innovative development is inevitably associated with the search for partners among global manufacturers of finished products and with the involvement of national players in global cluster networks. From this point of view, in the field of foreign economic policy, Russia has only one rational choice - to widely open domestic markets and aim at multi-level cooperation with post-industrial leaders.
When looking for strategic partners for Russia, it is important to pay attention first of all to those territories whose involvement in the networked world today is an order of magnitude higher and whose resource capabilities are conducive to such complementary cooperation that allows creating a unique asset or product with a high potential for global demand. The Baltic macro-region, which unites the sphere of interaction of 11 countries and territories of Northern Europe (including most regions of the Russian North-West), meets these criteria to the greatest extent. Today it is an ascending pole of innovative growth, a generator of the best network technologies (the triple helix model has long been officially recognized here) and a model macro-region for the entire EU to create a unified knowledge market (Megatrends, 2011; Smorodinskaya, 2011a). From our point of view, this highly integrated area could become Russia's optimal partner in the course of modernization, at least in the European direction of cooperation.
The current policy of modernization in Russia is devoid of consistency. It is reduced only to technological transformations and is carried out by inadequate methods, characteristic of the stage of catching up industrialization. This not only does not lead to the formation of an innovative environment, but also creates risks of slowing down growth (due to the growth of structural deformations due to the separation of “breakthrough” sectors from the rest of the economic array). Instead of focusing on individual "breakthrough" technologies, industries and companies, Russian authorities
one should pay more attention to Porter's idea of a cluster approach to the economic course (Porter, 2003; Ketels, 2009).
We are not talking about the cultivation of some deliberately selected clusters in certain territories - this scenario, proposed in the recommendations of the Ministry of Economic Development (Ministry of Economic Development, 2010), only repeats the failed attempts to create special economic zones in Russia. The construction of the Skolkovo innovation city is also weakly connected with the innovation breakthrough of the entire country (Aleksashenko, 2010). As we have shown above, the movement towards innovation does not begin with the latest production technologies, but with advanced social approaches, with the creation of a general favorable environment for the emergence of initiative cluster partnerships in each region. Such a scenario requires administrative and political reforms that will free up mass local initiative. But Russia is by no means alone in facing this challenge: systemic reforms based on the cluster approach have long been carried out by Japan and South Korea, a number of developed and developing countries. It is important to understand that in terms of moving away from hierarchies and mastering cluster-network technologies, all types of economies are becoming transit economies today (Etzkowitz, 2008).
A low-cost state, its equal tripartite alliance with business and science, integration of the economy and society on a cluster-network basis - all these changes give rise to completely new patterns of development that Russia should take into account when working out a course for modernization.
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Triple Helix as a New Matrix of Economic Systems
N.V. Smorodinskaya, PhD (economics), Head of Sector for Growth Poles and Special Economic Zones, Institute of Economy, Russian Academy of Sciences
The paper draws attention to the emergence of network economic order and a new pattern of coordination in Triple Helix way. Triple Helix model is treated as a universal institutional matrix for innovation-led growth and competitiveness upgrading. From this angle the author analyzes the ongoing transition of economies to a cluster-based structure, the configuration of clusters themselves and the design of national innovation systems. Underlying complementarity between Triple Helix and Porter’s cluster concept, the consider papers Russia’s modernization prospects.
Key words: Triple Helix, network economy, clusters, innovation system.
When you are influencing those with whom you communicate with the help of special trance technologies, you need not only to place a message that contains a suggestion into the subconscious of the interlocutor, but also to ensure that he forgets about this message. As we have said, forgetting your suggestive messages helps protect them from conscious control and increases their impact. In this chapter, we will look at some effective influence techniques that will help you achieve this goal.
First technique "Bad Infinity" has been seriously developed within the framework of modern trance technologies. It is based on the fact that after the mind has processed the plot of a story, it takes some time for it to extract some meaning from this plot. The regularities of the organization of the work of consciousness are such that when it comes to the perception of a certain plot, our consciousness cannot be satisfied with just some sequence of facts and events.
In order for this history to be recorded in memory, it is necessary to extract from it some conclusions that may be important for life support. The moment some meaning is extracted, as you may have guessed by now, the conscious mind is busy enough with it to simultaneously protect subconscious processes. This is what can and should be used to access the subconscious of those with whom you communicate.
How to do it? Technique "Bad Infinity" it is a series of stories that you tell, each one nested within another. In the last story, you can attach some message containing a suggestion in accordance with the goals of your conversation. Let's take an example.
Pyotr Petrovich, when I look at the paintings that hang in your office, I immediately recall my recent visit to an exhibition in the Hermitage dedicated to just this direction of painting. When I got there, I was completely delighted with the riot of colors and fantasy that is characteristic of the artists of this direction. I walked around the halls for a long time, admiring the paintings, reading the captions under them. And when I was standing near one of these paintings, a museum employee came up to me and said: “I see that you are interested in painting. This picture is extremely wonderful. It was only recently delivered to the Hermitage from Holland. I was just sent to Holland in order to accompany the delivery of this painting to St. Petersburg. When I first crossed the Dutch border, I was filled with doubts about the safety of my trip. I knew that when I took the picture back, I would be accompanied by only two guards. But the cost of the painting exceeds $ 3,000,000. When I arrived at the place and addressed these doubts to the head of the museum's security, he told me: “I, too, when I used to accompany this canvas, was afraid of an attack. But one of the art critics told me that I need not worry, that you can relax and feel safe, because this canvas has traveled many times in Europe and America, and there has never been an attempt to attack. After that, I realized that, apparently, this picture has some kind of protective forces that scare away thieves. Therefore, you can safely go on a trip, and everything will be fine. Here, Pyotr Petrovich, what an interesting exhibition it was. I think we talked about our plans for next year...
As you can see, this technology of indirect suggestion is based on the fact that the suggestion itself is woven into the framework of one of the stories. You can see that the stories in the above example seem to be woven into one another, which allows you to get a serious trance effect on the level of consciousness of your interlocutor, since it does not have time to process these stories at the same speed as you tell them.
Throughout the story, if you notice, 4 subjects of the story change: you yourself, telling the story to your interlocutor, the museum curator telling you the story of his journey, his colleague from Holland, and, finally, the art critic who pronounces the suggestion formula for your interlocutor, which corresponds to the purpose of your conversation (remove doubts about plans for the next year).
This nested story scheme is usually very effective in implementing your suggestions. scheme "Bad Infinity" you can apply on the material of any statements. Here is an example from the commercial area.
You, Ivan Ivanovich, say that you do not like certain clauses of the agreement. When a year ago we entered into an agreement with the company "R", I came to the general director of this company. Before we proceeded to the discussion of the draft treaty, he said: “You know, I take a very responsible approach to the discussion of treaties. When we worked with the company "L", they offered me a fairly detailed contract. At first, I did not like some of the clauses of this agreement. However, I remembered that when we signed an agreement with the company "N", all the clauses of this agreement that I did not like, the director of this company proposed to exclude. I agreed, but decided to consult with my lawyer. And he told me: “What are you talking about, Decree No. 17 of the Government of Russia has just been adopted. Yesterday, a well-known lawyer commented on this decision and said that it seems that now some clauses in contracts that did not work before will gain real force and have a positive impact on business practice in our country. After that, we returned to the original text. And they were happy with it.
Despite the fact that this text is more transparent, its power does not become less because the consciousness of your interlocutor will still be confused about who said what to whom, and inevitably the last formula will be perceived by the subconscious. Even such a straightforward suggestion tactic, backed up with the right degree of resonance and vocal emphasis, will have a profound effect on those with whom you communicate. And all this because in the art of influence, the form of the utterance certainly surpasses the content in importance.
One of the most interesting and well-known techniques of indirect suggestion was developed by Milton Erickson and is called "Triple Helix". It is as follows: you start telling the first story, cut it off at the most interesting place, start telling the second, cut it off, tell the whole third story, which contains indirect suggestion, then finish the second story, and then finish the first. Here is an example of using this technology.
Here, Ivan Ivanovich, I heard about the plans for the reconstruction of markets. Of course, this is a good idea of our administration. I was at our market two weeks ago. This is a completely strange place. I was particularly intrigued by one trade pavilion. By the way, I just remembered that last summer I went to rest in Turkey. On the second day of arrival, I woke up and went to the Turkish market. Can you imagine what a Turkish bazaar is? This is a completely wild place where you can get lost in just a minute. By the way, I really got lost once in my childhood. Mom and dad and I went for mushrooms, I hid behind a bush, but they didn’t notice this and went on. When I looked out, there was no one. I ran after them, but they were gone. Then I lay down under a tree and fell asleep. When I woke up, my mother held my head in her lap and said: “It's okay, everything will be fine. You can trust me." So, at that Turkish bazaar, I really liked the man who sold hookahs. He sat and periodically smoked from the most expensive hookah. People came up to him, sat down, also smoked and talked about something. He was least interested in customers. But his trade, as I learned from his neighbors, was simply excellent. Apparently, it's in some kind of oriental atmosphere. We do not delve into the specifics of their business. By the way, the pavilion in our market that I visited was really mysterious. None of the items had a price tag. Moreover, the police squads that passed by did not pay any attention to it. That's what's going on in our markets.
This is an example "Triple Helix" Milton Erickson. Its essence lies in the fact that the end of the first and second stories, as it were, covers the third story, which just contains the suggestion, which leads to the penetration of the suggestion to the subconscious level.
In order to use the technology "Triple Helix", you don't have to come up with some complicated stories. You can simply remember, for example, how you went to meet your interlocutor.
I, Ivan Ivanovich, was driving to you today by minibus number 5 and was thinking about our meeting. Instead of walking along Liteiny, she drove along Nevsky Prospekt, past the House of Books.
By the way, I went to the House of Books two weeks ago to buy a book on hypnosis. There were a lot of books on hypnosis. I opened one of them and started browsing. Either because of the heat, or because of so many people, or because of the noise, I began to experience some kind of state of clarity of consciousness. Once at the university, in the 5th year, one professor gave us a course of lectures. Before each lecture, he told us: “Calm down and relax. You will achieve everything you want if you listen to me and do what I say. I remember that this helped us a lot in the perception of the boring material of his lectures.
So, in the House of the Book, when I felt an extraordinary clarity of consciousness, I thought: "So this is hypnosis." When I rode the minibus today past the House of Books, I thought how much better it has become, because you can get acquainted with literature without waiting for the seller to give you a book that interests you.
This story shows us well that it is not necessary to have a stock of stories in order to apply Milton Erickson's Triple Helix technique. You can use any facts, events, incidents. The most important thing here is not the content, but the form that allows you to make an indirect impact. The first two stories can be anything, the main suggestion is contained in the third story.
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