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illusion of 1st time insight on cue consistent creativity simultaneous creation evalution performer as violinist & violin relaxation = tuning violin tune self & environment nature of life is the message live through a role respond to imaginary objects as to real ones see eternity but go on living out of life in order to be in it find & keep flow it creates itself stance true desire for moksha release own mind as show (self consc. = choking) INSPIRATION ON COMMAND SELF AS TOOL ILLUSORY REALITY NO MIND/OBSTRUCTION fresh vs. repeat spontaneous vs. script open-ended vs. known outcome rehearse vs. appear improvised truth vs. imitation private vs. public privacy rehearsal work vs. performance work create not imitate reality face vs. mask (self vs. tool) physical vs. spiritual makeup event vs. plot internalize vs. express move audience remain unmoved relaxation vs. concentra- tion calculation vs. warmth dead vs. alive REPETITION RECREATION ROLE EXPRESSES DETACHED ENGAGEMENT sing song vs. sing piece of life see performer vs. see life create reality of script situatn. vs. wanted audience reaction celebrate vs. critique the times personal habits of expression block expressing actor concen- produces audience concentration tration structural finding of subtext substitute experience memory menu memory: intellectual, physical, sensual, emotional cues: plot, event, sense, emotion experience: author, actor, audience performers as audience character, gesture, role as messge reasonableness & unreas.. of each life fragment epiphantic journey till illusion is lost omphalotic stance of whole performance CONNECTION EXPRESSION GROUNDING TIMELESSNESS game: search heuristics sports: can vs. will business: impression permits reality war: habit saves thought love: disclose vulnerable self leader: lead by follow- ing high performance: historic dream community Invent: cognitive revolution public speaker: teach audience better self require- ments artist (singer etc): repeated inspira- tion actor: seeming reality daily life performance: impression fame device: negative trade-offs interview: read while writing society: success creates failure everyman as performer: broadcast liberation TRAINING COMPASSION EMPATHY BALANCE peel back defenses STRUCTURE FOR INSIGHT EMERGENCE STRUCTURE FOR PRODUCTIVITY LIFE ANCHOR EPIPHANTIC DEVELOPMENT entool to capture chance insights/ inspira- tions entool to organize scattered bits of various projects mix stimulation & formulation spaces throughout each day alternate “in the business” time with hermit time establish insight & production disciplines & keep to them alternate & separate and evaluating generating after your best: seek outside opinion then rewrite maintain & reuse old throwaways drive your work through one of life’s key moments let your clear grasp of a powerful part of life, not wording, impress prefer clear confusing realities fragments to announce setting & early and clearly storyline balance structure and association; insight and form go beyond past practice after mastering it target moments when lives transform USE MEDIA demonstrate what the media can communicate avoid demon- strating the media by themselves FIND CARES FIND TIMING EXCEL VERSIONING EDITING TESTING BECOMING INCOMPARABLE blend the media roles for synergy and unlikeli- hood make the media help the message INSIGHT EMERGENCE WORK EMERGENCE OPPORTUNITY EMERGENCE CAREER EMERGENCE get in touch with yourself get in touch with best expressions in the history of your field get in touch with your times get in touch with the lives of your audiences make room for insight find the rhythms of your field find the rhythms of your times & audiences arrange for surprising release of works fully meet your own criteria of excellence go beyond your field’s past forms of excellence excel in what you excel in and how you excel in it set up co-invent dialog community drafts for self edits drafts for feedback from others drafts for observing responses of strangers & evaluators drafts for impact edit out elements that don’t further the emotive point tune the inter- action of elements till good things emerge balance unlikeli- hood with comprehen- sability seed avalanches anonymous tests named tests comparative tests competitive tests design surprises revision of canon of your field make latent contents of field explicit fit society best keep environments rich & diverse alternate engagement/ detachment practice applying foreign frameworks follow up slight hunches plural simultaneous projects canibalize past works bricolage create & plurify markets befriend connectors network peers & competitors cross- generation mentors collect seed success via extreme productivity & distri- bution surprise strings build own social movement match attracted resources & followers en-school 128 Ways to Improve the Creativity of Performing and Composing From Strasberg, Stanislavsky, Sawyer, Gardner, Barthes, Culler, Auerbach, Pinsky, Winters, Eliot 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 PERFECT PARTS CREATIVE PERFORMING MANAGE PARADOX CONNECT TO SELF AND AUDIENCE WRESTLE LIFE INTO DIAMONDS CREATIVE COMPOSING PRODUCE DISTINGUISH PERFORMANCES DESIGN EMERGENCE MAKE ROOM FOR EMERGENCE COMPOSING PERFORMING 128 DYNAMICS COMPOSING PERFORMING 128 DYNAMICS OUR ERA--WHEN PRODUCTS, DESIGNS, FIRMS, STORES ARE PERFORMERS The New Organization Form: Global Web + Events + Swarm Designings The fight for ATTENTION, SURPRISE, AMAZEMENT Product Release Sequences as Unfolding Dramatic Performances The STORY The MELODY The RHYTHM The TRANSCENDENCES The ECSTATIC “FLOW” The PURPOSE OF ALL ARTS The “THIS IS LIFE” CLARITY --of all you are, be, make, do Delivering EXPERIENCES Perfecting SURPRISES Sequencing AMAZEMENTS Thrilling HEARTS & MINDS Out-doing SELF Out-doing USER EXPECTATIONS Breakng Out of OWN WAYS Breaking Out of NATIONALISMS Breaking Out of GENDER WAYS Breaking Out of 8 GLOBAL RELIGIONS OF BUSINESS Poetry--Robert Pinsky Culture--W. H. Auden SciFi--Ray Bradbury Drama--Lillian Hellman Shakespeare--Northrup Fry Criticism--Ivor Winters Software--Winograd Metaphor--Bruce MacDonald Asian Aesthetics--Diasetsu Suzuki Design--Dieter Rams + LKK + IVES + ANDO EVENTIZING ART-IZING DESIGN: Performing--Sarah Vaughan + Hibari USING ALL, AS STORY, TO LINK HEART-TO-HEART WITH YOUR AUDIENCES By Richard Tabor Greene By Richard Tabor Greene Copyright 2015 by Richard Tabor Greene All Rights Reserved EMAIL: [email protected]
6

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Jan 22, 2017

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Page 1: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

illusion of1st time

insight on cue

consistentcreativity

simultaneouscreationevalution performer

as violinist &violin

relaxation =tuning violin

tune self &environment

nature of life is themessage

live througha role

respond toimaginary objectsas to real ones

seeeternity butgo on living

out of life in order to be

in it

find & keep flow

it creates itself stance

true desire for moksha

release

ownmind asshow

(self consc. =choking)

INSPIRATION ON COMMAND SELF AS TOOL

ILLUSORY REALITY

NO MIND/OBSTRUCTION

fresh vs.repeat

spontaneousvs. script

open-ended vs. knownoutcome

rehearse vs.appear

improvised truth vs.imitation

private vs.public privacy

rehearsal work vs.

performancework

create notimitatereality

face vs. mask(self vs. tool)

physical vs.spiritual makeup

event vs.plot

internalize vs.express

move audienceremainunmoved

relaxation vs.concentra-

tion

calculation vs.warmth

dead vs.alive

REPETITION RECREATION

ROLE EXPRESSES

DETACHED ENGAGEMENT

sing song vs.sing piece of life

see performervs. see life

createreality of

script situatn.vs. wanted

audiencereaction

celebrate vs.critique the

timespersonalhabits of

expressionblock expressing

actorconcen-

producesaudience

concentration

tration

structuralfinding of subtext

substituteexperiencememorymenu

memory:intellectual,

physical, sensual,emotional

cues:plot, event,

sense, emotion

experience:author, actor,audience

performers as audience

character,gesture,role asmessge

reasonableness& unreas..

of eachlife

fragment

epiphantic journeytill illusion is

lost

omphaloticstance of

whole performance

CONNECTION EXPRESSION

GROUNDING

TIMELESSNESS

game:searchheuristics

sports:can vs.

will

business:impression

permitsreality

war:habit saves

thought

love: disclosevulnerable

self

leader: leadby follow-

ing

high performance: historic dream

community

Invent:cognitiverevolution

public speaker: teach audience

better selfrequire- ments

artist (singer etc):repeated inspira-

tion

actor:seemingreality

daily lifeperformance:

impression fame

device:negative

trade-offs

interview:read while

writing

society:success createsfailure

everyman asperformer:broadcast

liberation

TRAININGCOMPASSION

EMPATHY

BALANCE

peel backdefenses

STRUCTURE FORINSIGHT EMERGENCE

STRUCTURE FORPRODUCTIVITY

LIFE ANCHOR

EPIPHANTICDEVELOPMENT

entool to capturechanceinsights/

inspira-tions

entool to organize scattered bits

of variousprojects

mix stimulation &formulation spaces

throughouteach day

alternate“in the business”time with

hermit time

establish insight &productiondisciplines &

keep to them

alternate & separate

and evaluatinggenerating

after your best:seek outside opinion

then rewrite

maintain &reuse old

throwaways

drive your workthrough one of

life’s keymoments

let your cleargrasp of a powerful partof life, notwording,

impress

preferclear

confusing realitiesfragments to

announcesetting &

early and clearlystoryline

balancestructure and

association; insightand form

go beyond past practice

after mastering it

target momentswhen livestransform

USE MEDIA

demonstrate what the media cancommunicate

avoid demon-strating the

media by themselves

FIND CARES

FIND TIMING

EXCEL

VERSIONINGEDITING

TESTING

BECOMINGINCOMPARABLE

blend the media roles for synergy and unlikeli- hood

make themedia

help themessage

INSIGHT EMERGENCE WORK EMERGENCE

OPPORTUNITYEMERGENCE

CAREEREMERGENCE

get in touch with yourself

get in touch with best expressions in the history of your field

get in touch with

your times

get in touchwith the lives

of your audiences

make room for

insightfind the rhythms of your field

find the rhythms of your times & audiences

arrange forsurprising

release of works

fully meetyour owncriteria of excellence

go beyondyour field’s

past forms ofexcellence

excel in whatyou excel inand how youexcel in it

set up co-inventdialog

community

drafts for self edits

drafts for feedbackfrom others

drafts for observingresponses of strangers &

evaluators

drafts for impact

edit out elementsthat don’t

further theemotive

point

tune the inter-action of

elements till good things

emerge

balance unlikeli- hood with comprehen- sability

seedavalanches

anonymous testsnamed tests

comparative tests

competitive tests

designsurprises

revisionof canon

of your field

make latent contents

of fieldexplicit

fit society best

keepenvironments

rich & diverse

alternateengagement/detachment

practiceapplyingforeign

frameworks

follow upslight hunches plural

simultaneousprojects canibalize

pastworks

bricolage

create & plurifymarkets

befriendconnectors

networkpeers &

competitors

cross-generationmentors

collect

seed success viaextreme

productivity& distri-bution

surprise strings

build ownsocial

movement

match attracted resources & followers

en-school

128 Ways to Improve the Creativity of Performing and ComposingFrom Strasberg, Stanislavsky, Sawyer, Gardner, Barthes, Culler, Auerbach, Pinsky, Winters, Eliot

1 2

3

4

5 6

7

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9 10

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1314

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17 18

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21 22

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5758

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61 62

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68

6970

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76

77 78

79

80

8182

83

84

8586

87

88

8990

91

92

93 94

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9798

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101102

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109 110

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112

113 114

115

116117 118

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120

121 122

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124

125126

127

128

PERFECT PARTS

CREATIVE PERFORMING

MANAGE PARADOX

CONNECT TO SELF AND AUDIENCE WRESTLE LIFE INTO DIAMONDS

CREATIVE COMPOSING

PRODUCE

DISTINGUISH PERFORMANCESDESIGN EMERGENCE

MAKE ROOM FOR EMERGENCE

COMPOSINGPERFORMING

128 DYNAMICS

COMPOSINGPERFORMING

128 DYNAMICS

OUR ERA--WHEN PRODUCTS,DESIGNS, FIRMS, STORES ARE PERFORMERS

The New Organization Form:Global Web + Events + Swarm Designings

The fight for

ATTENTION, SURPRISE, AMAZEMENTProduct Release Sequences as

Unfolding Dramatic Performances

The STORYThe MELODYThe RHYTHM

The TRANSCENDENCESThe ECSTATIC “FLOW”

The PURPOSE OF ALL ARTSThe “THIS IS LIFE” CLARITY

--of all you are, be, make, do

Delivering EXPERIENCESPerfecting SURPRISESSequencing AMAZEMENTSThrilling HEARTS & MINDSOut-doing SELFOut-doing USER EXPECTATIONSBreakng Out of OWN WAYSBreaking Out of NATIONALISMSBreaking Out of GENDER WAYSBreaking Out of 8 GLOBAL RELIGIONS OF BUSINESS

Poetry--Robert PinskyCulture--W. H. AudenSciFi--Ray BradburyDrama--Lillian HellmanShakespeare--Northrup FryCriticism--Ivor WintersSoftware--WinogradMetaphor--Bruce MacDonaldAsian Aesthetics--Diasetsu SuzukiDesign--Dieter Rams + LKK + IVES + ANDO

EVENTIZING ART-IZING DESIGN:

Performing--Sarah Vaughan + Hibari

USING ALL, AS STORY, TO LINK HEART-TO-HEARTWITH YOUR AUDIENCES

By Richard Tabor GreeneBy Richard Tabor GreeneCopyright 2015 byRichard Tabor GreeneAll Rights Reserved

EMAIL: [email protected]

Page 2: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

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THOUGHT DESIGNSTHOUGHT DESIGNS

Design of New Ways of Thinking,Design of Tools That Enable Them

for more: evolutionary, biologic, computational,culture crossing/fusing, non-linear, structural,

less Descartian, modes of thought

Apply ordinary mental operators to50 to 128 to 216 ideas at a time not

merely to 4 to 7 ideas at a time

By Richard Tabor GreeneBy Richard Tabor GreeneCopyright 2015, Rights Reserved, EMAIL--richardtgre [email protected]

Knowledge expands exponentially and now access to it all expands faster than that--soall minds, professionals, professions areincreasingly tiny and increasingly insignificantfractions of what our issues and problemsneed for resolution--we are generating trivialpeople and minds and professions and toolsthat wilt before our systemic, global, deepcultural, venal value root problems. WHAT ISNEEDED IS TOOLS FOR THINKING AS PLURALDIVERSE COMPREHENSIVE DETAILED MULTI-LEVEL NON-VENAL AS OUR PROBLEMS ARE.

MONASTIC INNOVATION AND DESIGN--it istime to replace ancient media and interfaceswe have tolerated for thousands of years beyond their use-by-date:--replace prose with fractal page forms--replace reading points with reading geometries of thought--replace discussions with stratified responses--replace meetings with everyone-leads treat- ment of a topic “scientific rules of order”--replace processes/courses with mass workshop events--replace brainstorms with social automata--replace products/services with user-tunable global-app-market platform devices--replace sleep-inducing PowerPoint presen- tations with image-name-audiencelink trios--replace single right-y models with repertoires of plural diverse detailed multi-level models--replace solving with insight processesCHANGES TO THESE MUNDANE BASICS,EACH USED DOZENS OF TIMES PER DAY,RESULT IN HUGE OVERALL MENTAL PRO-DUCTIVITY INCREASES

TOTALLY NEW PRINCIPLES OF DESIGN----fractality --biosense not mechanosense--adaptibilities not rightnesses not intellect--transplanting X across cultures --automata--emotion handling via purposes of all arts--survival not of fittest but of neutral trait hold ers

Page 3: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

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EastCoastUSA

WestCoastUSA

German

NordicEurope

SouthernWork to

Live

Egality

Vertic- SocialPlasma

ChinaContinental

MassProjects

JapanTotalizingQuality

ality

GuildMeister

RobberBaronUSA

SpanContinent

Skill &ProfessionRanking

Flows&Homes

Life ofPerfecting

TheCommu-

ExtendedFamily

Economies

TotalizeBodies of

Knowledge

nity Doer

BasicIndus-tries

MindOverBody

Out-sourceAll

Updatefor

Excellencenot Cost

SelfManage-

ment

AncientIndustrialDistricts

Familiesof FirmsTogether

Compu-tational

Sociality

20 YearVast

Initiatives

Govt.ShapedEvolu-tions

Drive toMonopoly

FinanceAnalysis

Uberalles

Aim All atTippingPoints notProfit

Co-Managementwith Labor

Mid-Size for

Excellence

CultureMasters forGlobalReach

VoidMasters

for Depth

ConstantReconfigurefor Social

Care

Leap toDeepestIdeas Possible

Now

Invent/InstallAnti-Culture

WholeWorkforceSocialAlgorithms

LineCenteredOrg Ideal

Waves ofAspects

Developed

Demo-

Elite BritProducts

cratize

Only higHrankKnowledge

is Used

ExtremeLack ofPower at All Levels

Manageby Jail &Violence

LeadersMust AppearSuperior to AllFollowers

Wealth toHuge

Founda- tions

Disrespectof Work & Non- Elites

Idea Fusionafter EgoStripped

Off

LuthernSelf Disci-pline toLowerCosts

PatientMulti-NationKnow-

ledgeAssem-bly

Sex,Sun,FunTotal

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StyleThroughOutLife-Span

Build onOtherEmergingIndustries

RuthlessExploit-ation ofLabor &Govt.

FocusPower fromPsycho-pathology

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Appre-tice Pathto RealJobs

TechsShrunk toDailylifeScale

Money-Less

GreatLives for All

MassWorkforce

Inventings

StatisticalPerfectingof Process

Aim

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logicalDemo-

cratized

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of Scale

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improve-ments

forced from

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to

to Commer-cialize

RideProfound

Info Techvia Product

Ecosystemdynamics

SelfManaging

GuildTraditions

Phds all over normal jobs

Full scriptsocieties = can drift

followflows

Wholedistrictupgradecampaigns

Mass

balancingschange

The 8 Major Global

RELIGIONSOF

BUSINESSAll major innovations in business practice

come from their interactions

ANTI-

ANTI-

NESTEDANTI-CULTURES

ANTI-PEEREXCELLENCE

ANTI-LARGE-SCALE

ANTI-BADSTYLE

ANTI-PROFESSIONANTI-

VERTICALITY

ANTI-MULTIPLEACTORS

ANTI-COMPETI-TION

CUSTOMER

LABOR

EXCELLENCEOF SCALE

EXCELLENCEOF PERSONAL

WEALTH BUILDINGFOR ELITES

EXCELLENCEOF ULTIMATE

INFOTRANSPA- RENCY

WORLDBEST

PERFOR-

AT ANY COSTMANCE

OVERALLSOCIETALEXCELLENCE

DISPOSITIONALEXCELLENCE

EMOTIVESMOOTHNESSEXCELLENCE

EXCELLENCE OF MASS ACTION

8 MAJOR GLOBAL

RELIGIONSOF

BUSINESS

8 MAJOR GLOBAL

RELIGIONSOF

BUSINESS

By Richard Tabor GreeneBy Richard Tabor Greene

Copyright 2015All Rights Reserved

by Richard Tabor GreeneEMAIL: richardtgreene@

alum.mit.edu

ALL MAJOR IMPROVEMENTS IN BUSINESS

PRACTICE CAME FROM TRANSPLANTS

ACROSS THESE “RELIGIONS OF BUSINESS”

Extreme but Narrow Power in Each--Hard to Change

Vast Differences in What They are Good at and Why

Each aspires to, aims at, promises, plans toward KINDS OF EXCELLENCE

of the others but totally lacks REAL ABILITY to move there and get that.

Every talent has its own costs--people blind themselves to

Every talent precludes excellence at others--people blind themselves to

POWER FROM CLARITY

ABOUT EMBODIMENT OF OTHER

RELIGIONS OF BUSINESS, NOT YOURS,

IF YOU ARE TO MATCH THEIR GREAT DEEDS

Why “religion” of business?--deep unconscious preferences--inability to see realities of others--”what business is” insistences--denial of costs of own ways--what they call “a solution” perpetuates own biggest problems--regular disasters created by what they are good at--deep contact with others can cause huge improvements but avidly assimilated away

EXAMPLES:

--Total Quality from Japan to all other RofB

--Web from EU Swiss to all other RofB

--Silicon Valley from West USA

but not set up elsewhere

USES OF RELIGIONS OF BUSINESS:

1) Sell from one to the others

2) Borrow practices from the others

3) See costs of own talents

4) Mitigate own RofB so borrowings

thrive

5) THE GENERAL PARADIGM--

TRANSPLANTING X ACROSS CULTURES:

tactics for handling FOUR things--

a) obstacles in origin not target

b) supports in origin not in target

c) obstacles in target not in origin

d) supports in target not in origin

TWO MATRICES--culture of origin vs

culture of practices vs culture of target

Page 4: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

RESULT SURPRISE

TIME SURPRISE

COUNTER EFFECTEFFECT OMISSION CAUSE ALLOCATION ENVIRONMENT ALLOCATION

SUPPORT ALLOCATION

ORDER ALLOCATION

OTHERS’ RESPONSE CUSTOMER RESPONSE

RESPONSE TO PRODUCTION

RESPONSE TO PROFESSIONALS

ATTITUDESSCALES

FLEXIBILITY

DIVERSITY

unplannedsecond order effects

ownerlessproblems

emergentfrom interactions

partial solution lowersstandards side-effects

of main actioncounteract it

actioncombinations

counteract intent

combinationof humans

conteracts intent

manner oflaunchcounteractsintent

self-reinforcinggrowth becomes

self-limiting

moderatesolution bad so

miss good fromlarger solution

problems ofresult side-effectsmuch worse

than result benefits

intended result

is itself not abenefit

once really done

similar input very different

outputusual inputwhole system

changes

delayed negative feedback after

faster goodresults

solutionhas delayedgiant cost

cause whereproblem seen

only is attacked

cause of other causes

not addressed

system causedvariation “solved”

without system changes

severe environmt.caused failure

blamed onweakcomponent

othercomponentenvironment

undoes 1 part’sfunction

lack ofleeway in

other componentsstifles 1 part’s function

environmentchanges during

solving

solution soparticular to

1 environmentcannotbe used

credit &rewards not to

those who solved

outside helpused till own

capability atrophies

great

for situationtoo weak to last

solution

great solutiongets enemiescuz of whosupports

it

enough chaos local actions

effect goesunnoticed

enough orderlocal actions

cannotaffectsystem

sequence of solvingsexacerbate userdissatisfaction

solutiondelivery

configurationharms

overfishing rich get richer

price war

envy isolate

when get whatwant, dislike it

when live withresult, hate it

solvingprocessraises

expectationsso hate result

representativeof customer’s

spec arewrong

producersbecome

consumers

duringproduction

components

changeor requirements

partshijackedduring

production

production waykills interest

factors fromprofessionnot included

kill

profession notcustomers

makerequire-ments

inter-professiondisagreement

on basics

solutionmore complex

than problem

fatalist & hermit

egalitarian

individualist

hierarchist

components too big

components too

small

overkill solutions

overlyincementalsolutions

solution tooperfectly suited

to presentsituation

only

component configlost in responding

so problemsreappear

new parts addedrather thanreconfig old

ones

culture ofdesigners

narrowerthan cultureof customers

socialranks block

feedback flows

firms ordepartments

blockfeedback flows

single solverpushed to heroics

cuz alone

committeeforced

unneededdiversity

1 2

3

4

5 6

7

8

9 10

11

12

1314

15

16

17 18

19

20

21 22

23

24

25 26

27

28

2930

31

32

33 34

35

36

3738

39

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41 42‘

43

44

4546

47

48

4950

51

52

5354

55

56

5758

59

60

61 62

63

64

or vital waste cutting

ATTEMPT HOME RUNSUNKNOWN REQUIREMENTS

UNKNOWN CAPABILITIES

TRADITION OF QUITTINGMISSING COORDINATIONFAKED SOLUTIONS

FAKED RELATIONSHIPS

LEARNINGLESSNESS

consulting =participating

roles assigned byprecedent not

needignore = solve

social will notmind used to

solve

rotating

an issueeveryone

before

admit issue =create issue

informationhiding

agreementfact outweighs

contentSOCIAL SOLVING CONSULTATION SOLVING

intolerance of slight

differences

agreement allinterpret

differentlyis agreement

if new, not anissue, only

old are issues

copyingrivals outweighs

inventing solutionsHIDING IN UNIFORMITY

issues arejust distractions

from real work

good managing =

issuelessness

changes in environment

interpreted asalready foundinside group

consideringwhether to do so thorough

it = doing

ISSUE IRRELEVANCE

issuegenerators

neutralizedcoopted early

attitudediscrepancies

responded to asissues

long standingirrational situation

is natural = not issue

pay money to all = solving

ISSUE BUYINGritualprocess

repetition iswork, not

issue handling

cost of issuesis lost focus on

unity of group

establishing athing called a

solution = solving

socialsurface:

super directsolutions, by-

passingcauses

APPEARANCE IS REALITY

discussing =repeating elders’opinions

group wrongsare better than

people interruptingunity feeling by

being right

trance-like“no mind” state

is ideal consciousness

mastery & auto-mation of routines =

idealaction

FAKED INTERACTIONS

perfecting every-day life =

greatness

issue preventing = garbage

collecting

slight disturbance of“no mind” dailylife

state intenselyinvestigated

uttermeticulousness

of handling trivialitiesPEACEFUL LITERALNESS

long cycle times allow time for many

errors

giant greenfieldinitiatives that

don’t buildon past

career system rewardsdistinguishing self

from others notbuilding on

their work

agressivespecs that

ignore capabilities

long cycle timesallow many outside

market changes

many changes of requirements

long cycle timesallow many changes of personnel

marketers “know”customers but don’t

and don’t seeengineers as

theircustomers

one-productprojects when all

know competitionwill instantly respond

one old generationmanages so younger

imaginationsshut out exceptcrises

unfunded capabilitydevelopment so

must inventproduct &technology

together

early phasesunderstaffed/funded;

unrealistic schedulesfrom remote leaders

products/projects

often cancelled

no manageraction till

problems are huge

resouces adequateonly at project end

subsystem teamarguments

escalate cuzrefusetrade-offs

team members noco-located; global

suppliers jerkedaround withoutcontext

easymeetingtradition:

unprincipledmanagement causes

waits for manysign offs

travel, waiting, reportingare most of

developmentwork time

reviews distortactual capabilities

no incentives for needed behaviors:

building reliabletechnology

leaders remote &ignorant, do not like

nuts and boltssolving

waiting till problemshuge then killing

entire projectpreferred as it

spreadsblame

no personal,social, knowledge

basis for inter-manager agreement,

so solutions are political

managers lack socialskills to guide without

punitiveness

managers force symp-tom only solving by

tacit intimidation

promotions not basedon actual problems

faced and solved

no consensusbuilding process

on product strategies

no buildingon success/failure

of previous teams

missingproject

postmortems

tradition of hiding slack time

and no one coveringfor others on teams;

creativity valuedover

effectiveness

6566

67

68

6970

71

72

7374

75

76

77 78

79

80

8182

83

84

8586

87

88

8990

91

92

93 94

95

96

9798

99

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101102

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105106

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109 110

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113 114

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117 118

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121 122

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125126

127

128

128 System Thinking Fault TypesFrom Greene, Prietula, Senge, Wildavski, Kano, Taguchi, Ishikawa, Morishima, Boulding, Kauffman, Arthu r, Gladwell

no pain sharing system

REACTION BLIND

64 WAYS TO CREATE POORLY

TIME BLINDSCALE BLIND

SPACE BLIND

SEPARATION UNDEPENDABILITY

64 WAYS TO IMPLEMENT POORLY

PERSON AS BUREAUCRAT

MINDLESSNESS

SYSTEMSEFFECTSNON-LINEAR CONSEQUENCES OF

PRESENT ACTIONS

SYSTEMSEFFECTSNON-LINEAR CONSEQUENCES OF

PRESENT ACTIONS

THE ACTUAL CONTENTS OF:Judgement, Experience, WisdomStep 2’s situation emerges from invisible

consequences of Step 1 = non-linear planningStep 2’s situation emerges from invisible

responses of all to Step 1’s invisible consequences

THE KEY TO: Videogame “Home Run 2”s

Careers that found new RealitiesPlans that get ahead of “developments”

Changes that change most other changesSpotting tipping points & aiming efforts at them

LANDSCAPE 1 FORLEADERSHIP & CREATIVITY

By Richard Tabor GreeneBy Richard Tabor GreeneCopyright 2015 Rights Reserved,

by Richard Tabor GreeneEMAIL: richardtgreene@

alum.mit.edu

THE STUPID WAYS HARVARD, MIT, STANFORD PLAN:Certain Failure--Step 1 = goal, Step 2 = alternativ e pathsStep 3 = criteria of selection Step 4 = choice of b estStep 5 = stakeholder feedback Step 6 = pilot testStep 7 = massive mutli-year hidden failureBECAUSE THEY OMIT SYSTEM EFFECTS 2 WAYS:1) the non-linear consequences of step 1 are the start of the environment step 2 takes place in2) the reactions of various official and unthoughto f stakeholders to step 1’s non-linear consequence s are the environment step 2 actually takes place in.

“TOP” COLLEGE EDUCATIONS DRIVE OUT OF MINDSNATURAL NON-LINEAR INTUITIONS AND CURIOSITIES(Harvard’s 800 GRE Kennedy School a la McNamaradoing body counts step by step to Vietnam failure).(The industrial world’s worst healthcare systemdesigned by Harvard etc elites to maximize physicia nincomes, which it does well = educations as coverstories for private greeds “the Harvard way”

USES OF THE 128 SYSTEM THINKING FAULT TYPES:1) VIDEO-GAME HOME RUN TWO--the biggest problemof game companies is finding a second home run afte ra first; however, there is an ecstatic “flow” state of total engagement (losing sense of self, time, space )when JUST ENOUGH non-linear effects are presentBUT NOT TOO MUCH to overwhelm play. We can measure WHICH of the 128 at right are present in ea chgame play situation and TUNE to ecstatic flow engag e-ment levels. Similarly for JOBS--we can tune to “flow”ecstatic engagement levels by adding/changing non-linear system effects defining the JOB.2) NON-LINEAR PLANNING--to replace stupid Harvard,MIT, Stanford Business school regimes. See the actual environment of step 2, not the male heroicsdelusions about step 2. 3) THE TRANSITION TO SEEING ECOSYSTEM ANDEVOLUTION (NATURAL SELECTION) DYNAMICS--agrowing subset of non-linear effects at right is bi ologic:non-linear relations among products/persons/venture sin ecosystems, that evolve via genetic competition“selection pressures”. NEW TECHS thrive when theyRIDE the 128 effects at right!!!

Riding new tech “waves” you’d neverbe able to create on your own.

TOOLS:response to response matricesstratified respondingssystem effect tuningsdegrees of socialness measures9 kind of non-linear reflectionsocial automata simulations

DESIGNLEADINGCREATIVITY:They share 8 commonlandscapes--this is ONE.Non-linear designing ofnon-linear objects/systems,non-linear leading of non-linear workforce/market processesnon-linear creating of non-linearinventions/compositions/ventures= A NEW COMMONSENSE

Page 5: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

1

2

3

4

5

6

7

8

1

23

4

5

67

8

9

1011

12

13

1415

16

17

1819

20

21

2223

24

25

2627

28

29

3031

32

33

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36

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40

41

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44

45

46

47

48

49

5051

52

53

5455

56

57

5859

60

61

6263

64

A

BC

D

E

FG

H

SOCIALSPACES

SOCIAL

DEPTHPSYCHEDEPTH

SOCIAL

POWER

SOCIALINTEN-

CULTURE

POWER

SOCIALLAND-SCAPES

SOCIALFUNC-TIONS SITY

SharedSpaces

Creative Margins

City-fi-cations

Org TypeBlends

Flows &Homes

SocialPlasmas

IdeaFusions

PersonGrowth

CreationPower

Cause &Power

SocialIndexLevel

SocialProcessBalances

HighPerfor-manceTraits

RiskDevelopInsight

Cultures

SocialLife of

Info/Devices

Ethics via Solace

System

TrustRadiusScale

FastEmotion

SlowConcept

Brain

Emo-tionalIntelli-gence

LumpyNetworks

MystifyDe-

Mystifykinds of

reflectionmeditatn

TheatreStates

SelfNegatingSocieties

AuthorityOutsideSelf for

Changing Self

MitigateVoracity

NeurosisCost ofTalents

Paradoxes

Happi-

ness

of

Kinds ofSpaces of

AppearanceHumanPlurality

ExpertSystemSociety

LivingLoad

GlobalUniformities

LocalDiversities

Evolving:Powers,

Relations,Cultures

CultureDimensions

Traits

CultureDefinitions

Uses

CultureOperations

Tools

CulturePowers

High

CulturePerformance

ProcessesTypes

meta-nesses

InsightProcessPulsedSystems

VoidPowers

MonasticInnovations

NestedAnti-

InnovatingCultures

TransplantX AcrossCultures

Types

Social &Technology

Inter-faces

KnowledgeDelivery &Dynamics

SocietalManias &Enterprise

Code VsActionFactors

View Selffrom Whole

Space & TimeCommunityPerspective

SelfCultureHigh

Performanceas Same

CultureMixes

Creating

Seques-tration of

Non-Normals

LonelyCrowdsBowling

Alone

Computa-tional

Sociality

MicroOrgani-zationSocial

Automata

SocialTranspar-

LeanSystems

ency

Meaningas What XCounters

Meaningfrom

Locale inContextLayers

Adulthoods:Undoing

InitialFactorySettings

Everyone’s

TuneEngagement

to EcstaticFlow State

Brainscape180 Flaws

BioscapeReplacingMechano-

sense

Systemscape256 Non-LinearConsequences

CulturescapeTechnoscape

Emotion-

Mindscape50 Pairs

Computa-tionscape

DialogAmong

Gender

Social-scapeThis

Model

-scape

Jane Jacobs

Global

CreativeClass

Mobile

ExpandedDoer/User

vs Mere MoreConnection

scape

DIMENSIONS OF

SOCIALNESSCopyright 2015 by RTGreene

Email--richardtgreene@

alum.mit.edu

directionalitydirectedness

purposes of all arts

non-linearsystem

dynamics

design ofself consciouslyevolving

systems

call “a

only what perpetuates

deepestprob

solution”

-lemsproblem& solutioncultures

root thinking:

cut the cordsof attachment

caring forself caringbeings

& escapingmonkey-

nesses

ANXIETIES OF

EXISTENCE

CHALLENGESTO BEING A

SELF IN MODERNCIRCUMSTANCES

SIX KINDS OF LIFE

CAREER,FAMILY,LOVE

DYNAMICS

MANAGINGMONEY, LOVE,

FAILURE, &

MANAGING

SELF

DYNAMICS

APPETITES

180 FLAWS

IN THOUGHT

THESOCIALREVOLUTION PROCESS

64 DIMENSIONS OF SOCIALNESS

64 DIMENSIONS OF SOCIALNESS

by Richard TaborGreene

by Richard TaborGreene

Nerds Make Apps,Apps Link Us,

We Make Comments, Likes, Links

From the Lonely Crowdto the Crowded Lone

Are We Losing More than We Are Gaining?Measures Needed

Can We Be More Social?Should We Be More Social?

What Sort of Socialness?

There is noting more petty, insipid,crowded with paltry interests--in a word, anti-poetic--than the daily life of the American--Alexis de Tocqueville

You have power over your mind--not

outside events. Realize this, and you

will find strength--Marcus Aurelius

If there is such a thing as a good

marriage, it is because it resembles

friendship rather than love--

Michel de Montaigne

The most radical revolutionary will

become a conservative the day after

the revolution--Hannah Arendt

Forgiveness is the key to action and

freedom--Hannah Arendt

The tyranny of a prince in an oligarchy

is not so dangerous to the public

welfare as the apathy of a citizen in a

democracy--Montesquieu

I must lose myself in action, lest I

wither in despair--Alfred Lord Tennyson

Men are created different; they lose

their social freedom and individual

autonomy in seeking to become like

each other--David Riesman

responsible for far too much--we

We struggle mightily to liberate our

selves from village, tribe, family

restrictions--succeed (in the modern

era)--then, alone in crowded cities,

lost among choices and ambiguities,

long for the inflexible too too local

rigidities we spent a life time fleeing

from--Anthony Giddens

I would never join a men’s club that

accepted people like me as members--

Groucho Marx

Page 6: SIX TRUE 20 BY 10s innovation  thoughtdesigns  socialnesskinds  systemeffects  composeperform   religionsofbsns

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96 INNOVATION MODELS

On One Pagefrom 63 Professions 41 Nations

96 INNOVATION MODELS

On One Pagefrom 63 Professions 41 Nations

By Richard Tabor GreeneBy Richard Tabor Greene

WHAT USE ARE SUCH FRACTAL MODELS?--from their comprehensiveness--from their coverage--from their diversity--from their detail--from their multi-levels

1) TRAINING MINDS--whereas each professorpromotes “my model is righter than his/hers”= the single right-y model approach of journals,real leaders, find any one model too narrow &risky--they want several models that compensatefor each other’s weaknesses.

2) MAPPING OMISSIONS (= easy routes toimproved innovativity)--“see” what others doand you do not do, see what is emerging andwhat is old hat, see narrowness from too timid“like each other” extensions, escape own pasts.

3) SEQUENCING APPROACHES--the media, theexecs reading airplane mags in business class oncross-country flights, academics bally-ing theirown personal hoos--all these focus and sell ONEapproach to spread over years; what WORKS isblends and evolutions among several distinctapproaches that fix each other’s weaknesses andover-emphases.

4) ESCAPE OWN NATION (and personal InitialFactory Settings)--”seeing” how local and narrowyou and your teams are is DIFFERENT than meretalk and guesswork--on THIS MAP you can seewhere and how much and in what ways you are narrow and EXACTLY what you are missing.

5) FROM BASE HIT TO HOME RUN--doing thesame innovation model more, better, morecostly and expecting a different outcome is........SO this map suggests well ordered, wellsequenced alternatives to add and blend orto evolve into--to launch you BEYOND comfor-table present levels of morale, method, goal.

6) ESCAPING LEADERS & LEADERSHIPS--thisis impolite and impolitic to say but leaderssteer solutions (and calling X “a problem”) tothings their existing ways handle well--invisi-bly endangering futures, unable to admit own

n

limits--BUT THIS MAP empowers them to gospot EXACTLY what their present ways omitand GROW with their Firms and OUTCOMES.

7) FROM EACH GLOBAL “RELIGION OF BUSINESS”--do the HARD work of escaping your own religionof business’ ways of innovating--get GLOBALLYcreative, surpassing any one foreign competitor way.

A Grammar of Diverse Ways of Seeing, Being, Making Differences

PATHS FROM SELL-ABLE TWEAKS TO AMAZING GREATNESSGet out of Base Hit Land and into Home Run Land

Escape Failings from Own Past Successes--Stop Repeating What Worked Years Ago

BLEND & BEYOND:the East Coast USA Religion of Business, the West Coast USA Religion of Business,

the Japanese Religion of Business, the German Religion of Business,the Nordic EU Religion of Business, the Global South Religion of Business,

the Continental Monuments Chinese Religion of Business