I wished to represent, in my own way, according to my own ideas, the material that was given to me, my material, myself.... But there is something that I-perhaps understandably-didn't take into account: that we cannot ever represent ourselves to ourselves.

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Consciousness has resisted attempts to fathom its ultimate nature. My direct aim in this paper is to rebut anti-physicalist arguments; but I also want to raise the possibility that understanding consciousness might be beyond our reach -and not for a lack of trying or ingenuity.A number of anti-physicalist arguments have been proposed during the last two decades that start from a premise about an epistemic, conceptual or explanatory gap between physical and phenomenal descriptions and conclude -on a priori grounds -that physicalism is false

This article is about the special, subjective concepts we apply to experience. These are called ‘phenomenal concepts’ (PCs) and they are of special interest in a number of ways. First, they refer to phenomenal experiences, and the qualitative character of those experiences whose metaphysical status is hotly debated. Conscious experiences strike many philosophers as philosophically problematic and difficult to accommodate within a physicalistic metaphysics. Second, PCs are widely thought to be special and unique among concepts. The sense that there is something special about PCs is very closely tied up with features of the epistemic access they afford to qualia.

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The corporate competitiveness is constantly being shaped by the Fourth Industrial Revolution, the explosive development of technology, the globalization and the hyper-competition. The VUCA status has now become a permanent reality: volatility and complexity cannot be traced to traditional corporate operations. The Industry 4.0 projects a physical, a digital and a biological megatrend such as advanced robotics, artificial intelligence, new materials, personalized healing, self-driving cars. The usage of the resources and the knowledge sharing, the global economy is experiencing mutations such as the sharing economy, the peer to peer economy, the gig economy in the labor market and the bigdata in planning. Meanwhile, the disruptive innovations are transforming industries and gaining exponentially competitive advantage. The special business concepts were born and whom cannot be handled by models of classic macro and micro economics: the largest taxi company in the world does not own any taxis (Uber), the largest accommodation company does not own any property (Airbnb), the largest telecommunication company has no infrastructure (Skype), the world's most valuable retailer has no inventory (Alibaba), the most popular media doesn't create its own content (Facebook), the world's largest cinema doesn't have its own movie (Netflix). In the meantime, those are treasuring huge profits, business influence and information capital. The competitiveness of their agile way of working can be proved. These calls for changes not only in the market, but also in organizational and individual terms. An adaptive corporate structure and leadership, a self-organizing group, an agile working method hold the companies in the direction of growing track and changes in the future.

Corporate competitiveness is constantly being shaped by the Fourth Industrial Revolution, the explosive development of technology, the globalization and the hyper-competition. The VUCA status has now become a permanent reality: volatility and complexity cannot be traced to traditional corporate operations. The Industry 4.0 projects a physical, a digital and a biological megatrend such as advanced robotics, artificial intelligence, new materials, personalized healing, self-driving cars. Through usage of the resources and knowledge sharing, the global economy is experiencing mutations such as the sharing economy, the peer to peer economy, the gig economy in the labor market and the Big Data in planning. Meanwhile, the disruptive innovations are transforming industries and gaining exponentially competitive advantage. The special business concepts were born and whom cannot be handled by models of classic macro and micro economics: the largest taxi company in the world does not own any taxicab (Uber), the largest accommodation company does not own any property (Airbnb), the largest telecommunication company has no infrastructure (Skype), the world's most valuable retailer has no inventory (Alibaba), the most popular media doesn't create its own content (Facebook), the world's largest cinema doesn't have its own movie (Netflix). In the meantime, those are treasuring huge profits, business influence and information capital. The competitiveness of their agile way of working can be proved. These call for changes not only in the market, but also in organizational and individual terms. An adaptive corporate structure and leadership, a self-organizing group, an agile working method hold companies in the direction of growing track and changes in the future. My research about discovering some aspects of agile way of working versus traditional organization work. My hypothesis is that employees are more motivated, effective and committed in an agile team than in a classic hierarchy or matrix. I added own business and project-based worker as their flexible, effective work is a must. My hypotheses are partially fulfilled.

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