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]
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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
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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
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
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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
KnowledgeDeploymentto All
StyleThroughOutLife-Span
Build onOtherEmergingIndustries
RuthlessExploit-ation ofLabor &Govt.
FocusPower fromPsycho-pathology
SocialAutomataTunedInter-actions
Appre-tice Pathto RealJobs
TechsShrunk toDailylifeScale
Money-Less
GreatLives for All
MassWorkforce
Inventings
StatisticalPerfectingof Process
Aim
Lack ofPsycho-
Self Improve- ment
logicalDemo-
cratized
Design
Drive for Totalization
of Scale
Tandemwork abusesothers butprofits for self great All
improve-ments
forced from
abroad
Inventfor DefenseThen Struggle
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
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
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or vital waste cutting
ATTEMPT HOME RUNSUNKNOWN REQUIREMENTS
UNKNOWN CAPABILITIES
TRADITION OF QUITTINGMISSING COORDINATIONFAKED SOLUTIONS
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
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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”
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root thinking:
cut the cordsof attachment
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& 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
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