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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
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]
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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
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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
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
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6970
71
72
7374
75
76
77 78
79
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8182
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8586
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8990
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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
1
2
3
4
5
6
7
8
1
23
4
5
67
8
9
1011
12
13
1415
16
17
1819
20
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2223
24
25
2627
28
29
3031
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4243
44
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5051
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5455
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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
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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