Event Fractals Paper Dec09pdf

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Event Fractals

Fractals for Managing by Events Delivering Work Functions via Mass Workshop Events Wherein Dozens to Thousands Do in Days What Otherwise Would Take Small Staffs Months or Years to Do Research Question 1 THE MODEL BASES OF MASS WORKSHOP EVENTS: What is, to a good approximation, the minimum diversity of, number of, size of fractal concept models needed to support the design of all the mass workshop event types needed to execute contemporary work functions in an internetted-economy? Research Question 2 THEORY BASES OF MASS WORKSHOP EVENTS: What is, to a good approximation, the minimum diversity, of, number of, size of theories needed to support the workshop dynamics of moving usual work functions to event-execution form? Events are a primary alternative to large, expensive, fixed inventories of specially designated people called “managers” or “leaders” as a way to deliver managing and leadership functions to a modern workforce. This is one viewpoint--the Just-in-Time Managing view. This paper presents the history, practice, results, and beginnings of a Theory of Events and Event-based Management. It also presents a host of other viewpoints that together define a unique style of event, capable of handling arbitrary work functions much faster with more organizational learning side-benefits than usual work processes (whether total quality or not) and bureaucratic departments. Method 1 SURVEY LITERATURES IN MANY DIVERSE FIELDS: literatures having to do with basic human social, cognitive, emotional, economic, political, cultural, and innovation functions reveal models that can be used to differentiate diverse kinds of events, and diverse kinds of workshops within any one type of event. Social computation theory, organizational learning theory, structural cognition theory, mind extension theory, social virtuality theory, impact research theory, theory power, orthogonal disciplines, social indexing theory, venture cluster theory, leadership theory, organizational neurosis theory, social simulation theory, viral change theory, social neural nets theory, quality globalization theory, social taguchi theory, and the anthropology of technologies, products, and markets are used in this paper to define a new type of event, capable of delivering arbitrary leadership and other work functions with greater speed, quality, impact, and efficiency than usual processes and departments. or each such theory, used in this paper as a viewpoint from which to examine management of more and more work and leadership functions by events, a diagram of the theory’s factors or a fractal model of the component or component methods of practices based on the theory are provided here. The fractal models are important for readers considering actually designing and putting on events of their own for various management functions. Result 1 PRINCIPLES OF EVENT DESIGN AND ISSUES FOR EVENT THEORY: the interaction between fractal concept models of diverse theoretical views of humanity and events based on them (types of events based on them and types of workshops within any one event of a certain type based on them) is summarized. The above theories show that a number of new tools, technologies, goals, and organization forms are making event delivery of management and work functions more and more superior to process or department delivery. This article shows new types of events, new cognitive technologies in event workshops, new ways to manage people in workshops, new social automata styles of viewing people and their interactions in organizations arising from these forces. The beginnings of a new Theory of Events, articulated at the end of this article as Principles of Event Design and Issues for Event Theory to Resolve are presented.

The Multiple Perspectives that Point Us Toward Events GE Workouts, derived from Problem Solving Units of the Ecumenical Institute in 1964 in Chicago, are the most familiar event form of Managing by Events practice. As the tale is usually told you get together diverse departments and diverse organizational levels till a critical mass of all the stakeholders, all the resources, all the expertises, and all the authorities needed for a solution are assembled. Then in three or so intense days of structured discussions and/or workshops, solutions are designed, evaluated, selected, then proposed to and edited by authorities, with the “go or no go” decision explained to the entire organization’s chairman if a “no go” is decided. This tale from GE leaves out the structural cognition tools used in Ecumenical Institute Problem Solving Units, as well as the social automaton workshop designs used by later implementors, such as this article’s author. We can understand a good deal about why more and more managing is being done by events and what sorts of events work well at executing managing functions by looking just a bit more at the GE Workout example. Why not just have a single good manager examine the data and consult the stakeholders and apply analysis methods and come up with his or her own solution? A major reason for no longer doing this (it is common practice wherever there are no “workout” like events doing such functions) is it draws out the process so long that agendas change and efforts get dropped entirely or slighted into inconsequentiality. Another major reason is one person cannot command enough attention from each consulted party to get the best or most or a lot of good relevant information about an issue that is inside people. Why not just have a standard process that parties to an issue go through to get it solved? Many businesses have problem solving teams that spend months collecting data, following steps in a standard solving process, and making story-board presentations to authorities for go ahead on proposed solutions. A major flaw in such process solutions is their length in time. They take months, sometimes 18 or more months. Some issues involve speedy trends or short windows of opportunity. These require fast solutions, not drawn out ones. Another problem with process solving is teams simply cannot function if they contain the 50 or more stakeholders, experts, authorities needed for a full solution. Teams that size become unwieldy and their solutions are aimed more at shucking cumbersome team dynamics than organizational problems. In sum, workouts are very fast yet assemble vast repertoires of needed ingredients for good lasting solutions. It is this combination of speed and vastness of assembly that makes them superior to single manager and standard solving team processes. The above analysis represents the problem solving viewpoint on managing by events. It represents it with one tiny example, GE’s Workouts, omitting vast other formats of using events to solve problems, presented later in this paper. Here, my point is this--there are a great many viewpoints that reveal forces pushing organizations and people these days towards more and more execution of managing, leading, producing, selling, deciding, and other work functions in event form. This paper tries to map out some of the large diversity and scope of these forces, while putting them in some order, revealing abstract needs for, supports for, and consequences of managing by events.

A 30 Year Old Example of What We are Heading to In Our Near Future.

30 years ago 2000 people were gathered together for 30 consecutive days of 12 hours a day of work in 200 simultaneous workshops. The intermediate results of each day’s workshops were printed at night and copies distributed to all 2000 people at breakfast the next day-approximately 400 pages a day times 2000 people receiving them. These 1,000,000 pages a day of intermediate results were printed on donated machines in the showroom of the A.B. Dick company. Also, all workshop leaders, at night, evaluated the results of their workshop, the procedures of their workshop, and the quality of participation of each person in their workshops, and used results of that to tune the proposed results, procedures, participation roles for the next day’s workshops. The results of this Research Assembly event included a model of social processes, found in all societies and a basis for analyzing proposed changes and improvements in societies, used later in this paper to help us design effective event types. Teams wandered from workshop to workshop group, randomly, each day: minstrel teams singing newly composed songs based on themes of the event, comedy teams poking fun at the pomposities and exaggerations of the event and its leaders, poetry teams coaching workshop groups into composing poems about the self transformation and self revisioning they were experiencing while workshopping, and others. Each Friday night, a secret team selected from all workshop groups, put on a 2 hour audience-participation cabaret-of-many arts performance, highlighting the transformations achieved each week by the workshops, all the arts of which the secret team had composed during the week.

Brief Origin and History of Managing by Events. The founder of the Ecumenical Institute, in the late 1950s took his partners on a global tour looking for vibrant communities that could serve as models of dynamics to restore to attenuated community dynamics in industrial societies. They found in Japan the most complete set of community dynamics consonant with industrial development but not yet overwhelmed by or subservient to development. Among those dynamics were “work days” such a professors proctoring college entrance exams, “corporate vacation events” scripted to the last 5 minutes of detail with all employees assigned to choreographed sequences of interactions and activities, and “corporate initiation training weeks” where new recruits to a company were put through Buddhist spiritual exercises, military maneuver and teamwork exercises, new technology training exercises, and customer service and contact exercises to prepare them for employ. These Japanese events were thoroughly scripted, often led by not-yet leaders backed up by top leader visits, weaving rational, emotive, and interactional goals and activities, and involving many groups working in parallel applying different viewpoints, methods, or techniques to a problem. These Japanese models were distilled into a number of Managing by Event types within the work of the Ecumenical Institute, including 3 day, usually weekend, Problem Solving Units, 30 day Research Assemblies, and one day Work Days and Participatory Town Meetings. Participants in these Ecumenical Institute events, from General Electric, modified them into the famous GE Workouts two decades later. The author of this paper, fifteen years before these GE workouts, extended the variety of event types beyond past practices and extended the structural cognition tools and models used in workshop procedures, setting up events in Japanese towns, corporations, major US corporations (General Motors, EDS, , N. V. Philips, Coopers & Lybrand, and Xerox, see Greene, 1990) and in University of Chicago, Graduate School of Business classes. The present article is the first published summary of these extensions. An earlier chapter (Greene, 1993) covered the basic concept and elementary design principles of the first events at EI, GE, and the University of Chicago. There is a broader perspective, however, that sees constitutional conventions, throughout history, as the first Managing by Events style events. That is because constitutional conventions alone had the careful selection and preparation of representative participants, stakeholders, combined with procedures designed to mesh those diverse interests and the overt goal, during the convention, of inventing what was utterly new in history. Constitutional conventions were places where liberated people got to the point of freedom (using Hannah Arendt’s meaning

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

of the term “freedom”), where better-than-planned results emerge during intense interaction of liberated people committed to go beyond all past practice and speak to all times via inventing something utterly new. As a result the dynamics of social revolution are basic to all Managing by Events events. A model of such dynamics, commonly used in such events is presented immediately below. The basic transformation theme of any event gets embedded fractally in all size scales of the event--this is one of the design principles of Managing by Events style events. The social revolution process below is one set of such transformation steps that commonly is fractally embedded thusly.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Normalization of New Liberation Seeking institutionalizing continual search for further similar revisions of past

Self Editing of Strained Analogies overweening analogous wanted changes found & debunked editing own ideas

liquefying society 64

Inviting Liberation from Your Just Created Novelty monitoring of effectiveness of institutionalizing of continual monitoring & countering

New Orthodoxy I Write History Establishment institutionalizing writing history continual moni- ourselves toring & countering of erosion forces I guess people like ossification

Emergent Divinity

Inspiring Emulations

living archetypes

replicated liberation & freedom

olympian destiny

61 SEEING WITH NEW EYES Novelty as Door Not Content the new as it first appears may only be tip of iceberg of further novelty pull the string and a new sun appears

investigating each possible such liberation spot

the past

suddenly people must stay awake during meetings

“what was I revolting that all the time” about” 55

measuring countering COUNTER 56 INTERfragility of eroding powers PRETIVE 51 COUNTER the new of the past COOPERATION 52 OFFENSE ASSIMIUNFATHOMED Baby Care LATION MISFIT FORGETTING Distinguishing Ecosystems Breaking Emotions Breaking InterDisrupted Interpersonal Disrupted Organization Dependencies RISKS OF Dependencies ASSIMILATION the past the new BIRTH THREATS the new the past assimilates counters counters all assimilates the new procedurally all institutional personal habits new institutionally the old things are autoarrangements matic old things are easy the old church beside the cell phone store

powers that be besides themselves

to do

45 POWERLESS PAST Loyality Switch by Bystander Masses hints of entire systems crumbling

46 DAILY TOTAL RELEVANCE Resistence Becomes Conquest the miracle of victories

one pillar pulled and the entire ediface tumbles

becomes archway into a new world

the rat rejects its

the road never before taken

13 NECESSITY FOR ME Letting Go of All Provisos & Excuses utter despair at continuing, having a life, as at present caught in the headlights

the outrageous is my normalcy

choosing my destiny, so this is my battleground

9 Discovering 14 HAVING Liberty UNSEEABLE SHEER VICTORY Stopping EXISTENCE Letting Go Existence Nothingness of Self & Mortality Embraced as Better World something CONSCIOUSNESS absolute end of road fundamental in who you are or of existing system/you what the world is, Alice falls thru the is at fault rabbit hole into house of mirrors

a bull’s eye on my forehead

10 DEFINING MYSELF Anihilation of All Partial Responses tipping point releases systemwide avalanches the butterfly flaps one wing

drawing five jacks

1 STUBBORN REALITY

quicksand, every

not even close, miss by a mile

move sinks me deeper

2 FAILURE OF ENTIRE SELF

5 AT LIMIT OF TOLERANCE

6 BEYOND TOLERANCE

haven “send me your 43 huddled masses” NEW Replicating RECRUITS Your Selves Novelty’s Generosity A WORLD OF LIBERATIONS exported hope limitless sympathy

people everywhere seeing possibility

where there was none

seeing all those others trapped in their selves and lives

41 Global & 42 Historical POSSIBILITY FOR INVITING Dreams OTHERS ALL OTHERS Local Globality Instructionless Global Last Straw Generation Plurality Instructing unity of mankind MIRACLE my life experienced in vision of becomes teaching shared the slammed door new future the garbageman professor

eyes lighting up with hope worldwide

drama representativeness 35 39 “see what is “show the way” I LEAD 40 happening there” SURPRISED I AM THE BY Whistle Points VICTORY THEWAY Most Individual WORLD becomes Globalization Found All Responses TransformInventions ational Most Social of Local Acts Identity GLOBAL possibilities GLOBAL POSSIBILITY for everyone VISIBILITY the now changed by new personal, root for the underdog unimaginedtactics group, mankind what we do here unhead of acts, identities discovered and now applied at unheard

if I were to live for 1000 years...

of places

34 RADICAL IMPROVISATION

32 SUPRISED BY HAPPINESS Settling for Unsettledness abandonment of personal lifestyle goals

a cityscape made of tightropes

29 ESCAPE FROM LIFESTYLES Living in Visions making & keeping promises to each other building houses with words

the hut is really a castle

31 THESE BEGINNINGS ARE ENDINGS Happily Unhappy immolation of daily happinesses

work as one long party

changing the definition of humanness

37 I AM THIS FUTURE

38 I LIBERATE EVERYONE

game done with inventions

emergence of 28 27 SURPRISED power from ENACTING nothing BY THE NEW POWER The Promise NOVELTY Projecting Land Investing All Self, New Designs Time, Past PROMISE work to POWER fashion labor to create really new acts and speech to vision and realize realize new vision it fashioning holes in sweating inventions

30 RELEASED Obeying FROM PRIVATE Freedom HAPPINESS Spawning Rethinking Surprise All Natality refusal of past inside PEACE selves in own operations reflective garbage disposal

emergence 20 19 POSSESSING of colleagues BEYOND ONLY HONOR Wealth of the EXCUSES Unemcumbered Saved by Not Yet Thought Dire Threat fighting SURVIVAL COMMUNITY imagining for survivaltogether alternative worlds & institutions together eleven fingers in the dike

continually remaking “I” not inheriting it

Victory Realized Power from Honor Lauch Initiatives Handle Consequences realization that emergence of colleague interactions new power beyond risk-filled action already are your planned or to realize novelty new envisioned envisioned powers pullingbottom cards world the story retelling from a house of cards

emergence of public forms of happiness Completely Expended Life “flow” PIONEEER HAPPINESS

another world

last straw death 7 8 4 sentence 3 COLLAPSE COMMIT THIS I AM MY OF THE TO LIFE IS ENEMY UNKNOWN OLD SELF Absurd OVER Limitless Mind as Inadequacy Inevitability Forced to Turning Point Forced to of Despair Change Radical Repeated Totalizing Labor repeated DESPAIR exhaustion saturation HOMELESS Change of all you do blocking super saturation and know end of the road or failure

44 MY STORY COPIOUSLY COPIED Demonstrating Possibility

36 ENTIRE OLD WAY UNDERMINED David vs. Goliath the unfair fight

CREATION 54 COUNTER POWER 33 53 PERSONAL 49 50 COUNTER PROCESS Steps of Self & AGAINST INSTITUTIONAL RELATIONSHIPS INSTITUTIONAL ASSIMILAALL Social Change ODDS MISFIT ASSIMILATION TION MISFIT Invention Forcing Plural Uniqueness Confirmationlessness Meeting the Beyond Death of Onslaught All the Old Dreams the whole world start of war of discovery of Ways sudden liberation emergence other liberated as enemy refused of a new they just don’t get ones with friends like you compropublic the point utterly alone together, who needs enemies mises & threats form of happiness simultaneous discovery 16 cheese act of FINDING entry to no 15 rebellion 11 12 ANOTHER man’s land FIGHTING WANTING LIBERATED WANTING ALL ONE VICTORY Inventing CHALLENGE Impossible Standing Your Self The Forcing Task Practically Optimism of Against Response Impractical Hopelessness the act of UNCERTAINTY courage THE BREAK utter loneliness hopeless odds of saying “no” burned bridges

volunteer army

spawned everywhere

the past

Defending 58 62 57 ANALOGOUS the Future MONITOR COUNTER LIBERATIONS EROSIONS EROSIONS Conserving Breaking Agreement Liberality Breaking Disrupted Immortality Mindlessness Misinterpretations assimilates passage the past the new is CARE the new into plural not well of time causes the past framedefined enough to forgetting of “last diverse of interpretation be consensed on straw” violations works “oh we used to do

immigration

baby revolutions

me write it

48 self criticism 59 acting to revise fame acting to 63 WRITING 60 INSTIold in light SPOTTING MONITOR protect the TUTION- HISTORY “the audience SEEKING the 47 the unborn AVATAR ANALOGOUS of the new WITH of OVER- INSTITU- new from the old ALIZE and ancestors” DEEDS WEENING EXISTENCE LIBERATIONS Back to Zero TIONALIZING Socializing COUNTERING Humanity’s Pioneering Perusing Surveying Erosion Transformation Erosions Status from Drama Other Watches Possible Blocked Transform HISTORICI- Normalcy Possible OLD PARADIGM Liberations set up Contribution NEW PARADIGM ZATION Liberations REPLACED finding monitor- ESTABLISHED seeing the beyond OF PERSONS completely analogous ing of entire past differ- parts of the past erosion counter particular past hierarchy relevant daily lives ently from new needing analogous specific erosion actions types my privacy publicized new monkeys, new viewpoint liberations keeping watch on blocking and tackling bananas poking society looking for soft spots

Training the World

living fantasy

25 CAPTIVATED BY POSSIBILITY OF NEW NOVELTY Perceiving Emergents struggle to see and preserve what emerges

in this haystack there is a needle, I believe

being

26 FASHIONING THE NEW NOVELTY Insights as Doors Not Contents emergence of solutions better than imagined or planned ones my ideas are birth leavings of the real ideas

24 emergence 23 SEPARATING of novelty SURPRISED NOVELTY BY FROM CHAFF From Trying NOVELTY Unemcumbered to Trying Handling Actions Essentials MICRO with INSTITUTION Innovations novel DEVELOPMENT focus from intents & means attempted survival struggles bricolage

a boat made of balloons

18 21 22 17 VISION BEYOND LIVING SHEER SURVIVING TOUGH TOUGHNESS & EXPERIMENT EXPERIMENTALLY TOGETHERNESS THE PAST

Copyright 2003 by Richard Tabor Greene, All Rights Reserved, US Government Registered

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

A Model of Relevant Viewpoints This paper presents a number of models of event types that effectively execute various management, leadership, work, and invention functions--types of events, design of

Viewpoints Revealing Forces Moving Us Towards Managing by Events Managing by Events

Needs for & Benefits of Events

Tools for Effective Events

Cultures of Change

Psychology of Being Together

Diverse Diversities to Leverage

Re-Engineering

Orthogonal Disciplines

Economic

Just-in-Time Managing

Structural Cognition

Solution Culture

Performance

Impact Research

New Materials for Doing Work Functions

Educatedness

Politic

Social Computation

Mind Extension

Anthropology of Technologies, Products, & Markets

Influence

Theory Power

Cognitive Technologies

Effectiveness

Cultic

Organizational Learning

Social Simulation

Quality Globalizations

Leadership

Tasks of Successful Global Assignments

New Assumptions

Diversity

Social Change

Social Indexing

Social Virtuality

Viral Change

Polis

Art Purposes

Total Quality and Global Quality

Complexity

Social Expansion

Venture Cluster

Social Neural Nets

Self Development

Social Taguchi

Dimensions of Culture

Fundamental Processes Architecture

Systems Effects

Social Depth

Organizational Neurosis

Social Automata

Social Process Models

Presentation by Environment

The Insight & Other Creativity Processes & Models

Process Components

Career Dynamics

events, dynamics of events being held, tuning the social automata in events. It also presents 42 diverse theories or viewpoints, each of which shows forces pushing us towards executing more and more work functions in event form. These diverse viewpoints are presented first, below, as they specify and constrain the events and what the events do. Within those constraints, how to operate effectively, is suggested by the models that follow of effective types of events and event use.

Needs for and Benefits from Events The Just-in-Time Managing Viewpoint Just-in-Time theory attacks inventories. They cause over-shooting and under-shooting by hiding the actual state of and determinants of a work process and its outcomes. By stripping waste, then inventories from a process, Just-in-Time reveals the true state and determinants of that state of the process. When this is physical inventories, hiding unreliable work process steps, made unreliable from common causes and/or special causes of variation (fixed by Statistical Process Control standard problem solving processes directed at “root” causes), the over-shooting and under-shooting of process targets of the past is eliminated. When this is managers, as a social inventory--a designated social class of people with a monopoly on directing work--excess managing (to look managerial and justify perks) and under-managing (failure to deliver the managing function needed, where needed, when needed, in the amount needed due to ignorance of the state of work or of capabilities appliable to it) get eliminated. Just-in-Time seems to be about inventories and their expense, but it actually ends up revealing over-managing and under-managing, raising serious questions about our traditions of choosing to use a fixed inventory of special people--managers--as our means of delivering managing functions to work processes. Certain types of events--mass workshop events based on parallel workshop groups each executing protocols of doing some function obtained from people world best at doing that function--are a primary alternative way to deliver managing functions to any workforce. They are faster, cheaper, more accurate, and more precise than using a fixed inventory of “managers” to deliver the same functions. This is the Just-in-Time Management viewpoint pointing out events as an alternative way to deliver managing functions to workforces that avoids the expense, the over-shooting and under-shooting of special social classes of people as a way to deliver the same functions. Note this viewpoint requires some model of the functions most basic to great leading and managing. That model, published elsewhere, is copied below for perusal.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Design, Focus, & Produce Events

Contact & Research Events

Leaders organize for get- Leaders organize entire ting more and more crea- workforces into short tive work types done via intense workshop events wherein all customers get mass workshop events surveyed or so everyone’s all competitor creativity gets products get called for and analyzed. applied. Leaders get more &

Eventize Functions

Work & Know Events

more functions done via creative intense fast events overtime.

Play & Invent Events

manage all as social automaton

Exploit Non-linear Dynamics:

Leaders set up social auto- butterfly, avalanche, tipping points, matons, set up reflexivity attractors, 1st mover systems in them, tune advantage, increasing returns to scale their interactions, then Leaders manage self prune when wanted emerging deeds, or better results processes, and emerge. initiatives.

Diversity Combinatorics

Leaders cultivate capabilities far beheighten yond what is now isolation & needed so unexpected nonconformity futures can help.

errors crises

Creative Functions

Transformation Dynamics

Creation Dynamics

technology waves expand scale & scope of opportunity timing improvements

Leaders examine each Leaders overcome the costs of the talents of their new technology and new opportunity carefully for own self, era, partners, nations, gender, profession what new potential it offers the organization and operate Identify & Handle to find a better beyond their Non-routine Things mission or do its confines and Leaders routinely old mission better routines. handle all things heighten that bust up the collaborators combination routines of subordi- competitors & interfaces nates.

Leaders cultivate unique Leaders extract mental Leaders combine unique unusual capability deveprotocols from people cultivated capabilities at lopment via kinds of isoworld best at something times, inventing powerful lation and supporting of interfaces between them then engage entire worktypes of non-conforces in mass so invention results. formity. workshop events doing certain functions. Leaders surprise movement multiple framework insight everyone via subcreations extinction & dynamic balancing process transforming replacement Leaders introduce multiLeaders seek unwitting strategic landscapes. Leaders alternate conformities and assumpdiverse new frameworks engagement with detach- Leaders get as much tions about how work is by which to evaluate and ment, on successive change as any one movedone and encourage steer initiatives, making indexes of partial failures ment can get, then shut it visible past omissions and themselves and others and solutions down and to invent unsystemic weaktill insight “ava- launch a new likely new nesses part of lanches” appear one, forcing ways of work in leaders & others implementation. Leaders select how past culture. Leaders surprise subordinates/bosses their organization movement problem and competitors by darwinian measure building: needs to transform invention & measures, dynamics then accomplish that finding inventing not decision, propagation following. new workway, Leaders change how implement Leaders find opportunity Leaders foster diverse Leaders elicit volunteers “goodness” is measured gaps, find points of lever- types of variation, unusorganizing to more stringent meaage, change how situations ual combinations of varthem into local sures, then propagate are measured/represented, iants, careful selection of chapters to these throughout entire and change logics applied unlikely combinations, drive overall organizations, changing to choose the best mission and reproduction of winchanges. self imagery throughout. ning selections. for their organization. Leaders select certain massive, boring, work types or info analysis types and organize mass workshop events wherein thousands do in days what took staffs months/years.

neuroses: era, self, other, nation, gender, profession

Leaders identify errors and crises and handle them, even when others delay response not wanting normal routines broken.

Leaders identify competitors and collaborators and handle them, even newly emergent ones that disrupt plans and strategies.

decision process design & benchmarking

resource disciplining

resource appraisal

establish

Leaders continually improve how subordinates continually improve how work is done.

Leaders establish bureaus, processes, events, and ventures needed to do the organization’s mission.

Leader improve what customers require and how to meet that.

balance them

improve

Leaders get subordinates to continually improve how bureaus, processes, events, and ventures succeed in meeting what customer require and evolving that upwards.

influence forces evolving them

Leaders find what supLeaders find what pliers and competitors leaders and subordinates require if org mission is require in order for the to be done and arrange to organization mission to be meet those done and arrange requirements to meet those continually requirements better Leaders detect and continually better.

Leaders learn how to Leaders decide when to influence forces that tilt toward better detection cause what customers of customer needs or require and what new better capabicapabilities Match lity of processes Customer processes may Requirements & to meet such have to evolve. Process needs. Capabilities

of customers

detect & track

Detect & Satisfy Voices

satisfy requirements of process of 4 voices. Leaders find Leaders find what processes what satisfies lack in terms of and dissatisfies customers capability to produce what and arrange to increase satisfies customers and customer arrange continual improvesatisfaction ment in them till customers continually are satisfied continually better.

Basic Leadership Functions

emergent decision recognition

improvements

Leaders gradually expand Leaders get subordinates the scope and scale of to incorporate past improcontinual improvements vements as normal routine till continual so improvements invention reBureau, Process, are not lost or places mere Event, Venture forgotten in improvement. Improvement time.

Quality Functions

of suppliers & of leaders & collaborators subordinates

maintain & normalize

Leaders develop process capabilities till they allow outputs to satisfy customers

Leaders detect what customer require and what processes must be capable of to meet those customer requirements and track changes in them.

preserve thru operations & build capability

Leaders preserve priority to customer requirements thru operations and build process capabilities to meet them.

select or create an possible appropriate mission; future realization find & configure management resources so as to do that mission

possible future avoidance inter-organizational coalitions among management spin-offs process & event Leaders develop the ability capability development Leaders turn bureaucracies Leaders Leaders intervene to Leaders set environments Leaders invent a disciof all around them to avoid Leaders build process into coalitions of highly up coaxing groups to make plined process of deciding reward, punish, fix, stop, appraise how possible negative futures; different spin-off ventures capabilities of processes change particular uses of well each certain decisions and they and compare it actively they invest in making the Leaders develop ability shared across organizatn. so emergent coalitions resource is obtained and resources as appraisal monitor as unexpected with how better others organization coalition of all around them to become org.n lines, so groups deployed to do decisions make decisions, work indicates nimble enough of firms win Technology, Timing, form more than the mission, how reach attractive Product/customer, need for emerge unexseeking continVisibility, to side-step Innovation, possible futures. designed bureaus. reliably togepeople, money, well people use Standards, Surprise Leaders accept pectedly. ual improvement. change. unwanted info, product, ther. Collaboration, Management Venture problems, crises, market position each resource. futures. Development Leaders make all (capital & industry), opportunity, problems reality trend spotting, Leaders use their appearance optimizing distinguish goofs, around them into strategy execution seeking and turn them into management choosing, needed/ management highly visible organization to Leaders influence novelty for direction and choice. solutions; unneeded applying, & manage many others. solutions various flows. real surprises to others. important/ seeking generating performance Leaders manage so all unimportant problems Leaders create incentives Leaders manage so all in Leaders select which Leaders choose which yours/others’ Leaders opportunistically appear successful to Leaders invest into turning controlling how people, reality succeed around people, capital sources, trends/risks to pursue or find problems for solutions Leaders turn most probvarious constituencies; novelties into reliable new them; and, leaders spot info, products, etc. to use capital, info, etc. are used invent, matching competi- performance platforms so they already know and lems/crises into small and, leaders spot strictly and developed, often realities not matched by and manage their use and tors at times but vice versa, find normal irritants, so that where appearance belies costs of poor quality do not giving public recognition appearances and flow thru the investing in sursolutions for people can focus on root reality, forcing reality to undermine innovations when resources are used force upgrading organization and prises always. problems they issues determining vital catch up. achieved. well. of appearance. mission. already know. outcomes. Leaders make Leaders focus all around them time trade-offs organize trade-offs succeed or they Leaders manage the relaLeaders reserves key resources to do Leaders assign other Leaders assign Leaders balance job, lifeLeaders must remove them. Leaders turn all tive amount of success & missions. functions to new ventures other functions work, profession, hobby overcome rumor, functions for themselves into leaders by steering and delegate others to that they set up so a new Leaders manage the costs sacrifice/investment per fear, competitor sniping, to particular events, with and self, social, intellect, each person into his\her period of time so that both particular others, ultimately idea can have total new and benefits of current and like chaos-inducing some events combining career types of developmt. strengths and growing turning followers into focus and culture backing people from multiple focuses versus what focus short term success and messages via powerful and design vs. emergent, each where they long term are leaders themit up, turning omits so that speeches and organizations expected vs. Investor, achieved. Self, Peer, have weaknesses errors are selves. it into a new Profession, messages coand others are realized results Subordinate, Competitor, business or survivable herently focus- Leaders become mass workshop are balanced. Collaborator, Leaders structure Boss agency. not fatal. sing people. style events. Regulator there throughout an Management all resources so Management organization enough Leaders make all expectation/ Leaders teach all capability goals can be set and to create the culture develop/ yield stakeholders all around them in hiermet and how they trade-off costs of Leaders recruit, trade-offs exploit in which others work persuade, archies succeed. are met gets improved. their needs/requirements. trade-offs develop, or negotiate, get rid of all 4 role types, Leaders manage the exinfluence, Leaders build separate Leaders balance the deveLeaders assign func- Leaders assign other Leaders give their people and organizations a sense insuring that those that broker pectations of all stakecultures & communities lopment of new capability tions to bureaus they functions to particular of going somewhere, so Leaders develop their own stay can all be made to be among each of the 4 role holders and manage the and the exploitation/use create organized in processes, sources of authority via sometimes all can prioritize and successful personally and types, fixing incompatibiyields to all stakeholders of such capability, so that persuading, negotiating, hierarchies forming stretching across organi- focus; the appearance of can all be made to do the lities among them or miti- using to advantage loopcurrent successes are not influence, and brokering focus is often enough, mission successfully. bureaucracies. Bureaus zation boundaries, gating excess competition holes in regulations that bought by future disasters. among employees/stakeactual focus not needed. define strategic chances. repreamong them. always holders.

Flows

Decisions

resource incenting

resource selection

Stakeholder Functions

Influence Functions

ventures

events

communication

dimensional creativity

talent/fault spot &use/fix

Presence

Structure

bureaus

delegation

processes direction

authority

flows

community building

Copyright 2003 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Social Computation Viewpoint Social computation theory sees machine computers, social computers, and biologic computers mutually inspiring each other, inside human minds, so that new machine computers reveal to people social computer types they never recognized before and biologic ones ignored before, which such newly recognized social and biologic ones, in turn, inspire invention of new forms of machine computation. Among all this is ways to organize and use human beings as if they were arrays of human “computers”. This is machine forms of computation inspiring new ways to organize and use human beings, as if they were processors in parallel arrays. Departments string out processes as documents or messages travel from one desk or office to another over a period of hours or weeks, interrupted by individual filing habits, personnel changes, vacations and the like. Process management speeds up the work, often using work coordination software tools across intranets and the internet. However, processes can extend across days and weeks to, and often do. Events, however, if they assemble lots of people simply are too expensive and visible to extend across anything more than a month, in practical reality. One month is largely the practical length limit of any one designed event. Beyond a month, getting people to participate becomes nearly impossible. Departments are subdivided by function, some people doing one function, others doing another function. This comes from using people as if they were machines. The result is jobs that cause people to spend 8 hours a day doing one function over and over, with boredom, lack of learning, demoralization, and other less than beneficent effects. Processes are subdivided by roles, some people performing a few roles and others performing a different few roles. The result is people learning most of the role in their process or a good fraction of such roles, those available at one physical site where they work. This uses people as if they were sophisticated machines or even responsible people, responsible for multi-tasking among various roles appropriately as other things in the process require. Events are subdivided in all sorts of ways--by talent, interest, relationship, function, result, tool, budget, and others. People usually get assigned to a talent-role, one they can do better than others, and a stretch-role, one they cannot now do well but one they would benefit from learning now. Each of these two can be assigned to any of the various subdivision types in the event. The result is people contribute and grow in each event they participate in. Participate in a few years of such events, and you get, as output, a large body of people each master of a large number of new skills and areas of the company’s work. It is not just individuals thusly doing work faster in event form and thusly developing new skills in events. Groups also get assigned roles in these events, roles that use their talents and others that call for them to develop new talents. The social computation viewpoint highlighting events as a faster way to do work functions than departments and processes with greater growth and learning than departments and processes achieve for their subgroups and individual members.

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

BIOLOGICAL COMPUTATION

ms rith e lgo nc n a lige ms ta kia tel ste ma arc al in cosy uto lam ifici e e ga art war cin e r an” oft odu wa esm ing s l epr soft sal r ura mm g” elf ing n s i nat gra vel liv pro tra life “ i al A “ ions ific DNsolut ons art uti al vol se mic ers ts a ind chemput ugh of m co tho ty e s i l e s soc lev ng ene ion pi NA g er life s ect ap nes sel ne sw A/D -wat ous n N sci n ge on-R arbo c on ctio n -c e s on sel gi e n ral i ol o eb u nat

alte

t rna

in str troje hu uctu ction al l ma ra em ife l/fr /exoj ma n e r g e civ t c e i r n o act ect a iliz nce ter nk g/kin logy al co ion atio of gn rit n s itio o divurplu ry n em ers s p on t erg ity rod o ge enc par uct nes am ion e fr is soc ete sel actal i al r cel f org gro ani &anim l ty w a ma a ls pe niza th l so t “ a att ion cie ec rac ty evont hi evo osyst l tor l lvi m lut em n s” m o i on suc echg co ve “ nic cess ani ord dec ava he e ion sms inat ision ion s” lan volu che tio eve n nts

Nature

SELF EMERGING POLICIES

G IN Y M OR GA HE T

N IO T LA RY U M O SI HE T

POLICY TAMPERING

GENERAL EMPIRICAL

COMPUTATIONAL

SYSTEMS SURPRISE THEORY

EVOLUTIONARY ENGINEERING POLICY ECOLOGIES

SOCIAL COMPUTATION

manage by movement manage by events global quality computational social cellular automata process sociality planetary open net internetting virtual planetary planetary real-time net society

Society

social virtuality one group as 30 groups simultaneous plural leadership regimes

VIRTUALIZATION THEORY

trib

de v s e el o l f pm ent

Page 6;

POLICY SPACES

cellular automata blackboard architectures social computation simulating societies electronic democracy

intelligent agents: robot societies MACHINE processware: self emerging org.n COMPUTATION cyberspaces multimedia ubiquitous PANs personal area nets computing badging

virtual realities

A Categorical Model of General Empirical Computational Systems from Greene, General Empirical Computation, 1998

Computers

Page 7;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Mass Solving Model of Creativity Ultimate Concerns:

Deployment Aspects:

Meta-Cognition:

root factors distributed factors expand solution culture bottom up aglomeration evolve from waste causes top-bottom alliance vs. middle

bottom up aglomeration peer-to-peer leader-to-follower factionalized idea markets dialectical solving role distribution

step redeployment step transition invites criteria evolution solving community extension unrutting a solving community

Finding

Processes

Cause

Solution

Implementation

Impact

Effect

Error

Normalization

model

model

model

model

model

model

model

model

key steps

key steps

key steps

key steps

key steps

key steps

key steps

key steps

qual anal.

qual anal.

qual anal.

qual anal.

qual anal.

qual anal.

qual anal.

qual anal.

quant. anal.

quant. anal.

quant. anal.

quant. anal.

quant. anal.

quant. anal.

quant. anal.

quant. anal.

prioritize

prioritize

prioritize

prioritize

prioritize

prioritize

prioritize

prioritize

storyboard

storyboard

storyboard

storyboard

storyboard

storyboard

storyboard

storyboard

tool generation 1: vision tool generation 2: mobilization tool generation 3: productivity tool generation 4: alignment tool generation 5: requirements

Problem

shared intuitions discovery unshared success criteria other’s next step discovery others have your next step envy & competition dynamics “being first” as distortion history evolution of credit

Individual Solving Emotions:

Creation

total quality as fix of Japanese management weaknesses democratizing thought line centered organization ideal Implicit Social Critique:

The Organizational Learning Viewpoint Organizations learn in the form of changing routines, repeated processes, as a result of experiences many or a select few of their members undergo. A series of efforts fail and several people, in a key work process, conclude, somewhat independently of each other, that the third step of that process in the future had better include John (representing a certain kind of knowledge), for example. Thousands of employees read the newspaper and follow with interest troubles a key competitor company is having with the law. They go to work everyday making sure their own firm does not repeat those troubles by checking actively whether their own company has the same legal exposures that hurt the competitor firm, for another example. It is not that each of those thousands of employees does this checking actively, but that some encourage it, some approve it, some prepare for it, some follow it up, and, of course, some actually do the checking required. Expert system builders at the end of the last century went all over large companies finding scattered knowledge that, if concentrated in an expert system piece of software, could be used well by people and, also finding concentrated knowledge that if distributed in the form of dozens of scattered expert systems, could be used well by people. They found, however, that most over-scatterings of knowledge and most over-concentrations of it could not be cost-effectively addressed by software systems of the expert systems sort. This large agenda of needed redeployments of knowledge, that could not be handled well by expert systems software, was created by expert systems experts traipsing all over large organizations. It formed, however, the basis of the knowledge management trend, in which other forms of software, like work coordination systems, intranets, cellular machine to machine devices, and certain new social arrangements, such as special processes and events, were used to fix knowledge deployment faults. Events accelerate organizational learning in two ways. First, events bring together scattered people and their knowledge. Second, events distribute people and knowledge that is developed or deployed within the event itself. Organizational learning requires various types of events as primary tools for concentrating scattered knowledge and distributing concentrated knowledge. Research has found 64 basic ways that organizations learn. A model of these ways is very useful in designing and managing the event of Managing by Events and is presented below. Not only can organizations assess themselves along the model’s 64 dimensions but each workgroup in a mass workshop event can specialize in one of the 64 and apply it to accelerate the learning of that type done by the organization.

Page 8;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

create method institutionalization markets

create problem finding collaboration markets

Manage

Organization Mind

create perception bid/offer markets

purpose by experiment

create solving collaboration markets

structure by experiment

process by experiment

from process step to failed attempts indexing

undo influence of past victories

Elaborate Indexes from name to role/task indexing

Organization Research

Organization Experiments policy by experiment

from failed attempts to partial solutions indexing

institutionalize plurification

Unlearn

from role/task to process step/event indexing

plurify values and viewpoints

update assumed facts

graft learning

Expanded Repertoires plurify knowledge sources

surface unconscious values

revise automated processes

exploration learning

vicarious learning

exploitation learning

research assemblies

Manage by Events work events

Content Evolution

Balance Learning

plurify process capability

cognitive algorithm cascade event sequences

counterproductivity effects

workouts and solving events escalating hidden feedbacks

Surface Feedbacks tragedy of the commons

64 Ways

delayed feedbacks

that

organization cognition management

SWAT organization forms

Organization Reflection capture crises as learning causal maps

deploy functions continually

compilation

possible futures search conference

role play

corporate cabaret events

Narration Events incidental encounter spaces

Experience Formation

Simulate Experience devil’s advocate red teams

gossip

Organizations Learn

JIT self configuring structures

Counter Neuroses counter personal neuroses

counter organization neuroses

computation

campaign

deployments

management

business hobbies

cellular workspaces

Social Computation standard cognitive tool sets

counter life neuroses

counter national neuroses

vertical horizontal cascade processes

legitimate discipline intensification peripheral participation exercises

Counter Roles crossing boundaries

Border Violation

Counter Rules coalition

interest

building

groupings

invent solution cultures

understudying leaders elsewhere propagate standards

Counter Norms fit espoused to enacted

fit technical to social

The Social Indexing Viewpoint If we ask anyone how many people they are acquainted with, for most societies, we find people know approximately 125 people somewhat, and about 25 people quite well. If we ask anyone, for that 25 person quite well group or for that 125 person acquaintance group, what the top three interests, needs, and capabilities are for each of the people in those groups, we find nearly everyone operates knowing less than 4% of such information correctly. There are exceptions. A few individuals know 40% or more of such information for everyone in their acquaintance group, and such people may have acquaintance groups of 200 or more persons. A few communities may have, on average, people in them knowing 14% or so of such information about other people in their community. This is also true for a few business organizations and government agencies. However, in general individual people and all their groups and organizations operate at about the 4% level of social indexing. When work coordination, intranets, and the internet came along, knowledge management people worked to use them to increase social indexing percentages, though usually this work was only indirect as no social indexing “before and after” measures were taken in relation to particular improvements and interventions. In fact the basic research on measuring social indexing degree and relating it to work conditions like morale, cooperation, and shared vision, and further, relating it to work outcomes like organization endurance, ability to hire the best and the brightest, and profitability has not been done as of this writing. Lots of casual unproven claims are made about this or that technology, this or that leader, this or that way of organizing people improving social indexing among people, but, since no one does valid and reliable measurement of social indexing as defined here, such claims are highly suspect. Events are primary vehicles for using social indexing that is there and increasing social indexing beyond the level already there. But what form of event increases what sort of social index? What form of event increases social indexing most? People have investigated getting people to climb rocks and do white water rafting together, expecting that such shared fate activities would increase social indexing. However, no such effects have ever been measured from interventions like this and a host of other expensive ones supposed to help. The model below of sources of entrepreneurship exhibits how social indexing generates entrepreneurs and how entrepreneurs socially index society, technology, needs, and markets.

Page 9;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

43

productizing side-effects Institutionalizing

Non-linearity Effects

41 pruning away 42 chaff from emergents tuning finding & interacting 44 populations using tipping points till avalanche

Structural Focal Points 35 dimensions 48 morphological 39 of difference forecasting analysis creativity dynamics inventing or 46 applied 45 bridging improving Idea processes better Manufacture organization gaps Righting Business Filling the 40 TRIZ Equation Imbalances Structural Holes moves of inventing or 34 new inventing 37 creating 38 gaps 33 revolutionizing customer satisfactions better finding or finding or following developing 47 bridging 40 bridging customers 36 suppliers better satisfaction gaps idea network gaps better

64 Causes/Sources of Entrepreneurship friends happen 56 want to work 63 escape male 52 revenge for 27 with someone being crushed monkey-like to fill key by exploitation venture hierarchy drive to be role set frustrated ownlordbossof or bio-informatics sharing by rejection of others extending dreams civilizing 50 own ideas 49 explosive research established 54 Personal 53 new Refusal to acceleration customer sets Chemistry wildernesses Salute Combining Substrate Parenting reject costs of Industries work to fund Evolution continuance of Invention conformities great 26 9 extending 10 61 re-embodying 62 25 communicating more of conversations love in a world established human fatheringthat erodes it mothering interfaces experience ideas that erotic haptic automobile baby ideas driving devices navigation stand up to automation past demons entire history societal 64 of the past & tradition upgrading 51 infrastructure 28 infrastructure replacing replacement minimal established 12 established 55 time staging industry sets technologies functions the polis drive the reject anonymity from show off 60 increase in 3 7 19 talent flowing 32 ideas flowing 23 personality organization size tool or 16 cost to to idea obliterations interface institutional drive to homes oblitehomes leave rations re-engineering DNA & computers disciplinary as the femininity as programs personal refounding of of productivity aspiration mark on every refounding 30 ideas resourced 29 reflecting 58 situation 57 technologies solving 1 plural 14 obliterations 13 generational Cluster on new culture’s competing Rule Refusal of Dynamics abstractions neuroses identities Discontinuity Anonymity authorities Combining funding flowing Combining Trend life & work drive for historic Technologies Cultures Slack 2 style to realizable Riding 6 audience of refounding 21 framework 22 viable idea 1 obliterations 5 turning 18 17 the unborn technologies repertoire marginality products styles at new expansion into size scales celluarity lifestyles nanofabrics pc printers niches make niches instancing rise in rise in cultivating 31 intellectual entooling equipping tribal wealth immigration productivity 15 popularity 59 technology 20 movements in entrepreneur 24 from constrained 8 changes 4 youthful creates ecosystem new substrates diasporas competitions divergence play time aspirations to unconstrained dynamics 11

Personal Motivations

Social Waves

Combinatorics

The Venture Cluster Viewpoint A way to refer to intense collections of venture technology businesses interacting densely in a single geographic area, like Silicon Valley, was needed. The term “venture cluster” was coined for this purpose. Cluster theory has described flows of ideas, people, careers, techniques, goals among firms, lubricated by a norm of non-selfish-ness (Route 128 in Boston lacked tolerance for losing ideas, people, careers, technologies, and goals to other firms in their cluster this way and so outstandingly under-performed Silicon Valley, California between 1980 and 2005). Cluster theory has described a laid back culture of tolerance and childish imagination lubricated by serious financial risk takers (the blue suits of East Coast culture unable to understand, manage, or match the T-shirts of West Coast culture). Cluster theory has described idea sex, person sex, career sex, technology sex, and goal sex occurring among cluster members as they flow. “Let a million combinations bloom” was the spirit that worked there. A new style of management was needed in such clusters, one that turned possibilities into products but one that was willing to totally redefine a venture’s market, product, and capabilities based on fast-changing panoramas of opportunity flowing past it in the cluster. You had to tune interactions and maintain poise while balancing extremely incompatible opportunities and approaches. Crunching numbers and marching like an MBA towards a goal merely turned you into a fool not into a multi-billionaire. Of course, when tech crashes happened, as they inevitably did, the East coast types got revenge by praising rigid hierarchy, uptight disciplines, and MBA financial rules (but careful observers noticed that securities law violations primarily were limited to Wall Street and firms influenced a lot by Wall Street). Firms are born in clusters as events. Events in clusters give birth to new firms. This link of event to firm and firm to event is another force for managing by events, of substantial interest and not inconsequential power. Not a few event types of Managing by Events, such as Invent Events and Venture Birth Events, formally copy, intensify, and accelerate the dynamics of “clusters” of technology ventures in places like Silicon Valley within the event itself as dynamics among competing workshop groups. To do this some formal model of cluster dynamics is necessary and one such commonly used model is provided immediately below.

Page 10;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Sunrise Model of Cluster Creation Spaces Combinatorium Engine: Competition Pressure

Organizations Combined

Domains/Fields Combined

(& supportive tax/investment laws) (& supportive patent/standards norms and law inventions)

Tuning Mechanisms: Event Pressure Lubricants: Information Pressure

Field/firm weave

Nationalities Combined (& supportive immigration laws)

Community Combinatorics Tuning

Events Databases Index: Publications Standard: Organizations Persons

Tuning Mechanisms: Event Pressure

(& supportive tax/investment laws)

Interfaces Persons/Ideas between Firms Product Alliances (Ideas seeking homes till they find one) Modularity Flows: Firms between Firms Scalings Inventions New domains between Firms Equity Markets Ideas between Fields/Practices “Ware” Cores (Re-invention Supports)

to the Edge of Chaos

Norms for People Stealing

People/Ideas Combined

Norms for Non-exploitive Complements to Founder Team Weaknesses Angel & Venture

Capital

Norms for University Idea Invention Funding

Norms for Funding Employee Venture Ideas

(Industry university collaboration)

The Organizational Neurosis Viewpoint Every talent or capability that a person or group has, is also a focus, the drawing of attention away from millions of things towards one or a few things. There are not talents or capabilities that are not foci in this sense. Therefore, all the important things omitted when attention is drawn towards somewhere for forming a particular talent or capability constitute, as it were, the cost of that talent and capability. All talents, all capabilities have these costs associated with them. An individual person’s neurosis and a group’s neurosis is their failure to see and admit such costs of their talents and capabilities. By denying that their talents and capabilities have real, powerful, costs sometimes greater than any benefits obtained from the exercise of the corresponding capabilities, they insure that sudden pleasant surprises usurp the good that their talents do or might do. Events by gathering together distributed things, partial things, into intense interactive short highly visible massive happenings, thereby magnify slight, subtle, and unadmitted things enough that they become visible to even people not given to subtle observation or sensitive self doubt. Events assemble the costs of organization talents while assembling those talents themselves. Events assemble individual person neuroses while assembling the individuals themselves. The result is costs of talents made visible and denial of those costs made visible, even to less discerning persons. Events are the primary way that individual and organization neuroses make themselves felt and visible enough to be admitted and dealt with, stopping eons of prior denial, perhaps.

Below one aspect of organizational neurosis--commonsense--is presented. The 21st century moved rapidly into biosense from what was mechanosense in the 20th century. That is in the 21st century, biologic ways of doing things were imagined superior and more interesting, more inspiring than mechanical ways of doing things. Organizations slow to realize this change in commonsense around them, unpleasant in various ways, not the least of which was difficulty hiring the best people, who found local organization commonsense incompatible with their own personal more biologic commonsense. Norms: Social Pressure

Tools for Effective Events

species

weave stabilities coevolutionary dynamics

symbiotic partnering parasite competing

The Structural Cognition Viewpoint

Population Ecologies

ubiquitous cellular workspaces

cyberwork: process events

groupware & virtual workplaces

Game Simulation Work Continuum

physical games

parallel work events

SWAT authority JIT manageSocial Event ment Computation Types agile alliancing research assemblies

food webs manage by balancing

social & system simulations

social games & social gaming

niche population evolution

The New

Commonsense

butterfly effect order diversity catastrophes patchings avalanches parameters Non-linear System Dynamics edge of chaos connectedness selforganizing

Biosense quality cabarets

problem finding & solving workouts

Emergence Replacing Design simulated social annealing

coordination marketization

finite social element analysis

attractors trajectories

co-evolutionary landscapes

biological simulated annealing

fuzzy logics Biological Parallelism Types

Lamarkian evolution social automata leadership

Social Parallelism Types

genetic competition

neural nets

Probably the primary criterion currently used to choose who can attend the world’s best colleges is structural cognition, the ability to apply ordinary cognitive operators not to single ideas but to structured patterns of several to dozens of ideas (in the same amount of time and with the same amount of quality that others achieve applying such operators only to single ideas). For example, in college entrance exams, all over the world, we give people several paragraphs on a topic and ask them which of several possible titles of the overall set or of single paragraphs would be “best”. This is asking people to identify the number of main points, their names, and how they are ordered in the paragraph or set, and factor out common ideas among those lower level points, making a name of what all of them are mutually “about”. Kintsch, van Dijk, and Meyer (Kintsch, ;van Dijk, ; Meyer, ;) among others have terms these counted, named, ordered points the “macrostructure” of any text. Ability to read “macrostructure” rather than a few isolated points in a passage is generally used to select people to attend the world best colleges. Structural cognition theory and methods, however, are nowhere taught in public schools or in core curricula of any college, strangely it must be said. Research organizations design standardized tests for college entrance but the theory and methods they use to devise these tests is nowhere taught to students. As a result, millions fail to get into good colleges, being taught lots of knowledge but not structural cognition.

Mass workshop events using ordinary folk non-structural cognition are nearly worthless. They become unwieldy opinion and argument exchanges where not degenerating connectioninto bigotry exchanges. Lowest common denominatorist ization abounds, with bad currency driving out good cursociality rency till only the loudest, least sensitive, narrowest, most unable to learn dominate discussions, driving participation by others to zero. It is absolutely essential that non-lowest common denominator methods of talk, perception, conception, argument, analysis supplant un-structural folk cognition. Structural cognition methods, inserted into every workshop group, allow discussions there, guided by such methods, to stretch ordinary mental habits, attitudes, capabilities, and certainties. Minds open, being required to operate not on one or two favored positions but on dozens of competing truths at once. Managing by Events mass workshops can only rise above lowest forms of bigotry if every workshop in them uses structural cognition methods beyond ordinary folk habits of mind. manage by events

Of all the viewpoints moving us towards managing by events, the structural cognition one is one of the most powerful and important in implication. The basic technology for mobilizing, managing, and using large numbers of employees or teams to do work formerly done by elite few’s is structural cognition, applying ordinary cognitive operators to, not single ideas, but ordered patterns of ideas. A number of structural cognition methods are central to workshop design and workshop interactions. Structural reading allows workshop groups to turn texts into ordered diagrams showing the number of main points, their names, and how they are ordered. Fractal Concept Modeling allows workshop groups to combine structural reading diagrams of diverse texts into regularized hierarchical categoric models fusing concepts across readings in orderly useful memorable patterns. One of the major deficits that weaken GE Workouts and their imitators is lack of a structural cognition technical base for workshop work and interaction. Throughout this article readers will find fractal concept models of many of the viewpoints moving us towards managing by events. This is no accident. For each viewpoint there are several comprehensive categorical models presenting a great variety of alternatives, theories, methods, concerns, dynamics. It is this ordered variety of diversity that allows design of many parallel workshops, by assigning different parts of a model to different workshop groups or by assigning all workshop groups to, in sequence, apply part of all of any of the comprehensive models shown here. This article has space limits that preclude showing all the models practically involved in designing the best Managing by Events, but enough are included to give readers a baseline feel for how structural cognition tools make possible types of events impossible to imagine, design, coordinate, or hold without such enablement. Below is a structural reading diagram of the Preface of J. S. Brown and Duguid’s book on The Social Life of Information. Imagine 200 participants of a one-week long research assembly, each bringing with them, the first day, completed such diagrams of five different books each of them was assigned to read as pre-work of the event. The two hundred times five diagrams each equals 1000 diagrams are collected and published in book form the first day, furnishing all participants with a succinct summary of 200 books worth of material in highly readable and appliable diagram form.

Page 11;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Commentary and Within Paragraph Interesting Points A parallel exists: 1) technologists pushing info systems, 2) investors pushing info stocks, 3) globalization pushing costly speed of change. Viewing the world without such enthusiasms--the contrarian investor--is a traditional corrective.

The lifestyle and workstyle of technologists generate, endorse, and deepen the illusions of info-centric viewing of the world. Tools of, by, and for Nerds.

Main Point of Every Paragraph

Groups

Info Systems Hide Social Resource The Info System Lie What Dependencies Information and information systems Information Systems what info focus hides--social context and ignore a periphery of social factors that Hide and Lack--Cerresources determine what the information means tain Social Resources example of talk--meaning caused by: appearance, age, accent, background, setting--clues that support or erode Social Context Determines Info Mean“Tunnel Vision” that Control What ing what is said Information Means and clues to context create meaning, not info Does cyberspace generates fraud and cons because information offers too few clues or message alone the information age has tunnel vision; its looks too straight ahead

tunnel design comes from information-only views; when more info equals less tunnel design makes technologies that bite back, that create as many problems as they solve

tunnel design underestimates it targets, it aims at surfaces of life This book’s authors are somewhat nerdy in their view of the bad we plead for attention to the stubbornness of things people fight for--for it hides resource people care about side-effects of nerd design breadth/narrowness of design issues not for designers alone

Possible causes of social supports needed for information tools and systems; 1) information is marginal, social institutions are central 2) people and institutions are just learning what to do with information systems so they still need lots of social supports 3) the virtual organization, paperless office, and agents are all going to happen just as the nerds envision them but delayed by three to four decades as was response to previous new technologies like the steam engine.

Super Supergroups

focus on info hides--context, background, history, common knowledge, social resources--which determine info’s meaning

well designed technologies fight back against tunnel design--example: tools that continue in spite of predictions of their demise--typewriters, hinged doors Tools resist new ways not only because they represent valued social resources but also because many people are not educated, opposing responses: tunnel viewers criticize dated relics, other cheer downfall of tunnel designs; 3rd approach: entooled, and funded to participate in the digital revolution--they learn from power of old tools = ask why they endure? hang onto what they have because they cannot afford better.

We are in a transition stage from one technology set to another (with a biological elimination of death soon to revolutionize even more of life).

Supergroups

overlooked resources in the social periphery: communities, organizations, institutions that frame human action--are omitted often from design resources tend to become so customary, automated we no longer notice them while new technologies get a lot of attention

Tools that Fail to Disappear Reveal Something some systems and tools resist modern replacements--why?

The Usefulness of Info Failures The world fights back against narrow info-centric tools and systems, and old tools stubbornly stay around, for a good reason perhaps. Why? “Tunnel Design”

What Old Tools Teach learn from stubborn old tools that refuse to die quietly Info is Surface, Meaning is Contextual Depth beneath surface of info designs are resources people care greatly for Overlooked Resources overlooked resources in the social periphery

Tools Depend on Unseen Social Resources We like the results info systems give us without acknowledging the myriad social and institutional supports that make them work. “Fight to the Finish”

example 1: digital library depends on myriad social roles

example: colleague said he now gets instant digital access to library example shows his result is valid but depends on myriad social and institutional factors similar example: unmediated access to news is illusion, whole organizations create it

example 2: news is built by organizations

Popeye cartoon example: sweet pea falls, bounces, lands safely, without care

example 3: sweet pea falls without seeing how she is saved

Popeye example lesson: some people oblivious to resources that sustain/save them People become antagonistic to resources, maybe because they are noticed when things go wrong

Failures Reveal Dependencies people notice social resources when things fail so they dislike this dependency

this book: middle way between tunnels and antagonism, avoid tools that ignore resources

examine predictions that fail in practice to find unseen social resources

This book is not ever clear on which of the above three is its primary belief.

we examine plans and predictions supported by theory yet ignored in practice illusions we examine: information world, digital agents, home offices, paperless society, virtual firms = look ahead by looking around The main point of this entire book is found in the chapter on a matrix of organizations across communities of practice spawning ecosystems of technologies. This chapter alone offers solutions, not just criticisms of the info enthusiasms of others. Read the Structural Reading Diagram of that chapter first.

this book summarizes conversations between its authors contents of book: limits of info enthusiasm, exaggerations in software agents, social nature of work and learning limiting management, matrix of firms/practice communities spawning ecosystems [KEY, SOLUTION, CHAPTER], documents as deeds documented socially, the illusions of distance education

contents of the book: five illusions and one solution

info systems as problem not solution

avoid enthusiasms of infocentric people we are not writing a book about how information systems will solve every problem

Topic Readings

The Mind Extensions Viewpoint Function Readings

Naming Parameters Structural Reading Manage by Movement Building The Manage Performance by Art & Magic Balancing of Leadership Structural Management

Causal Readings

Personal Professional Library

Imagery Readings Audience Cultivation

Fractal Readings

Structuring Mind Extensions

Social Automata Leadership

Just-in-Time Managing Manage by Events

Five Info A contrarian book About why info does not solve every- Illusions Plus One Solution--The thing: Contents of This Book Five Illusions: info worlds are not worlds, software agents are not agents, managing is not info sharing, documents are not meaning, distance education (learning) is not education “Conversations”

Structural Cognition

-

Personal Filing System

Network Cognitive of Friend Enterprises Network Tooling Cognitive: Architecture Furniture Apparel

Proximity Creativity’s to Darwinian Social Tuning Operators Brokers Consulting Cognitive the BetweenCreativity’s Population with Meeting Knowledge Four Parameters Levels Routines Mavins of Structural Creativity Population Power Automata The Creativity Building Partnering Cognitive Social Theories Creativity’s with Meeting Conditions Paradox of How to Natural Generators Routines For Change Theories Message Salesmen Creativity Theories The of What Stickiness of How to Insight Outcomes DevelopInnovate Process to Shoot ment For Theory Power Theories Theories of How to of How to Manage Manage Human Theories PopulaDrives of How to tions Manage Paradox

It is the questions you can answer tomorrow morning that determine how intelligent you are, not the questions you can answer right now, many say. Yet schools spend nearly all their time training brains, not the extensions of mind beyond brains that truly make us intelligent. The quality of your personal filing system, personal professional library, network of friends who perform cognitive functions for you, cognitive processes supported by your furniture, by your architecture, by your apparel--all determine your intelligence at least as much if not much more than the quality of your brain. Truth is, brains are so very nearly identical in processing capability, that mind extensions may be a much more powerful point of distinction among mental capabilities overall, for the vast majority of real populations.

Events that pull people away from their own homes and offices, thereby strip most of the intelligence from those people. To compensate for this, such events have to supply new personal filing systems, new personal professional libraries, new networks of friends who perform various cognitive functions for them, new cognitive processes supported by furniture, architecture, and apparel used in the event. Events that do not do this, work with participants made stupid by being stripped of the extensions of their minds that make them intelligent at home and office daily. It is essential for Managing by Events type events to work well, that they design, build up, supply, use, and mesh new mind extensions for each participant during theevent. This requirementhelpsusspecify just whatsort of event isneeded to do a function well.

e Acc

Personal Library EXTENSIONS Personal Files Cognitive Friends

ss

Students Disciples Collaborators Test ing Idea s

Weekly discipline For all inputs Combinatorics

ls

MIND

Cognitive architecture Cognitive furniture Cognitive apparel

Methods Phone research Idea room Lev

ge era

Mo de

ing Rea d

The Social Simulation Viewpoint

ce

Weekly discipline Depth projects Breadth collection

Publ ishin gs Self publish Boutique publish Mass publish

Spa

nts Eve Attend events Present events Design events

From my present viewpoint asking me imagine to how document a flows through process, a how product a idea flows among inventing groups and persons, how trend a gets embodied in various parts of society an is exercise in futility. have I to change viewpoint, out of my current favored ones, into dozens of others, from inside of which separately I imagine the assigned situation, seeing the world very differently. One of the greatest failings of all leadership sending is messages thinking that what said is what is heard, is not realizing that every time that message enters different a framework viewpoint, or meaning its changes fundamentally that sosomething very different gets Bad heard. leaders consistently depend on meaning being inside the words they use or utter not residing in the combination of viewpoint applied to words.

Social simulation, where people assign themselves play to the roles machines, of building rooms, cities, customers, markets, prices, buyers, regulators, environments, competitors any or of millions of other things, gets people to shift viewpoint and find new meanings in messages that they thought they knew the meaning of already from their old familiar viewpoints. It used to be considered research a technique way or a to get people to “think outside of the box”, but lately people are realizing an is it essential form of thought, needed to understand any important message to find its meaning as it crosses boundaries within organizations, groups, and minds. Asking people change to frameworks, assigning them read todifferent frameworks, having them argue with people having different frameworks harden all bigotries and fail expand to tolerance. Social simulations, however, have been found loosen to certainties and establish the actual variability messages of different in contexts, where these other methods utterly fail. Managing by Events has to get people out of their familiar viewpoints and prejudices and habits. Social simulation therefore, is not an optional method for them.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Organization

become become become become become become

a process or process step a particular person\ an organization aspect/role a stakeholder a transaction or event a facility or physical object

Specify Goals

input combinations of interest outcomes of interest causal influence of interest environment influences

The Social Virtuality Viewpoint

We are used to technical virtuality-so-called virtual reality. Social virtuality is social ways of doing the Psyche same thing. Socially virtual busiSOCIAL SOCIAL nesses, for example, may exist only SIMULASIMULAinput/output link rules TION Specify on Fridays, so that an entire workTION external/internal environment force works in one company, orgaRules influence rules STEPS become a prerequisite/consequence TARGETS nized one way, to produce one sort transform/ learning rules become a cause or influence factor of product from Monday to Thursbecome an outcome or effect Logic assign persons to roles become a link between factors day, and they work in another comAssign assign initial conditions become an implication/assumption pany, organized differently, to assign initial link configuratns become a contradiction/paradox People produce entirely different products assign rules to time iterations Fridays and Saturdays. A number assign iteration types/speeds become a problem/solution become an origin of/history of of university professors have operate the simulation become a pattern/integration launched venture businesses that Run & Story observe planneds/emergents become an interpretation exist 4 hours a week only, with document observations become a character/decision point Document employees assigned to 4 hours a re-operate via result feedbacks become a scene/setting/confluence experimental interventions week of work and paid based on that. The advantage of this is allowing ideas to be commercialized that no one is willing to risk an entire lifestyle, career, or income stream one. By spreading the risk such ideas can be turned into realities. Modern internet and cellular technologies allow easy coordination of 4 hour chunks of work by dozens or hundreds of people, though people capable of managing these socially virtual firms are few and far between, it requiring styles beyond the command and control habits of bureaucratic systems. become become become become become become

an idea a feeling a group an attitude or viewpoint a mental process a surprise or focal point

Configure Items

factors, relations, associations hierarchies, sequences, parallels inputs, outputs, links environments, timing, paths

Some of the many parallel workshops in Managing by Event type events evolve from games to simulations to actual socially virtual venture businesses. Others attempt this evolution but for one reason of another fail. There is a warp and weave involved here of major large events that launch sequences of smaller events that become socially virtual entities. Punctuating the lives of such socially virtual firms with major events shared by related socially virtual entities is a way to spawn fifty venture businesses bringing them all to market with a tenth the risk and resources of turning each into a 40 hour a week, hock the house bet on the future.

PART-TIME ROLE People in two or more different organizations that exist part-time each day, week, month, or year MULTI-TASK AMONG ROLES People simultaneously belonging to plural organizations and freely or by schedule multi-tasking among them DUAL SIMULTANEOUS ROLES Task highly complementary or similar done simultaneously for two entirely different simultaneous organizations ALTERNATING ROLES/GROUPS Belonging to two or more organizations and working for each in fixed sequence with rest from one by working in others

The Social Neural Nets Viewpoint

PRE-SET VERSUS CALCULATIVE/ VARYING CONFIGURATIONS

SOCIAL VIRTUALITY

There a lots of computation types in machine these days--neural net, genetic algorithm, populations of agents, and others. Each of these can be for way of organizing people as well, mentioned in social computation theory above. Social neural nets, for one example, have a layer of people assigned to perceive, handing off what is noticed to another “hidden layer” that combines percepts using assigned algorithms then passing results to a selection-judgement layer which, in turn, hands things off to an action-taking layer. This is how traditional organizations already operate, but there each unit represents actual single concepts or goals in the world, whereas in a social neural net, arrangement, there is not an explicit mapping of percepts or concept types to types of groups/persons in the net arrangement. This loss of representionality allows biases, bigotries, and distortions from male power hierarchies to not mislead, drop, or distort messages and actions. Many of the functions that can be well delivered by events to workforces involve contacting all the customers of a firm, contacting all the suppliers of a firm, contacting all the new technologies for doing a function, contacting all the competitors of a firm, analyzing all the competitor products of a product, and the like. Here perceptual sensitivity, comprehensiveness, and thoroughness hands off to selection and combination which hand off to action taking. Social neural nets are natural ways to organize

RE-COMBINING ROLES/GROUPS Beloning only to parts of organizations which parts combine and recombine in real time new constellations. mass workshop groups in these mass contact and mass survey types of events.

RULEBASE-BLACKBOARD (MARKET) ORG FORMS each capability/team bids for work posted that matches its proven and stretch capability profile

The Social Automata Viewpoint

Cellular automata are among the simplest possible systems humans can imagine. Wolfram has studied them and made them theoretically the basis of the entire universe and its most fundamental properties of ANNEALING ORG FORMS constellations of capabilities/teams/ventures/firms/departments/processes physics. One dimensional cellular split and recombine to bid on projects automata are lines of boxes which can take on one or more states (easy COMPUTATIONAL to imagine as colors). There is an GENETIC ALGORITHM ORG FORMS SOCIALITY initial distribution of states across traits of winning teams/firms spread among population of next BIOLOGIC the boxes in the line and a set of REGIMES competing entities PROGRAMMING transformation rules specifying what the next state of a particular STYLE NEURAL & IMMUNE NET ORG FORMS box will be based on the states of ORGANIZATIONS associations among layered units (percept, hidden, action layers) or other boxes. There may also be stress intrusions while winning attackers bred/mutated abstract sorts of neighborhoods specified such that states of boxes AGENT POPULATION ORG FORMS within a neighborhood influence populations of interacting intelligent agents from the tuned each other but not the states of ECOSYSTEM boxes outside the neighborhood. interactions of which emerge better-than-expected results STYLE With these four components--an initial topology of units, initial disORGANIZATIONS SWITCHING LIBRARY ORG FORMS tribution of states of units, transforcapabilities library with switchable links dynamically changed till mation rules relating initial states of capability combinations matching challenges emerge some boxes to next states of those or other boxes, and abstract neighborhoods--systems logically capable of the most complicated sorts of computation that human minds or machine computers will ever be capable of, possibly, can be built. That such complexity of behavior could come from such utterly simple systems amazes.

DATA DRIVEN PROGRAMMING STYLE ORGANIZATIONS

OBJECT-MESSAGE-ACTION ORG FORMS combinations of capabilities/teams/ventures/firms form objects that bid on projects in alliance with other objects

Put people in topologic arrays, segregated by abstract neighborhoods, with initial states such people are in, and rules of transformation and you have social automatons, where the states of the humans change from time to time (usually 1 to 5 minutes per time period between applications in parallel at once of all the transformation rules). Social automatons are highly resisted by people put into them. People want to be free to say or do anything that they like and when, instead of that, they are given initial states and rules of transformation to apply to

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

such states, they feel very constricted as if their essential humanity and freedom are at risk. However, if the initial states they are put in and the rules of transformation both require great thought, insight, experience, or artfulness, then such social automata are more welcome and their constricted rules and behaviors less onerous. Consider how the world’s best people design and get approval of budget proposals. Consider initial states and rules of transformation that express such expert protocols for budgeting. People knowing they are constrained to budget as the world’s best people do it, may actually come to like such constraints. The is where social automata joint best practices and expert protocols as the mutual bases of workshop procedure designs in the mass workshops that constitute Managing by Events type events.

The Social Automaton Leadership Process Establish Social Automaton 1. Basic Units The manager first selects or creates basic units--workgroups, which can be of various types. In our example this involves deciding what types of workgroups and how many of each type to have in the overall department.

2. States (behaviors) of basic units Next he selects the states those workgroups can be in (also called “the behaviors” of each workgroup) by equipping workgroups with various methods by which to attain certain ends. These range from common ways of reading, researching, determining goals, measuring customer satisfaction, to manufacturing techniques or sales methods.

3. Abstract neighborhoods uniting types of basic units Next, which other workgroups any particular workgroup cooperates with-the abstract neighborhoods of each workgroup--are selected or created.

4. Interactions between basic unit types inside a neighborhood; and Interactions between neighborhoods Then he equips the workgroups in particular types of neighborhood with particular methods for interacting with the other workgroups in their neighborhood--interaction types. Notice that workgroups are equipped with methods called “states” and neighborhoods are equipped with methods called “interactions”. Some tasks are assigned for workgroups to do, using certain methods, and other tasks are assigned only for neighborhoods of certain types to do, using other methods. Product development, for example, would be assigned to one neighborhood to do, while competitive analysis might be assigned to the entire set of 30 workgroups to do.

Establish Automaton Reflection System

Tune Automaton Performance

5. Purpose setter basic unit behavior or neighborhood interaction is chosen

9. Iterative application of rules (behavior rules of unit or interaction rules of neighborhoods)

The next set of four actions concerns the overall accomplishments of the whole set of workgroups. He sets an overall purpose for the workgroups to strive for--the purpose setter.

The third set of four actions concerns adjusting various parameters of the system as the rules of the system are repeatedly applied to it. First, the rules and methods of the system as outlined above are applied to the set of 30 workgroups--iterative application of rules.

6. Fitness recognizer basic unit behavior or neighborhood interaction is chosen

10. Connectedness parameter adjusted till desired outcome emerges.

He establishes ways to measure and spot the fittest workgroups at accomplishing the overall purpose--the fitness recognizer. The fitness recognizer spots what configurations of the system best achieve some overall result, for example, customer satisfaction, avoidance of war, or low cost.

7. Replication mechanism basic unit behavior or neighborhood interaction is chosen

Second, the number of types of connections among workgroups--the abstract neighborhoods they have--are adjusted so that neither interaction with too few workgroups nor interaction with too many, neither interaction with workgroups too proximate nor interaction with workgroup too distant, results--the connectedness parameter.

Filter Out Accumulating Automaton Noise 13. De-buffering of basic unit behaviors or neighborhood interactions The last four steps of the social cellular automata process all concern further improvements of the overall system of basic units, states, neighborhoods, and interactions to better achieve whole system goals and maximally please customers of the system’s outputs. First, vestiges of past central control and the values and behaviors it generated are removed from basic units and neighborhoods--de-buffering.

14. Deployment of goals and methods from some basic units to others from some neighborhood types to others Second, goals and methods at first used by only the entire systems are deployed to neighborhoods, then, are gradually deployed lower in the system to basic units as capability growth permits--goal/method deployment. This allows the overall performance and goals of the system to be made self-emergent by allowing them to emerge from the interactions of basic units and neighborhoods.

11. Diversity parameter adjusted till desired outcome emerges

15. Best practice behaviors of basic units and interactions of neighborhoods shared

He creates a way to increase the influence or replicate the type of workgroup (or state, neighborhood, interaction) that is found fittest--the replication mechanism.

Third, the number of types and content of types of basic units, states of units, neighborhoods of units, and interactions among units sharing neighborhoods are adjusted so that uniformity and consensus for optimally meeting present challenges does not weaken the system’s ability to respond to unforeseen future challenges--the diversity parameter.

Third, best practice methods from one basic unit or one neighborhood are deployed to other units and neighborhoods--best practice sharing. Best practice sharing of the horizontal, among equals, form of the vertical deployment in the previous step of goal/method deployment.

8. Pattern recognizer basic unit behavior or neighborhood interaction is chosen

12. Patching (number and distribution of centers of certain types of initiative) adjusted till desired outcomes emerge

16. Basic unit behaviors and neighborhood interactions virtualized or process form replaced by event forms

Lastly, he creates a way to recognize patterns of complex interaction among basic units that move the whole system closest towards achieving its goal and pleasing its customers--the pattern recognizer.

Fourth, the number of basic units and number of neighborhoods of basic units allowed to take on certain states is adjusted to that neither too few nor too many centers of initiative exist, neither too little initiative nor too much initiative is taken by each unit-the patching or locus-of-self-control parameter.

Fourth, the states of basic units and the interaction among units in neighborhoods are made into social events (management by events below) or virtual events (on groupware information systems)--virtualization and eventization.

Cultures of Change The Solution Culture Viewpoint There is a powerful tendency for persons and groups to only call “a solution” things guaranteed to perpetuate their most profound problems and limitations. The US, for example, proposes to fix unequal schooling via competition, charter schooling, and everything whatsoever except equalizing the resources spent of poor family kids and rich family kids. The Japanese, for example, to fix their inability to stop themselves and check the excesses of their own leadership by all sorts of things except division of powers, a la Montesque and the Madisonian Federalist Papers. People everywhere prefer solutions that miss the root causes of their deepest problems. Leaders and events fall prey to this deep tendency. Most leaders and most events address problems with the kinds of solutions people like to see and imagine, never with the types of solutions that actually extirpate the root causes of problems that recur and repeat and recrudesce. On rare occasions, rare people overcome this. They create solution cultures that reverse the failure cultures that keep people missing root causes and keep people proposing solutions guaranteed to leave fundamental problem generators untouched. With such solution cultures they invent new ways of work and products of work that address root causes and revolutionize the fate of cultures, organizations, and societies. Gandhi, Martin Luther, Martin Luther King, Einstein, Picasso and a host of others, throughout history have done this. Ordinary managers and executives in industry have recently been taught this method and applied it with success, though none yet with the historic fame and level of accomplishment of an Einstein or Napoleon. We can divide events into those that erect and sustain and apply solution cultures and those that fall prey to the human tendency to omit root causes and address superficial ones instead. Managing by Events becomes repeating problems by events everywhere except where solution cultures are erected by such events. This requires particular contents and leadership dynamics and methods in the event.

Why People Propose Solutions that Perpetuate their Problems

The Anthropology of Technology, Products, and Markets Viewpoint

People working everyday believe they are operating in reality. They usually believe, also, that they see beyond illusions and bigotries that hem in the vision and action of others around Traits of the Traits of the them. They believe also their gender, era, nation, family, community, technology, profession, education and the like are more realistic, Reversal higher in quality, and the match or better of alternatives, though they may have little or no experience of those alternatives. This “us-centricity” of people greatly distorts judgement and accomplishment. It allows huge groups of the same nationality, gender, era, profession and the like to form and operate within narrow assumptions and habits they all remain completely blind to. Minorities, outsiders, consultants, and experts who notice their narrowness, limited assumptions, constricting habits and mention them are shouted down as bad-minded exaggerators of the truth so obvious to the majority. You find, for example, grown men “discovering” the importance of emotion for product development and design at age 60 (Norman, 2004). You find Americans, for example, discovering after wars that they create that armies are not great nation builders and sensitive leaders of foreign cultures they have killed people of. Things entirely obvious to most of the world, go entirely unseen and unadmitted and unaddressed by us all.

Sp ec ify

New Way of Working

Failure Culture

Solution Culture

Sp

ify ec

New Product of Work

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

We all live and work within assumptions and habits we are unaware of operating within us. Where do these come from? Most of them come from things we learn while growing up as children. We are socialized to various groups and entities, learning all sorts of emphases, centers of attention, sources of status that are partial, wrong, or narrow in ways never taught us because never seen by those doing the teaching. In other words, nearly every part of our identity “I am a male, American, caucasian, college Ph.d in quality”, for example, is a membership in beliefs and habits only a small fraction of which we have learned explicitly. Most of our identity we have learned by osmosis, unconsciously while growing up in particular times, places, environments. All the realities we believe in and operate in are actually rather limited cultures shared by small parts of the world, not all of the world. That we take them for real is a dangerous exaggeration causing much killing, warring,, hatred, and mistreatment of self and other. Managing by Events if it is work work well must get people beyond those unthinking habits, values, viewpoints, assumptions of their identities and thrust them into self conscious choosing and pruning and improvement of everything inside them. In short, effective such events have to forge entirely new identities of participants, expansive ones that get them beyond confines they are unaware that they have. Events are more powerful than processes and departments for doing this because of the new publics and audiences to perform new “let’s try” selves before. Events give us audiences not familiar with our old self and hence before whom we can project new selves we wish to become that are more consciously chosen, hence, better.

Traits of Culture of Practice

Traits of Culture of Origin Where Invented

x

x

o 1

Support in Origin Culture Missing in Target Culture

2

Traits of Culture of Practice

Transplanting Business Practices Across Cultures Traits of Target Culture Where Applied

x

o

o x

3

Hindrance in Origin Culture Support in Target Culture Missing in Target Culture Missing in Origin Culture

4

Hinderance in Target Culture Missing in Origin Culture

Tactics to handle 1, 2, 3, and 4

The Quality Globalizations Viewpoint There are at least ten global qualityrelated movements that compete for staff, funds, attention, and the like: quality of the earth (the environment movement), quality of production (the total quality movement), quality of mind (intellectual movement like complexity theory), quality of life (the consumer movement), quality of conflict (the human rights movement) and others. Each movement has its own method of transformation and spread. Lately, people have been inventing practices in local places that mesh the primary values of these competing movements (both their transformation and spread tactics). This meshing of values from competing global quality-related movements is one type of global-

ization of quality, continuing a totalization of quality invented by the total quality movement fifty years ago. Many issues and opportunities that arise when a particular function is being delivered by a particular event type, in Managing by Events, call for treatment by one or more of these global quality-related movements. You find people in the event bigotedly promoting the primary values of one of these movements, rejecting the values of all the others. Hence, a way to get people beyond their adhesion to one movement has to be found. Quality globalization theory suggests combining people representing all ten of these movements, sequencing a proposal through groups representing all ten of these movements, critiquing ideas from the viewpoints of all ten of these movements, and the like and processes and structures within particular events.

Globalizations of the Globalization Concept: Handling Complexity by Globalizing Bodies of Knowledge Way It Handles Complexity

• actor scale expansion • volunteers elicited per topic • standardization of tools across hugeÅ@scope • time scale of commitment expansion

expansion of time scale of doer to match scale of problem/opportunity

• management invented via cause focus

recurrence of problems type complexity eliminated by addressing causes

• opening to external environment • career caused narcissism weakened

exterior environment addressed rather than left unseen disrupting chaotically plans and career ambitions

5. 6. 7. 8.

• frontier for future exterior understanding created

scale of ambition expanded

• side-effect benefits financially counted & budgeted

side-effect benefits quantified

• re-centering around human not system scale

ergonomic reduction of system complexity of operation

• systems optimized not single roles, functions, persons

inter-actions inter-relations optimized reducing chaos from non-combining individual excellences

9. clear waste 10. science method

• self control boundaries and disciplines established

self management to reduce chaos of own self established as basis for later system management

• data replaces opinion based decision • public space created for word and deed sharing of genba (workforce)

complexity from impression-based deciding replaced by valid data basis; complexity of frustrated need to perform before others reduced by regular opportunity to perform

11. remove hiding places 12. engineer processes

• inventories removed as hiding places for process slop

hidden complexity exposed by removal of traditional hiding places

• find inter-process links, dependencies, enablements • distinguish work from enabling processes from enablement means change processes • automate process deployment

complexity of actual inter-process architecture laid bare and reduced

13. social leveling 14. dissolve borders 15. market introjection

• particularize tactics for different social levels

complexity of inconsistency among social levels reduced by tailored approaches for each level

• quantify and remove relictual structure blocks for flows

complex of structural excuses and traditions for poor process flows laid bare and removed

• bring market dynamics to interior structure components and their relations

use overt measurable complexity of market bidding systems to do things rather than endure hidden complexity from bureaucracies

16. horizontal management 17. diversity aligned 18. basic functions installed 19. invisibles made visible 20. transparency to voices

• focus careers on impacting exterior customers not bosses

adjust flow of human ambitions to match systems newly redesigned for horizontal impacts

• get all internal units pointing in common direction

reduce variation of direction among org units

• fractally implement most fundamental management functions

establish uniformity (non-complexity) by level of implementation of fundamental management functions

• measure latent, interior, emotive components of impact

get systems to embrace emotive, subtle, nascent signals easily missed by formal, overt, rational systems--reduce complexity from missed non-rational dimensions operating unseen

• omni-directional undistorted transmission of requirements

reduce complexity of inconsistent transmission of messages in upward, downward, leftward, and rightward directions

Transparency

Organizational Inclusion

Make Essentials Visible

1. movement of movements 2. stages of belief 3. war on variation 4. customerization

expansion of scale of doer to match scale of problem/opportunity

Establish Management Fundamentals

Abstract Function, for Application to Any Body of Knowledge

Establish Cost-Benefits

Globalization Type

interiorize criteria self fund human scale optimize

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

New Commonsense

Diversification

Knowledge Deployment

Capability Invent

Globalizations of the Globalization Concept: Handling Complexity by Globalizing Bodies of Knowledge complexity there in diverse parts of organization as input thru uniformly distributed pro21. diversity leveraging • pass diverse parties thru deployed processes, expand scope of doer using cesses and events to produce creative outcomes 22. invent new competencies 23. cognitive depth

• systematic development of capabilities shared across the organization

match customer requirements laid bare with development of new capabilities to reduce imbalance between new demands and ability to supply

• mental productivity expanded to scale of problems faced

using complexity there in diverse parts of human cognition via deploying uniform mental processes across varied workforce

24. new basic unit of competing 25. re-engineering

• scale of unit that competes expanded to fit scale of problems faced

expand scale of doer to match scale of problem

• means by which functions are done updated in synch with capabilities the world develops

complexity of newly developed capabilities in the world input into company systems systematically as new substrates

26. liquefaction

• distributing functions to faster, newer, more temporary means of delivery

reconfigurability of workforce increased so complexity of doer configuration matches complexity of form change of problems faced

27. learning leverage

• quality of acquisition and use of knowledge measured and improved continuously

scale of learning increased to match scale of problems faced

28. organization as theory 29. diversify diversity

• everything set up and managed as experimental form not fixed right answer

commitments latent in form and function shortened and lightened so reconfigurability (complexity) of doer matches complexity of problems faced

• mapping of types of diversity there • measure how well each type is seen and used

precise accounting for amounts and types and degrees of diversity there to be leveraged, to fully leverage complexity latent in own diversities

30. alternative delivery for management functions

• social class fixed inventory of “managers” replaced as default means of delivering managing functions • exact spec of what are functions of managing • exact measures of when and where what amount of what such function is needed

excess waste complexity of unneeded managing reduced and excess complexity from phenomena being unmanaged that need management reduced by precise accounting for amounts, types, and delivery means effectiveness for management functions

31. software framing

• social and computer software linked as what is delivered • software specified via process fault root causes not “wanted” functions

new technologies forced to contribute in entire existing context instead of adding to complexity by becoming parallel universe of “special” rules

32. movement globalization 33. non-linear management 34. creativity competitiveness 35. biologic management 36. social & technical function virtualization

• all above tactics applied to other forms of quality--quality of earth, quality of conflict, etc.

entire tactical system reproduced to produce highly similar aims in very different contexts-vast expansion of tool set to match huge problem situation scope

• linear statistics technique replaced by complexity theory technique

expansion of tool set basis to match scope of problems faced

• creativity dynamics studied and improved

expansion of complexity you can invent and leverage to challenge complexity thrown at you by situations

• new commonsense ventures established

entire context and framework of operation at all functions and levels switched radically to express new tool set basis above--expansion of doer complexity in capability to match situation complexity

• models evolved into games into simulations into distributed net groupware • social forms of virtuality as well as internet forms and virtual workspace forms • computational sociality and software socialities

learning aids gradually evolved into becoming major tools of doing actual work--reducing complexity introduced by spec-ing and implement-ing new systems by growing aids into principals

The Viral Change Viewpoint The World Bank spent billions of dollars over 50 years, in Bangladesh among other places, and had less impact than a single man in Bangladesh who spent a few hundred dollars to reduce poverty. His name is Yunnus and he invented a new form of banking, called now “micro-credit”, that made profits by lending money to people without collateral who were poor. 97% of his bank’s clients are women because men, he found, spend money on sex and alcohol whereas women tend to spend it on the health and education of their children or means of financial support. He designed a unique group customer, form of loan, support services around loans, ways to borrow and payback, and guarantor replacements for collateral. This set of ingredients made his bank profitable and cause a geometric rate of growth in customers, reducing poverty in Bangladesh more than World Bank monies had (much of which went to professional men, not poor women, it turns out). When recently the World Bank got “serious” about supporting micro-credit, it budgeted hundreds of millions, virtually all of which, went to consultants and Ph.d.s (with nearly none going to anyone remotely poor or directly working with the poor in a micro-credit institution). The Grameen Bank, that Yunnus invented, grew by viral growth A particular configuration of local ingredients sufficed to generate many new customers from each present customer. It self funded its own growth (many copy-cat such programs omitted finding imbalanced local economic conditions the release of the imbalances of which provide force for self replication “viral growth”). Finding a configuration of local services that causes such self funded exponential local growth is called the “viral growth” approach to change. Events that do a lot of work can be held wherein hundreds do in days what would take small staffs years to do. However, there is a tendency to switch all intensity to such events and let work drop when outside the events. To counter this slough off tendency in people, getting workshops in Managing by Events type events to design and launch viral growth configurations is useful. Here, instead of morale or finances funded by punctuating big mass workshop events, moral and finances are self funded by the way local units are configured.

Socially, Economically, and Marketing Self Replicating Unit Prior Customers as Guarantors (replacing collateral) and Inspiration and Social/Training Support

Exploitative Imbalanced Local Economic Conditions

The Self Development Viewpoint

Profit from Non-Exploitation Funneled into Bank Profits and Customer Lifestyle Improvement

Purchasable Entity/Service That Balances Removing Exploitation

Funds Training Suppport Contacts for Growth

Viral Growth

There are a number of stages that morality goes through in most people. There are a number of stages that rational thinking goes through in people as they age. There are a number of stages that people go through during undergraduate work at college. There are a number of stages that the personality of people goes through as they age. All these stages involve moving from one stage to another. We do not voluntarily move from one stage to another and we cannot “think” ourselves from one to another. Instead we have to be driven to utter hopelessness and despair, as part of who we are blocks our progress in some important endeavor or domain. Only when we realize that it is not something superficial blocking us and it is not something outside us, but something powerfully part of who we are, blocking us, can we grow from one stage to another in any of these dimensions. All these stages use the same mechanism of getting people to move from one stage to another--learning to be less and have what you used to be. This means that you reduce what you “are”, by subtracting something you depended on for confidence or support, learning to be confident and supported without it, and

instead of “being” it you self consciously “manage” it, adjusting it to fit and not block situations you are in. Events that purport to change people without reference to these stages and this mechanism of moving from one stage to another are probably kidding themselves. Vagueness about what personal change is and how it takes place is a hiding place from responsibility in all likelihood. Hence, Managing by Events embeds fundamental processes for engendering the process of moving from one stage to another (including setting up the despair over lack of progress that is needed to initiate personal change by causing people to look for something in who they are that blocks progress) in each workshop, day, and week of being together. It is vitally important that events develop members psychologically, emotionally, and in social skill to counter the male bias towards finance, number counting, and competitive analytic technique in the rest of work and organization life. To this end, any vagueness about what psychic development consists of and requires does great harm and weakens events greatly.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Therefore, leading practitioners of Managing by Events have worked to apply formal models of psychic development dynamics and stages to assessment of workshop groups, workshop group members, and transformation of participants in events. Once such model is presented immediately below.

Seven Stages in How People Think: What is Subject in One Stage Becomes Object for Reflection of Next Stages Modified from Robert Kegan’s In Over Our Heads, Harvard Univ. Press, 1994. Name/Objects

Cans/Persons

Cannots/Self

OBJECT THOUGHT

Can recognize objects and persons exist independently of our own sensing of them; can distinguish inner sensation from outer stimulus

Cannot distinguish own perception of object from actual properties of the object; cannot do cause-effect reasoning; cannot recognize that other persons have their own purposes independently of ourselves; cannot see oneself as having impulses that one can control or manage

Perceptions

Demanding need fulfillment

Transient Emotional States

CATEGORY THOUGHT

Unites plural data in the actual under one category; can do causeeffect reasoning; can construct own point of view and see others have different point of view; can regulate own impulses, needs, goals; can delay gratification

Cannot experience “the future” co-present with “the present”, that is implicit as consequences of present actions; Cannot subordinate current category to another for same data or a possible category that is other, hence, has no ability to create long range plans, patterns, or generalizations; cannot reason abstractly or form hypotheses; cannot take own point of view and other’s point of view simultaneously; cannot construct obligations and expectations to maintain mutual interpersonal relations; cannot internally coordinate more than one point of view or need; cannot distinguish one’s needs from oneself; cannot self appreciate “ I have low self esteem”.

Cause-effect

Transactional reciprocity

Enduring Dispositions: Needs, preferences

ABSTRACT THOUGHT

Can reason abstractly, can reason about reasoning; can experience the future as co-present with the present--implicit in what ones commits to in the present; can create hypotheses and test them; can form negative classes; can form personal ideals; can be aware of shared feelings and expectations that take precedence over own feelings and expectations; can internalize another’s point of view; can empathize on internal not transactive level; responsive to socialization without being responsible for it

Cannot systematically produce all possible relations; systematically isolate variables to test hypotheses; cannot construct generalized system regulating interpersonal relationships; cannot organize own states or internal phenomena into systematic whole; cannot distinguish self from one’s relationships (cannot see self as author of relations).

Abstractions: ideals, values, generalization, hypotheses

Mutuality: can internalize another’s point of view

Inner States: self consciousness

RELATIONSHIP THOUGHT

Can be free from any ideas or values in principle; is author of own values and manager of own relationships; can create relation between independent value-generators rather than by sharing values; have separate behaviors of others causing my feeling so they are responsible for behaviors but I am responsible for feelings I get from their behaviors, not them; others are not responsible for how I feel

cannot establish two different power positions within one relationship; cannot own their own work; cannot detect how the institutional settings I am in subtly control my values and life outcomes, limiting my autonomy

Ideology as Theory of Relationships: organize, evaluate, and create ideals and values

Regulate relationships and multiple roles; maintaining boundaries and setting limits in relationships

Self authorship: identity, autonomy, self regulation; a self independent of duties, roles, and relations (having duties not being them)

DIVERSITY THOUGHT (horizontal version of Clear Mind Thought below)

Can be free of any system of values or ideology; can unravel any subtle system of values in institutional settings; can detect how power underlies innocuous seeming hierarchies and procedures around me; can build relations between wholly incompatible systems and cultures

Cannot get different paths and ideologies to work together. Cannot get people to shift to loyalty to two or more such complete competitive systems. Can see the possible theoretical equal validity of different paths and ways but cannot distinguish practical differences in concrete powers and results.

Object permanence of independent elements object: I have nothing. subject: I am objects.

Within Category Thinking object: I have objects; subject: I am my needs

Cross- Categories Thinking [Traditionalism] object: I have needs; subject: I am my values, I am my relations

System-Complex Thinking [Modernism] object: I have values and relations; subject: I am my commitments; I am my loyalties; others concerns are my concerns

Diverse System Thinking [post modernism] object: I have theories and systems, commitments and loyalties

This stage probably exists only because human life-span have extended from 50 to 75 years of age in the last 50 years.

subject: I am refusal of mystifying some one system or ideology Procedures for De-constructing ideologies and systems

Negotiating the provisional erecting of boundaries and limits in new types of relationships between incompatible systems

Self whose construction is relativized: my whole self is in need of re-invention to relate to selves of other cultures and genders; recognize possibility of borrowing styles across gender and culture gaps without unwitting participation in power sources hidden behind gender and culture behaviors;

CLEAR MIND THOUGHT (vertical version of Diversity Thought above)

Can see the unity underneath appearances; can accept each diverse path or way as one of many valid ways towards truth, having its own distortions and virtues; can treat all comers as friends and fellow spirit travelers; can detect the roots of power and ego drives in fundamental human anxieties that people flee from rather than befriend; can befriend such fundamental anxieties myself

Cannot get beyond the fundamental anxieties of human existence: cannot imagine how to redesign humanity now that the power of gene design has been developed by humanity; cannot imagine a new global religion founded in clear “no mind” thought and feeling;

Procedures for Detecting Which Fundamental Anxiety of Existence Underlies Particulars of a Way, Path, Ideology, Gender

Negotiating provisional unities underneath apparently diverse systems and drives

Self whose relativity is relativized: the pluralities and diversity of ways around me is illusion, underneath which is a reality of divine emptiness, shining clear consciousness that fulfills my dreams and releases me from the roots of division, difference, diversity in ego; self who returns energy from head to base of spine, who becomes its bodily mind not its intellectualized mind alone. Self stripped of modernity and Western tradition “head” energies and yet stripped also of traditional society refusal of self-negation culture and the open future horizon it continually renews.

GLOBAL ECO THOUGHT

Can see why and how I and others use differences to keep others out, to deny the unity of human clear mind consciousness; can use differences myself as bridges to others not walls

Cannot invent new consciousness to replace global no mind clear consciousness: cannot change consciousness I was born with; cannot invent new partial ways tailored for local conditions and anxieties.

Get differing people to change loyalty from their local from birth systems and consciousnesses to a new global no mind clear consciousness that refuses to use differences as walls and excuses for conflict

Self who has a mission to shift loyalties of others from their local happenstance commitment systems to a new global clear mind commitment that does not use difference as excuse for walling others out or conflict.

Trans-Diversity Thinking [Buddhism as a Philosophy] object: I have demystifications of each of various ideology systems, gender systems, national system subject: I am clear “no mind” consciousness beyond illusions of diversity

From Individual Trans-Diversity to Global Trans-Diversity and TransUnity object: I have clear “no mind” consciousness beyond the illusions of diversity. subject: I am a global movement to stop the using of differences for prejudice, war, self justification, keeping others out; I am using differences as bridges to others instead of walls to keep others out Conflict resolution, difference demystification, tracing difference wall effects and envisioning bridge effects

The Social Process Model Viewpoint Societies differ, people differ, genders differ, nations differ, organizations differ. We surmise these differences by examining abstract social functions and noting how one group does the function differs from how another group does it. Without a sense of abstract social functions that all societies have, we could not get a sense of differences between societies. All societies have authority, maintain physical boundaries and social ones, elevate some in status and other functions. A comprehensive model of social functions, shared across very different societies and hence done differently by them sharpens our sense of differences and defines them precisely. Much of the work on any serious issue involves people missing differences that are there, creating new differences that they want to be there, and the like. Hence, a social process model greatly accelerates workshop procedures of many sorts in Managing by Events.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

New ReInnovative- interpretation ness Conserved Newness Utterly Preservation New

Fame

Haven

Drama

Secularity

Religion

Diversity

Showing the Way

Symbol

Fatal Tampering Succeeding

Language

Art

Culture

Initiative

No man’s Action Happiness Land Freedom Liberty Novelty

Covenant

Exercises

Meanings BenevolenceStructures

Wisdom Skills

Style

Knowledge Generations Families

Social Processes Innovation MeasureIncentives Consumpment tion Distribution Productivity Resource

Variation

Property

Markets

Inputs

Purposes Opportunity Checks

Anticipation Interests

Plans

Technology Quality Resources

Natural

Human

Welfare Spaces

Rights

Polity

Economy Time

Systems

Production Tools

Psychology of Being Together

Process

Historic Dream

Foundation

Miracle Promise

Non-linear Social System Cellular Dynamics Automata

Forces

Norms

Laws Peace

Defense

Police

Mediation

Execution

Justice Legislation Juridication

The Performance Viewpoint Mumford said that we all perform on sidewalks, in lobbies, in elevators, in cafe windows of cities-strutting our stuff, being our style, projecting our hopes and dreams before others, subtly or overtly, demurely or in-your-facely. In companies we all perform in the sense of being under the gaze of one all powerful manager or boss whose arbitrary power and covert criteria of evaluation serve as continual threats, diminishing the stature of all “under” them. Goffman noted the everyday performances before friend, family, and self wherein we play a role we allow others to invent as “us”. There is a different sense of performance for every audience type we face in life and work. The performance we achieve before present audiences itself becomes a performance noted by future possible audiences evaluating us for future possible roles and opportunities.

Performing involves conforming to something while transposing, transporting, and transgressing it. It involves pouring past experiences, empathy for situations you have never been in before, stories of colleagues and acquaintances, great moments in literature into a highly constrained moment before an audience. It involves exploring such audiences and learning, live, on the spot, how to link up with the deepest parts of their psyches, dreams, needs, and hopes. There are a host of principles of great performing before self and others. However, there is a problem. Performance has been stripped of nearly all ordinary lives and concentrated in centers where rich elite people perform for millions of sitting masses without chances to perform. In primitive societies this never happens--all members of the tribe in any of several yearly festivals perform before old and young peers and competitors, showing their stuff, their selves, their aspirations, their frustrations. Modern society by stripping chances to perform and giving performance as a monopoly to rich central elites, has hurt immeasurably ordinary lives, till ordinary people, stripped of limelight, sometimes go mad, striking out hurting others in a last suicidal, media-covered tragedy. The poverty of performance in ordinary lives is the environment in which all work and life is conducted in modern industrial societies. Managing by Events are popular, powerful, and transformation in part because they return audience, hence, chance to perform to ordinary people in their hundreds. It is not just one workshop daily reporting to 50 others, or one musical team wandering among working workshop groups, or results of an event performed dramatically upon return home to local audiences--it is these and more and the combination of them all that returns performance to people in Managing by Events. When quality circles were transplanted to the US and Britain, one of the first components lost was this chance for ordinary workers to perform before elite managers and executives. Managers perhaps sensed that the entire fun of managing others was having others as a captive audience and denying those others any chance to have you, the manager, as an audience. This may be overstated in some cases. So when Managing by Events returns the chance to perform before others to hundreds of ordinary workers dozens of times during an event-week, it is establishing a profound requisite for psychic health, found in tribal societies and lost during industrialization. Performance is such a central and powerful part of any event that its dynamics and desiderata must be specified formally and assessed rigorously to counter the tendencies of upper hierarchy leaders to suppress chances for lower level persons to perform and get limelight. Therefore, formal models of the dynamics of performing are used in Managing by Events events to assess performance quality, correct performance distortions, and train people in performance dimensions they have never encountered or mastered before. One of the most moving aspects of Managing by Events is how successive exposures to public space, limelight, and the chance to competitively present self in word and deed before peers and others, transforms otherwise ho-hum lives and performers.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

43

experience: author, actor, audience

GROUNDING

as 42 41 performers audience

memory: intellectual, 44 physical, sensual, emotional

35

cues: plot, event, sense, emotion

PERFECT PARTS reasonableness

39 48 gesture, create & unreas.. omphalotic each role as reality of offragment structural stance of messge script situatn. life finding of whole performance 45 vs. wanted audience reaction 46 TIMELESSNESS subtext character,

epiphantic journey CONNECTION 37 EXPRESSION 34 till illusion is celebrate vs. 38 substitute actor personal experience critique the lost concenmemory habits of times sing song vs. see performer 47 menu tration expression produces vs. see life sing piece of life 36 block expressing 40 audience

33

concentration

CREATIVE PERFORMING

sports: game: leader: lead love: disclose 11 56 63 52 27 can vs. by follow- Invent: vulnerable search war: society: ing see cognitive habit saves heuristics will event vs. self success creates thought revolution 54 eternity but 50 49 53 failure plot TRAINING COMPASSION go on living high performance: BALANCE 62 business: ILLUSORY REALITY ROLE EXPRESSES historic dream 61 10 impression everyman as 9 out of life in performer: internalize vs. 26 25 community device: broadcast interview: permits order to be express negative read while liberation reality 55 respond to trade-offs writing 64 51 live through in it face vs. mask physical vs. 28 12 imaginary objects (self vs. tool) a role spiritual makeup DISTINGUISH PERFORMANCES as to real ones (singer etc): public speaker: MANAGE PARADOX DESIGN EMERGENCE 7 artistrepeated 60 teach audience 3 19 relaxation vs. 32 move audience 23 self 16 it creates own find & keep inspira- daily life better concentra- dead vs. remain requireas itself stance mind performance: tion show rehearsal flow unmoved work ments open-ended tion (self consc. = consistent tune self & vs. 58 impression fame 57 alive choking) 30 29 performance vs. known 14 13 creativity environment EMPATHY NO MIND/OBSTRUCTION outcome DETACHED ENGAGEMENT work actor: INSPIRATION ON COMMAND REPETITION SELF AS TOOL RECREATION true desire for calculation vs. seeming 1 6 5 18 simultaneous 2 rehearse vs. 22 nature of life 17 moksha warmth 21 create not reality creation appear is the imitate performer release 59 message relaxation = truth vs. reality private vs. illusion of evalution insight fresh vs. improvised spontaneous 31 as violinist & 20 vs. script repeat 1st time 4 on cue 15 8 tuning violin imitation 24 public privacy violin

128 Ways to Improve the Creativity of Performing and Composing From Strasberg, Stanislavsky, Sawyer, Gardner, Barthes, Culler, Auerbach, Pinsky, Winters, Eliot entool to organize 68 entool to capture scattered bits alternate chance insights/ of various “in the business” inspiraprojects time with tions hermit time 66 65

avoid demondemonstrate what alternate & separate establish insight & get in touch with get in touch with strating the the media can best expressions yourself media by communicate in the history themselves make the get in touch of your keep to go beyond media collect excel in what with the lives field help the them past practice crossyou excel in message of your audiences generation and how you STRUCTURE FOR after mastering USE MEDIA mentors FIND CARES excel in it PRODUCTIVITY

95

88

84

82

85

86

your times

87

93

EXCEL

94

OPPORTUNITY EMERGENCE

CONNECT TO SELF AND AUDIENCE

122

121

124

connectors

79

69

it

STRUCTURE FOR INSIGHT EMERGENCE

mix stimulation & after your best: DEVELOPMENT seek outside opinion 77 target moments 78 formulation spaces throughout balance announce when lives then rewrite setting & transform structure and each day storyline association; insight 71 67 80 EPIPHANTIC

seed success via extreme productivity & distrinetwork bution befriend peers & competitors

83

96

reuse old throwaways

70

81

blend the media roles for synergy set up co-invent and unlikelidialog fully meet go beyond hood your own community your field’s past forms of criteria of excellence excellence

get in touch with

generating production 72 and evaluating maintain & disciplines &

123

early and clearly

and form

WRESTLE LIFE INTO DIAMONDS

drive your work 76 through one of build own surprise 115 defenses clear life’s key 128 social 119 arrange for strings fragments to moments surprising practice movement 74 confusing realities 73 90 release of works 89 applying en-school 126 125 foreign bricolage frameworks CAREER FIND TIMING LIFE ANCHOR EMERGENCE let your clear find the rhythms match attracted INSIGHT EMERGENCE WORK EMERGENCE grasp of a of your times resources & powerful part 114 follow up create & plurify 118 113 & audiences followers 117 of life, not

find the rhythms of your field

92

insight

keep

91

peel back

MAKE ROOM FOR EMERGENCE

make room for

slight hunches alternate engagement/ detachment

116

environments rich & diverse

plural simultaneous projects

127

markets

120

past works canibalize

CREATIVE COMPOSING tune the interaction of elements till good things emerge

102

edit out elements drafts for feedback that don’t from others further the emotive make point avalanches impact latent contents of field explicit

104

100

111

seed

drafts for

98

101

drafts for self edits

VERSIONING

EDITING

BECOMING drafts for observing balance unlikeliINCOMPARABLE responses of hood with fit society best strangers & comprehenevaluators sability design revision surprises of canon of your field

109

110

103

112

99

PRODUCE named tests

106

108

anonymous tests

competitive tests

TESTING comparative tests

107

105

97

prefer

wording, impress

75

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Performance Creativity Model of Creativity The Influence Viewpoint

The Secular Divine The Nine Performances of Performing Creativity Composing, The Creator Imagined Performances Ideas Performing in Mind wrestle life into diamonds

Real Time Improv Composition

connect self to audience

Off Line Composition

produce

Traits Performing in Work wrestle life into diamonds

Real Time Improv Composition

make room for emergence

Off Line Composition

Real Time Improv Composition

manage paradox perfect parts

1

distinguish performances

design emergence

Real Time Improv Performance

distinguish performances

Off Line Composition

make room for emergence

manage paradox perfect parts

produce

2

design emergence

Real Time Improv Performance

manage paradox perfect parts

3

distinguish performances

Performing, The Performer Imagined Performances Ideas Performing in Mind wrestle life into diamonds

Real Time Improv Composition

connect self to audience

produce

Off Line Composition

Traits Performing in Work

Real Time Improv Composition

make room for emergence

produce

Off Line Composition

wrestle life into diamonds

Real Time Improv Composition

manage paradox perfect parts

4

distinguish performances

design emergence

Real Time Improv Performance

perfect parts

distinguish performances

connect self to audience

produce

Off Line Composition

make room for emergence

make room for emergence

design emergence

Real Time Improv Performance

connect self to audience

wrestle life into diamonds

Work Performing in Field

manage paradox

design emergence

5

Real Time Improv Performance

manage paradox perfect parts

distinguish performances

6

Attending, The Audience Imagined Performances Traits Performing in Work wrestle life into diamonds

Real Time Improv Composition

connect self to audience

produce

Off Line Composition

Ideas Performing in Mind wrestle life into diamonds

Real Time Improv Composition

make room for emergence

produce

Off Line Composition

manage paradox perfect parts

7

distinguish performances

design emergence

Real Time Improv Composition

Real Time Improv Performance

distinguish performances

produce

Off Line Composition

make room for emergence

manage paradox perfect parts

connect self to audience

wrestle life into diamonds

make room for emergence

design emergence

Real Time Improv Performance

connect self to audience

Work Performing in Field

The Secular Divine

The Secular Divine

produce

connect self to audience

wrestle life into diamonds

make room for emergence

design emergence

Real Time Improv Performance

connect self to audience

Work Performing in Field

Status hierarchies distort influence in bureaucracies. The highest ranked person’s opinion is favored over data-validated analysis by less highly ranked people, even when everyone suspects that the data is right and the big shot’s opinion is dangerous. People are herd animals (monkeys actually) and easily are swayed by opinion and trend around them. Managing by Events events work to undo and prevent such distorters of judgement during the event. The whole purpose of the event is to shut down usual distorters of judgement and supplant such distorted judgement with more valid, reliable, and proven bases for selection. Status is not the only such distorter. Prospect theory, by Kahnemann and Tversky, won a Nobel prize for outlining experimentally a number of other distorters of judgement, found in nearly all people. Nisbett recently found some of these distorters were missing in Japanese and some other East Asians, but found other new distorters there, missing in Westerners. Managing by Events events structure workshop procedures and leadership of workshops to counter such distorters as much as possible.

8

design emergence

Real Time Improv Performance

manage paradox perfect parts

distinguish performances

9

The Secular Divine 18 Forms of Influence MAGIC PERSUADE Cialdini

LEAD Chemers, Grint, March

GROUND NEGOTIATE Lord

FRAMEWORKS REASON & ARGUE Stanovich

COMMUNICATE Gladwell

TRANSPLANT ACROSS CULTURES Greene

reciprocate--do a favor 1st to indebt people to you

rationality leadership: image projection, relationship development, resource utilization: project images, find and relate to key persons, mobilize resources towards goals

ubiquitous negotiating: stop taking any situation, price, terms as given and negotiate leeway in all transactions (practical leeways/advantages and other-party-growth leeways/advantages)

argue rationally which means 3 things--normative rationality as closure over: alternatives pursued (subjective expected utility), logical implication (belief consistency), bayesian conditionalization

20/80 rule’s people types: connectors = weak ties, mavens = fanatic knowing, persuaders = infectious emoting, translators = droping/focusing detail then assimilate to customer frames, pioneers = early adopter experiments, creators = exponential choice growth

find or build a model of all the dimensions that can be used to discriminate the culture of any two parts of the world or of selves

consistency--entice people to commit publically to X so they keep X for their repute

leading by mettle: leaders as energy sources, inspiration sources, story tellers, follower dream elicitors, courageous fighters, pioneering spirits, unflapable when others are down, super-human heroics

image demystification: first images come from fears, media, rumor, interior self doubts, and must be cleared, debunked, for valid seeing to begin

avoid false excuses for irrationality--gaps between normative and descriptive rationality: meliorists = irrationality exists; apologists = computational limitations; panglosians = transient performance errors or wrong norm applied or alternative framing of the task

selling dimensions: non-verbality = cues we don’t see affect us; subtlety = slight meaningless cues shift our preferences; emotion = is outside in not inside out; infection = certain others infect us with their emotions; mimicry = we copy emotions we see; rhythms = conversations have micro-rhythms that draw us in

use that culture model to specify exactly the culture dimensions of the culture of a set of practices

validate--get friends and reference group members of a person doing X then he will follow (we do what people like us do)

emergent leadership: leadership as emergent phenomena created by interactions in a group, with everyone leader of some function or other, and some leaders of those emergent speciality leaders for some purposes not others

talk is not communication: mini-crisis events punctuate the negotiation process, each event putting the other party into tension that causes them to experience, in miniature, what formed you and the frameworks via which you see the world (and vice versa, get you to experience in miniature what created their frameworks)

be rational on all three levels--intentional (goal management and creation and implementation), algorithmic (combining built-in hardware/software modules of the mind to get mental tasks done), biological (design and working details of modules in the mind)

powers of context: graffiti =small disrespects escalate into crime; emotion generator = emotions are outide in; blame blindness = blame is escape from context powers; immediacy = what is there is 1st, interpretations derivative; social channel capacity = sympathy groups 12, sociability groups 150; social mind extentions = cognitive functions groups do for us

use that culture model to specify exactly the culture traits of the culture that that set of practices originated in

liking--be likable and do X or get people that A likes to do X the A will do it too

thought leadership: finding sources beyond others, finding patterns beyond others, applying patterns faster deeper farther than others

meaning = message + package + receiver framework + context around reception: messasges need packaging that takes into account receivers having different frames, and contexts of receiving the message

be rational theoretically and practically--theoretical or epistemic rationality = how well beliefs represent the reality of the world; practical rationality = how well a person maximizes satisfaction of their desires , given their beliefs

message sticking principles: fit customer capacity; build confidence = start easy; fit daily life; fit customer purposes, fit participation need; multiplicity = delivery means, ocassion, structure, contents all are the message

use that culture model to specify exactly the culture traits of the culture that you wish to apply those practices in or to (the target culture)

authority--find whom A sees as aiuthoritative then get them to do X and A will follow

emotive leadership: inventing new forms of care, inviting people beyond their self destructive compacencies and comforts, putting people in touch with all of life and its possibilities beyond smaller worlds individuals inhabit

forming the negotiation success culture community: the negotiators have to develop a solace system of caring about making all involved successful by coming to like each other and the chances for win-win in the negotiation circumstances

monitor own irrationality of desire--irrational desires = ones we would rather eliminate, ones based on false beliefs, goals whose expected utility keeps differing from their experienced utility, conflicting desires; but, desires that lead to actions that lead to results that fulfill those desires even though the desires were based on false beliefs are rational (I think my lover faithful, act so, she relents)

non-linearity dimensions: similar inputs different results, slight input huge results, growth where growth, local inputs whole system change results, nearly identical input switches system to entirely different endpoint, path dependence of results, first mover advantage, your past actions = your current environment

form a matrix of culture traits of the practices’ culture and traits of the origin culture (that they originated in), and mark intersections where culture of origin supported strongly or hindered strongly traits of practices’ culture

scarcity--make A think X is rare, special, will not longer be available

leadership as magic: leaders do things but hide how they do them so their results surprise us just as results of magicians hiding their means surprise us

extending the negotiation success-culture community: the success-culture invented by particular parties must be extended to sponsors and authorities within their respective organizations to whom they report via clever social involvement tactics

measure goal mutuality-of-enablement (seek tipping point goals)--the more a person’s beliefs track the world accurately the more chasing one of their goals will enable rather than hinder fulfilling others of their goals = goals can be derived to enable attainment of others so can be evaluated as to goal comprehensiveness

use 20/80 people types as channel for message

form a matrix of culture traits of the practices’ culture and traits of the target culture, and mark where target culture strongly supports or hinders traits of practices’ culture

the automaticity of human judging causes much influence via unconscious means

leadership as illusion: the fundamental attribution error causes people to ascribe outcomes to individual leaders when in reality plural factors or luck were involved (leadership is an illusion based on mental flaws in individuals or cultures)

using success-cultures to make final negotiations succeed via making initial ones fail badly: adjusting own organization authorities and expectations may require trying rigid “believed” approaches till they badly fail then retrying with more flexible beliefs

admit own irrationality limits--arguments for the impossibility of human irrationality: principle of charity (we must assume other’s are rational to detect their beliefs etc.; but mothers-in-law complain against all), evolution chose our present ways of reasoning (but over-fear protects life not truth), reflective equilibrium (we adjust intuitions to implications of them for consistency, but norms evolve in culture faster than in biology, so new updating constantly is needed yearly if not weekly)

use sellling dimensions as media in channel for message

invent tactics to handle supports in origin culture missing in target culture

perceptual contrast--expose someone 1st to a poor version of X then to X and they will see the second X as better than usual

leadership dichotomy = mastery of situation versus mastery of the people in the situation (mission leaders abuse people healed by follow up maintenance leaders)

emergent goals, terms, negotiations: any negotiation process may expose aspects of self or other that are better more important opportunities than what is being negotiated

reframe problems to maximally use built-in evolution-built mind modules and allow time for slow culture-built mind modules--dual processing hypothesis: humans have two reasoning systems a fast, hard-wired evolution-built one that works on inputs like our ancestors faced and a slow, soft-wired human culturebuilt one that works on civilized inputs and continue to evolve with human culture (it maximizes personal utility)

design message contents to link/set up context and to stick

invent tactice to handle hinderances in origin culture missing in target culture

articulation--when asking A for X provide a “because” reason

appearance is realilty = people want to feel like they are going somewhere more than they need or allow themselves to be led somewhere

internally negotiate beyond own culture/organization limits on the negotiation process: negotiate with your own authorities leeway to extend beyond personnel, times, costs normal to your culture/organization so such limits cannot be used as pressure by the other parties

study particular fallacies of human thought and particular modern framings of issues that transgress framings our ancestral minds faced and learn compensations for both the fallacies and the framings

aim message at tipping points inside minds and social groups

invent tactics to handle supports in target culture missing in origin culture

rejection then retreat to smaller request-composition of reciprocate + percept contrast principles

dis-believe self-generated self importance/self correctness myths = allow genba critiques to affect leader actions

break trust/negotiation into smallest, viable pieces, then do easy small successive “finite element” style negotiations till big success

regularly update own images of normative rationality as improvements elsewhere in culture modify it

choose channel and media, design message to establish context and stick, aim messages at tipping points

invent tactics to handle hinderances in target culture missing in origin culture

ATTENTION CHANGE SELL MINDS Underhill Gardner change across many scales--historic, national/organizational, works of science/ art, education, interpersonal, self change

measures--% of visitors/customers who buy; density = customers per display at time T1; duration = time customers spend in the store; interception rate = % of customers in store who meet employee; waiting time; capture rate = % customers who see a product type; boomerang rate = times customer starts down aisle but does not finish,

LIMITS FIX OR USE MENTAL FLAWS Piattelli-Palmerini, Goleman, Sartre, Myers Using/Compensating for Perceptual (Framework) Illusions: modules in our mind that operate separately enough that reason and evidence do not affect they way they distort reality in how they make us perceive it = there may be other such modules in our mind that do the same for argument, belief, relationships, emotions, and so on

BEAUTIFY Etcoff, Barrow Beautify to Succeed: beautiful people get more attention and promotion within organizations

DE-NEUROTICIZE ENTHUSE INVENT SOLUTION Hatfield et al CULTURE Bernstein People tend in all situations to mimic each other’s bodily expressed moods and reactions.

Select or build a model of dimensions that can be used to distinguish one culture from another and to somewhat comprehensively characterize what any one culture is and does and tends towards

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

18 Forms of Influence change plural channels/media--ideas, feelings, associations, concepts, stories, theories, skills

space trade-offs: body (touch) spaces, eye spaces, ear spaces, nose spaces, search spaces, buy spaces, inquire spaces, try on spaces--each of these for young, middle, elderly, men, women, hip, button downs, etc. types of people

Using/Compensating for Probability Illusions: uniformity = randomness illusion, short sequence frequency = long sequence frequency illusion, subjective utility flattens out not follows objective utility, we risk to avoid loss we conserve to gain profits, framing illusion = different frame cause computing different baselines so different preferences, segregation effect = we take too many problems as presented without global search, typicals are seen as frequents so we judge conjuncted conditions as more likely that their individual components (typicality overrides base rates in population), we judge more likely X is librarian than farmer if description of nerd given ignoring base rate of more farmers by far than librarians (we do know more, the base rate, but ignore it), we computer frequencies higher for a cause than an effect of a relationship (21% false pos. test, 1 in 100 base rate, probability sick is? most say 80% or so, bayes theorem shows its is 8%), we pay more for total elimination of a risk than reduction by same amount of the risk = certainty illusion, the disjunction illusion = we act when an outcome is possible but not when it or another equal but different is possible (uncertainty cancels action)

Beautify to Attract: beautiful things and people attract attention

People tend to interact so that their respective emotions converge more and more as the interaction proceeds.

Use that model to characterize the Failure Culture of a person or organization that causes them to fail again and again to achieve a goal important to them. For example Americans in the US for fifty years have failed to provide decent public schooling for the lowest third of their population while nearly all other industrial nations have easily accomplished this, with the lowest thirds of their nations outperforming the lowest third of the US population by considerable margins for periods of fifty years or longer.

deploy appropriate combinations of intelligence types--symbolic (linguistic, logical-mathematic), performative (music, spatial, body-kinesthetic, categoric-naturalist), personal (interpersonal, intrapersonal), existential

buying logistics--reaching, reading without being brushed against, holding, transporting, paying, leaving

Using/Compensating for Rational Illusions: overconfidence in own answers, illusory correlations (magical thinking = we explain supposed positive causal relations), we think we could have predicted things that really did happen, anchoring (prior exposure biases answers), we confound easier to imagine and more emotionally impactive with more frequent, reducing to zero has more value for us than equivalent reductions from 2 in 10 to 1 in 10, plausible but fictitious stories that end in an effect get more and more belief link by link though compounding such link probabilities reduces final probability

Beautify to Befuddle Good Judgement: beautiful things and people put us in reverie, get us thinking in ideal terms, pulling us beyond practicalities and compromises of reality

The bodily package of how an emotion gets expressed can considerably alter the emotion itself, attenuating or exacerbating it, regardless of the reasons for the emotion and the immediate causes of it. Angry people asked to talk their anger in an reasonable tone of voice reliably become less angry, for example. Actors mimicking the gestures of a person find they get the emotions of that person from just doing the gestures in many cases.

Reverse the traits of the Failure Culture to define a Solution Culture.

levers for change--reason, research, resonance (connection to audience), representational redescriptions (telling the old story inside the new story), resources and rewards, real world events, resistances

recognize sign possibilities and impossibilities-reading time versus standing/traversing time, eyesight ability versus font size/contrast, message located where “door” to area is (where people actually enter space), sequence messages by customer paths traversed

Using/Compensating for Emotive Illusions: self awareness of feelings, awareness of feelings in others; expressing own feelings situationally appropriately, eliciting situationally appropriate expression of feelings of others; delay gratification/control impulse in self and others; separate action contents from feeling reactions in self and others; understanding unspoken frames coloring/biasing own perceptions and others

Beautify to Order Chaos: beauty sometimes comes from reveal/imposing patterns across diverse phenomena that reduce the diversity of what we see and input

In interactions we identify the otherness of someone, then incorporate that as our feeling, then monitor our version of their feelings along with our own feelings in parallel, then step back and reflect on differences and similarities thusly experienced.

Apply the Solution Culture to invent a new way of work.

demystify childhood theories--of matter, life, mind, human relations; demystify adult theories

use rules of how people move--people drift right from entrances, people speed past banks, people slow for mirrors, people walk past displays (but displays stupidly are designed for people staring orthogonally directly at them--so use chevroning = angles), fractal sighting purposes (distant seeables for searchers, middle seeables for orienting to a display, local seeables for product attention),

Using/Compensating for Crowd Illusions: [beloning] identity illusion--seek group that accepts me as I am, group seek people willing to deny their own identity; involvement illusion--must detach well to involve fully, must involve fully to have reason to detach and reflect; individuality illusion--withold self to test group but that causes heroic self making groups worth witholding from; boundary illusion--boundaries create possibility by eliminating possibilities; disclosure illusion--I will disclose myself if you disclose yourself first; [engaging] trust illusion--trust is created by sharing fears (we need trust in order to trust); intimacy illusion-precondition for other awareness is self awareness; regression illusion--go to the past to recover the present hindered by groups wanting progress only not regress; [speaking] authority illusion--resistance key to acceptance of authority (authority is accepting the resistance), we create own power by empowering others; dependency illusion--being independent in a group requires accepting one’s dependency in the group; creativity illusion--creating is done via destroying; courage illusion--self doubt and self questionning are prerequisites of courage and self assertion; [context] individual ID is the groups we belong, any group is continual negotiating within/among us of the representations of the groups that we “are”; [intergroup] scarcity illusion-resources given to other seen as taken from self not given from self; perception illusion--differences that form basis of any group also threaten and isolate the group; power illusion--when power among groups is unequal the lesser power group sees itself as utterly powerless;

Beautify to Distinguish Qualities and Potentials: beauty often comes from making a character that something has purer, less encumbered, less filtered, less jumbled, less competed with for attention

Even slight, entirely false images of a person can so bias how someone interacts with them that the other person thusly treated becomes like the false image as the interaction goes on. Men who thought they were talking by phone to beautiful sexy women tried so much harder that the women, in turn, changed into more beautiful sexy, animated responders.

Apply the Solution Culture to invent a new product of work

find tipping points (using the 80/20 rule)-read own experience and writings/experiences of others for where slight inputs have huge outcomes and where much input has slight outcomes

the person seen and cared for buys--strollers, seating appropriate, eye refreshment, ear refreshment, self refreshment

Using/Compensating for Culture Illusions: the message meaning illusion--we think it means in their frames what it means in our, unconscious unadmitted, frames; the co-acting support illusion--we think that they act with us implies agreement with what and how we act; the culture uniformity illusion--we talk/think about cultures as if all their members thought and acted the same ways; the culture changelessness illusion--we talk/ think about cultures as if they today are identical to they, 30 years ago, and they tomorrow; the they-realize illusion--we assume the other culture knows its othernesses from us; the choice illusion--we assume we have to choose our own way or their other way instead of blending with thought and effort

Beautify to Make Progency or Enjoy Sex: beauty of person and thing seduces the opposite sex into pleasing the pleasure centers of the brain and/or transmitting genetic endowments to other beings

The power of sensing another’s emotion but not mimicking it--some people can sense others’ emotions but keep distance so the emotions of others do not become their own. This allows great power when harmful emotions are involved.

Select or build a model of all the solution types that have already been attempted and that failed.

appeal to second-born and young turks in fields--people without vested interest in old ideas most willingly try on new ones

men versus women shopping--missional men, learning men, reading men, enjoying the experience women, socializing women, asking for help women

Using/Compensating for Interface Limitations: the skilled performance illusion--we think because we are masters of prose that it is not a terrible medium for communicating and we are not cognitively sloppy when using it perfectly; the search illusion--we fix bushy inputs and choice spaces by elaborate search functions rather than functions to input less bushy things; the one representation illusion--we give directions via operations to perform (street turns for example) and leave out by distance and direction from here and leave out paths of landmarks; the perfected single medium illusion--we think Nobel prize quality in one medium makes simultaneous transmission in parallel other media/channels unnecessary;

Beautify to Liberate from Convention: beauty comes also from revealing a convention that we did not realize we were following and within

People can be sensitizers (seeking emotions of others), repressors (avoiding them) or alexithymic (denying their own and others’ emotions).

Specify for each attempted but failed solution exactly how and why it failed, what aspect of the situation caused it to fail or that it failed to handle adequately.

audiences to change are four types--direct appeal versus indirect appeal, diverse versus homogeneous,

environment enticements--sizes for big and small, men and women, room temperature for big and small, men and women,

Using/Compensating for Existential Limitations: the meaning illusion--we assume having any goals at all has meaning for others, rather than making meaning for having goals at all against futility of all life; the performance illusion--we outdo others or allow others to outdo others and us as if achievements in society can hide us from the futility of all life; the self as central illusion--we judge all around with us as the baseline of “normal” ignoring the arbitrary identities we inherited without choice at birth (male, Canadian, lawyer parent, etc.); the could-not-predict excuse--we excuse ourselves from responsibility for unforeseen consequences of our acts;

Beautify to Express Unique Inner Experience: beauty comes from stylizing shared external objects, scenes, and interactions so as to express deep internal experience and feelings that may otherwise go unrecognized

Minute emotive steps of drawing near or drawing back in another person are matched if we feel the same way about them or countered if we do not, so that both close in or draw out from each other in synch.

For each attempted/failed solution and how/why it failed, state explicitly what this tells you about any traits that the eventual overall solution must have (or any part of it).

articulate present mind content and desired content and spot countercontents that resist the desired content’s specifics

trends--fashionization of home repair and reform, fashionization of men’s look, older shoppers need readable signs reachable displays walkable aisles rest-stations hearable service help, touch and try on-dressing rooms as deep sales closing spaces not cheap boxes; subjectively reduce waits by initial contact, finite definite period, people to talk to, distractions

Using/Compensating for Cognitive Limitations: the single idea illusion--we apply mental procedures to single ideas instead of ordered patterns of ideas; the single framework illusion--we apply one viewpoint to a case rather than exploring dozens and justifying which of them we select and apply; the experimentrics illusion-we present our choices as right rather than admit many if not most are probes meant to reveal situation aspects as responses;

Beautify to Reveal Boundaries within and between Brain Modules: many artworks and designs fascinate us because they work at the limits within and among hardware modules in the brain revealing to our perception and thought how our mind is divided functionally, how those functions work, and limitations in how we think and perceive coming from those hardware modules in our brains

The physicl cues of emotion are so subtle that an expressive person can by merely sitting beside another person for a minute, infect them with whatever mood they had at the time, without any interaction, or words spoken.

Combine carefully all of these specifications of traits of the eventual solution, both logically, causally, and categorically, reconfiguring them freely, as interesting coalitions among them emerge

speak to large audiences with entire life you design, speak to small audiences with specific works you design; speak to large heterogenous audiences with simple stories, speak to small homogeneous with deep expert stories

trade-offs between design, merchandizing, and operations--optimizing one often hurts the others more

Using/Compensating for Neurosis: the normal self illusion--we judge all others using our selves as the base line for defining “normal”; the omitted costs of talent--we increasingly see our talents as pure positives, ignoring the stuff we ignored while developing them by focussing; the all-situation-are-nails illusion--we have a hammar and suddenly all situations look like nails;

Beautify to Provide Tools that Put us in Moods we Want: beauty can be used to set our moods, overcoming influences from social relationships, personal stress, background memories, and making present environments that make us more imaginative, creative, and productive

If people are so sensitive to emotions of others and so given to mimicking and approaching/drawing-back in synch, then people who choose what to feel and confidently project it in situation after situation, in effect recruit others into the same emotional state. They align others around the emotions they project.

Add new solution attempts in this way, till you have tried fully everything you can possibly think of, and till the failure of all that pushes you into full blown absolute despair at anything in your current frameworks, repertories, and thinking ever working to solve this situation.

use direct change for short term visible impacts but indirect change has longer historic term possible impact

event sales--by time of day = who comes in, by season of year, by media and news linkages

Beautify to Reveal Mysteries and Hidden Scales: beauty can come from turning Using/Compensating for Intuition Limitations: memory construction illusion--we invent memories out of self consistency drive; misreading ourselves illusion--we often do not know why we do things; mispredicting the obvious into the unobvious, from getting us to think and mentally operate on feeling--we badly mis-guess intensity and duration and impacts of emotions we feel; behavior midpredicting larger or smaller size scales than we are used to illusion--we badly mispredict our own reactions and behavior steps; hindsight bias illusion--we say we knew or guessed things that in reality utterly puzzled/confused us at the time; self inflation illusion--we use our selves as baseline for normal far too often; fundamental attribution error--we attribute errors of others to their character and errors of ourselves to situations faced; confirmation bias illusion--our drive for self consistency and positive self regard causes us to continue utterly false beliefs; framing illusion--we produce different answers to same questions when frame/representation is changed; illusory corelations--we see causal connections where none exist

Religious and charismatic leaders project strong emotions that align thousands and tens of thousands of others around them, often quite irrationally and self destructively. Emotional alignment is powerful enough that it can bypass much rational, reasoning, moral, investment, past relationship experience and content.

Note all new frameworks you invent or notice when you despair over all the existing ones you have tried, and use them to organize the specs of eventual solution, till a full solution emerge.

DE-AUTOMATE STOP PSYCHIC GROWTH: RESPONSES & DESPAIR BE TO MAKE BRIDGE HAVE COMMUNITY Kegan Klar et al

TELL & UNTELL CHANGE ENVIRONMENT & DEMYSTIFY Derrida, Illych

TELL STORIES Campbell, Sartre, Kegan & Lahey

SURROUND STRATEGY Mintzberg, Sun Tzu

LOVE Sternberg

Note poor responses you make that you wish to stop

Notice wonderful goals you have that you fail to reach or even try seriously for due to who you are, some deep part of your identity

For every fundamental dimension of your identity--family, friends, era, nation, profession, gender, etc.--list what it is supposed to do for you and what you assume it has done for you thus far

The concept of truncated stories: there is only one story slices of which constitute our real stories; cost/benefit stories versus questions of existence stories as two poles along continuum

The self destructive nature of all strategy--if you expend attention and resources watching competitors, you take investment away from doing well what you are out to do, assurring gaps into which competitors will move. Pure strategy self destructs, always.

Relating is complementing roles: mentor-disciple, giver-taker, ruler-subject, proposer-voter, judgeoffender, nude toy-viewer player, healer-codependent, winner-loser

Note situations that call forth such poor respones from you

What part of who you are blocks you from reaching or attempting those goals

For every fundamental dimension from above, list how it insists that it is helping or out to help you, how did it posture that its interests were the same as your interests?

The Insight Process as The Story: as the same as the one story that all actual stories are truncating slices of; alternations of engagement/detachment, cumulation of failed solution attempts, despair when all you know fails as doorway to new frameworks that produce success

Designed strategies end up fighting emergent ones--assuming that entire organizations must share one strategy simply forces most strategies actual in play underground where they undermine the winning “leader” one overtly cowtowed to.

Relating is means to an end roles: alien race understanding, finding missing piece, appreciating art object, building a home together, building a belief system (religion, politics, eco-stuff etc.) together

Note cues in such situations that immediately precede such responses

How do you depend on that part of you as part of who you are, your identity?

Now list for each dimension how its interests are not the same as your and how it abuse you, in effect, to pro- Journey Out Steps: call to adventure (life is dead), refusal of the call (the extermote its own hidden interests--list your interests explicitly and its interest and compare them nal enemy is really internal = fear), first threshold (battle, crossing, fall from grace, etc.), journey in the wild (what you are does not work), tests (trying all we know and can do, but it is not enough, new abilities called for), helpers (show us growth is possible), temptress (sex and pleasure are dead ends), magic charm or false wizard (power is dead end), supreme ordeal (face to face with 16 anxieties of existence), elixir theft (proving our grown new abilities work), second threshold (trying out and proving our newly grown abilities)

Designed strategies end up entirely different ones when implemented--the revenge on all those people, parties, concerns, stakeholders not consulted fully and involved fully in strategizing is to use whatever role from the winning strategy that floats down to them as cover for doing a different strategy and agenda that they were unable to inject into the strategy formulation process. Distortive implementations are the cost of elitist, perfunctory strategy design involvement tactics.

Relating is partnering: journey partners, building partners, cultivation partners, business partners

Start a personal campaign one week of delay--everytime that such cues appear, merely delay you habitual response by 2 seconds, and state it with a strange ironic insincere style

Imagine fundamental changes in that part of you, say, the opposite of that part of you, and what new identity you would have if that were installed instead.

What dimensions of life have already been thusly demystified to you via happenstance events that revealed where assumed coincidence of interests was false and falsely promoted to you?

Journey Back Steps: refusal of return (temptation of living in mystical but useless ecstasy), flight from heaven (new abilities called for in journey home), rescue from within (discovery of new abilities from Journey Out in us that we were not aware of), return struggle for acceptance (innovator’s struggle of fighting enemies of change), third threshold (trying all we can tolerate = facing the ugliness of the world), exlixir benefits renew the world (befriended anxieties used as new powers of us and society)

Organization mission strategies end up seriously eroded by career strategies-if what the organization direction requires of a person or group hinders its career ambitions seriously, the organization direction will be used as cover for doing a different strategy and agenda.

Relating is scripted roles: personal savior, savior of humanity, streams of history, data analysis, recipe following

Start an escalation in this campagin a few days later--everytime that such cues appear, delay your habitual response by 2 seconds, and during that time, invent a better response, then fully state and enact that new wanted response

Imagine updating that part of you yearly or sooner, at regular intervals, as options and alternatives appear.

What dimensions of life have not been thusly demystified to you and hence you are probably being abused in ways you are not aware of or you are probably submerging your own interests under differing other ones you are not now aware of? Investigate such areas seriously now in detail.

Twelve Anxiety Types: mystery, arbitraryness, emptiness, freedom, loneliness, inauthenticity, mortality, nausea, contingency, tragedy, sin, no escape

Where designed strategy gives expression to a fusion of emergent, organization mission, and career strategies, its becomes real, powerful, and valuable. Where it slights, ignores, or fights with these other three, it becomes “for show” and the laughingstock of all who hear ritual uses of it throughout the organization.

Relating is experience: battle, theatre, comedy, mystery

Notice the kinds of people and primary group friends who dislike or resist your new response types.

What emotion must you give up, what source or illusions of security must you give up, if you give up that part of your identity blocking wonderful goal attainment in this case?

The single great messasge illusion--we believe that one great messsage by itself has the power to transform a person, a person’s attitude, or a situation a person influences. People do not change due to single great messages.

Life Role Archetypes Encountered in The Story: unawakened self, herald, false mentors, mentor, minions, threshold guardian, allies, shapeshifter, trickster, clown, shadow, awakened self, committed self, hero

Strategy is just another word for choice--having a strategy means choosing some goals not others, some means not others, some struggles and challenges not others, some growth not others. Having a strategy means having focus, direction, which means letting go of myriad attractive possible foci, directions, and goals. Having a strategy feels poorer than having no strategy but it is more real than having no strategy.

We rule in and rule out kinds of appreciation and contribution of and from others. We channel their messages and contributions into channels, media, types we want now to receive. They do the same to us.

Notice the kinds of people and possible future friends who like and welcome your new response types

Emotionally, how can you live without that emotion or how can you find a source for that emotion in what remains of your identity with the part at issue removed?

Message plus frame-handling package as the communicandum--what communicates is a messsage plus an assortment of frameworks in the receiver of the message put there by the package the message appear in

Basic Story Dynamics: all the world is fails us = boredom, all we are fails us = call to grow; hope-despair alternation as alternation of engagement and detachment, accumulating failed solution attempts, despair as all we are and know fails us becomes doorway to new framework, new framework allows solution to emerge, possibly from pieces already examined and thrown away because we failed to recognize worth in or among them

Cosmetic strategies are frequent (the meaning of any ad, for example, is the reverse of whatever it says)--many people and groups create strategies to look like something they want others to see, often because putting forth an image is a lot easier than putting forth the same concept as a reality or real capability. Organizations and persons looking like X must be carefully distinguished from organizations and persons actually doing X.

The crises of love are crises of when one party outgrows the mutually agreed on story they build mutual care and appreciation around. The same story can affect different people differently because of their differences of background or different ultimate visions of where they and/or life are going.

Research when and where to meet and work with such new people and start spending more and more time with them

Try for one day to no longer react to that part of your self as part of you, rather manage things that involve that part of you and manage that part of you so you no longer emotionally depend on it and react emotionally when it is attacked in any way.

The environment is the message--not the medium, not the text/words, not the package. People simultaneously absorb from plural media and channels and absorb across periods of time. If both all media/channels and the period of time are soaked with the same meaning, people will adapt to that environment by tinkering with particular beliefs. In that way your message may get heard.

Stratified Responding to Story Incidents: noticings, feelings, patterns, remindings, interpretings, decidings

Strategies cannibalize existing personal and organizational strengths for the sake of better future ones--strategies do not add to repertoires of capabilities but rather replace old items with newer ones. They reduce actual present proven profitable capability in order to produce larger better future capability. Hence, present success is the primary preventor, resistor, obstacle to, and underminer of strategy. Present strengths fight emergent future ones.

Love idealized pretends its one story now is the only story valid or possible; love actualized learns to recognize the limited story it now is based on and its possible evolution into other stories. Love idealized insists on playing one story at a time only as the right one; love actualized learns to multi-task among more and more stories that are more and more diverse as fuller relating evolves.

Match all your old groups and times with new groups and time more supportive of the new responses you now make, and switch each old one to a new one, your bridge community

Try the response stopping method at left applied to stopping use of that old part of you as part of your identity that sourses habitual responses from you.

You communicate by putting people into environments long enough they adapt to them, and by adapting in effect “get” the message you wanted to communicate.

Story Packages: setting, characters, plot type, subplots density and interactions, narration type, narration types interactions, calculative residue work left for audience imaginative fill in

Strategy influences us via becoming the environments we live and work in-when our peers or competitors are strategic, they move and focus without regard to our immediate reactions. They have anticipated our reactions and need not change their tactics in response. Our identity, who we choose to be, traps us in hackneyed reactions they have already developed counters for embedded in current tactics they implement. When our attacks do not sway a competitor’s directions, we are facing strategy.

Love is where people erect civilization as a kinder gentler environment for living than the world the natural universe has foisted onto us, without choice or alternative. Love is where people treat people more nicely than universe treats humankind.

Formalize your role and respect in your new bridge community after some months, so you get fully committed in it and enact and keep promises with its members all of which use the new responses you built.

Get a new community of people around you who support the new responses you make when removing that part of you blocking the goal in this case.

The physical, social, time, task, status, procedural environments each have plural media and channels and packages per message. Approximately 50 “messages” each packages, channelled, media-ed environmented differently are needed to convey one message well, that is, as an environment others adapt to.

Story Impact Types: I am not alone (others share my most unique and personal and secret experiences/fears/tragedies), there is hope (I have acted more weakly than others facing the same challenges), the valueless if valuable (what I discard, avoid, hate, is my salvation if only I will change attitude), friends are enemies and enemies are friends (what I now believe, want, and associate with is designed to prevent growth and future happiness for me), discovery of my own story (I have been living a story others created for their own purposes and benefits, I can instead invent and lead my own story)

Strategy influences by turning responses into non-responses, so we become de-coupled from the reactions of other players. We focus and choose, aim for and march, putting up “for show” reactions to the reactions of other parties, but actually, because we have strategy, we have already anticipated all their reactions, and are actually reacting to entirely other things. Strategy allows peers and competitors to become removed from being our environment for long time periods, allowing us to react instead to things they miss or slight or are biased against or unprepared for.

Loving self destructively comes from holding too hard or long to one story basis of love, without counting the cost in terms of other stories not explored, benefitted from tried, or grown into. When one story is allowed to blot out all others, self and other destruction is assurred.

The Leadership Viewpoint Nothing bores like current leaders. Hence, Managing by Events events have to be spaces where new leaders arise and perform with all existing leaders merely consultants around the edges who are available for private consultation. In this way an entirely new layer of leaders arises in each event, observed and probed by the workshops themselves and their participants, and noticed by existing leaders around the edges. By stripping all existing leaders of chances to make speeches, promote their various feelings of self importance, and the like, the events are made much more interesting than usual company events, many of which serve no missional purpose but are there merely as occasions for elite leaders to display their eliteness before less elite people (that is they serve merely a status rank fixing function, not a missional one--see any staff meeting in a modern business for good examples of this). Furthermore the measure of leadership in Managing by Events events is how many of the friends and colleagues of a person that person turns into leaders in a given period of time or during a given event. People who turn their friends into leaders, who increase the influence, limelight, and accomplishments of all around them are real leaders. People who promote themselves in American ways are, where not outright buffoons, psychically questionable in most of the world. Their power and confidence are undermined by their selfishness and narcissistic interest in manipulating others.

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Detaching vs. Engaging

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unfittingness = rep creativity:

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sel when one group has more power than another the other defines itself as powerless or abused so all selecting gets resisted as “unfair”;

14 Group vs. Group

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vanished difficulty:

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62 61 Ocurrence Problematic rep

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creativity:

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com Societies as Doers:

Realizing Virtualities,rep

Self Management Self Development,

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div Linked Isolates:

EMOTIONAL INTELLIGENCE

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26 Actions as Care: all actions are political

not some; accounting for tasks vs. accounting for costs of tasks-pain sharing; com

doing what you say vs saying as what you do;

Link Word/Deed, rep Self/Other, Today/Tomorrow: doing the mission vs. doing the mission that doing the mission reveals;

Launch Pads:

25 Plans as

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Influence, rep

Other Management

21 Empathy,

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Sociability, Rhythm Entrainment: Self vs. Others: Person vs. Environment: emotion transmission; environments fix weakness rather than wordless you set up influence linkups with connectors; others not you directly; build on strength next steps; customer feedbacks vs. process learning & reframing mind vs. mind or person vs. person; feedbacks; frames; word to word vs. frame to frame; become leader by making others leaders; failure as feedback not block; tune basic unit interactions not top down command; 1 right way vs. many right ways; lack of influence = influence; com vulnerable self not invulnerable self; div stating their case not your case;

upfront leading vs. combine others’ ideas from back of room = empowerment;

sel Leader-Raising Leadership:

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mission vs. relationship weak ties in many worlds vs. Gender, doing what strong ties in few worlds; Male vs. Female: Self Awareness, management;teams individuals usually do; Event Delivery: one leader per meeting vs. establish intimacy or rank; Have what we be: plural leaders per meeting; talk to share experience or delivery of managing functions: think & feel agendas; to fix situations; inventory vs. strengths are weaknesses; talk to include or exclude; repsocial class JIT events talk to build relationship vs. non-self is self; talk to get/give info; editing immediate responses; Group Dynamics relate by listening vs. relate by talking; sel Management reveal self as novice vs. as expert; sel

19

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sel

Boundary Management

Making Reality: simulated victories = wins; Morale, feed explorations with Accepting versus Challenging: Chaos is Order: exploitations of knowledge: obstacles = invitation for drive; crises are our routine; problems =reality feeing long term commitments failures are roads to success; revealing itself; ruthless success = failure; with foregone short term wins; focus from parallel commitments; create your environments not com they create you; adaptability out-survives intelligence; div

innovations 1st appear useless till someone spots what they can become;

sel the useless is useful:

Cognition Problematic

most innovations fail cuz until it gets work done: ahead of market, people moms kills babes: invention cannot see what need baby fails to fit the one is many: they fill; organization: inventions show up alone but cannot be used without accompanying other inventions; rep

div play is work: play intensified

INNOVATION

novelty kills inventions:

group must bind diversity that 13 diversities causes subgrouping that stops from encountering each other sel

made by prior judgements;

Standards judging requires standards

Judging =

7

55

64

to Find Unknowns:

Knowns Used

27 commit totally and temporarily--committed provisional relativism; right vs right, vs, right vs wrong;

div unpopular acclaim:

Emotion Problematic

comconstant fight

design the emergence:

63

Innovation: Markides, 1998, Csikszentmihalyi, 1996, Amabile, 1996, Johnson, 1998, Huang et al, 1999, Van de Ven, 2000

Creativity: Sternberg and Berg, 1992, Sternberg and Davidson, 1995, Sternberg, 1988, Wallace and Gruber, 1989, May, 1975, Ward and Smith, 1997

Effectiveness is: Creativity Operators Applied to Paradoxes Generated by Reality’s Non-linearities So As To Avoid Certain Types of Error

15

38

Intellectually Problematic

acclaimed between plan champion at endgame; illegitimate: widely unpopular acts; & emergence; not 1 champion but innovations are legitimate plural flowing innovation is emergent property of illigitimacy illegitimate cuz violate in & out; rep norms, boundaries, etc. skunkworks; interacting populations of resources and ideas, tuned till creation is spotted 49

structures are processes:

that subgroups see com the variety of differences 16 divasresources that make groups form tortures theirs, groups feel stollen their continued existence so In not= Out so subgroups are resisted; within group relations forming is continual not dominated Subgroups as by 1 style often one time; cause between-group relations

Mind vs. Body

4

39

accepted lack of fit of product imposing in prospect, creative cannot be seen in retrospect; with domain; observe by violating: in but not of: know field well honor tradition by enough to change it but not breaking it; com so well as to be absorded by it; div

deterministic methods that produce non-deterministic results;

seldeterministic indeterminism:

Problematic Action

divfluid coalition chooses

Management Problematic

56 diffuse processes managed as if predictable one is several: results of fixed not 1 invention but processes; plural inventings & 54 rep re-inventings;

com emergent results of

GROUP DYNAMICS

depending fosters independence, independence fosters dependence sel

& Vice Versa

divrare ordinariness:

From Creating a Self to a Self Creating

Power Endless to be dominated by the opposite taking power reduces it Forming rep style (female, rational, conservative) Thieves giving others power increases yours;

Cue-less Frames

48 designing

desire many to acclaim what many cannot social asociality: fathom; socially accepted asociality; follower peers: supported aloneness: when most alone have supporters; peers become followers/promoters;

understood enigma:rep

46

creating destroys, rep lead by getting rep Group leaders destruction creates; groups to not depend on groups are fear makes courage, Enacted Unequal Power = Nirvana leaders for solutions; individual ID: Powerlessness individuals groups attain legitimacy fearlessness makes when they acknowledge people join groups self destruction Structures Act join groups to each member’s to borrow power but do task not Creation need structure to act contribution need cue to see frame, defined till group forms; restricted freedom costs need frame to see cue; Destroys need act to make structure; lonely ones join groups them power in groups; need interaction pattern to see cue, our identity as individuals is that make them more lonely new frames require new acts need cue to interact in that way div by fears of being engulfed div 8 all the groups we “are” of com but do not predict them com

1

44

CREATIVITY com flexible monomania:

Socially Problematic

33

42

openness with driving both special people absorption; & trained ordinary uncreativity of the emergence: creative process-- person tunes interaction ones can be observer beloved monster: creator; of person, work, field,rep creative; chaos creates order: domain= creativity; need acclaim but leave wake inject new chaos into domain to drive it to higher level of of destroyed others; organization; sel sel vs.

35

focus from rep parallel efforts:

multi-tasking among diverse projects ascetic: allows focus; child-like self indulgence solution=problem mixed with ascetic extremes; change: deliberately marginalize self discovered problems versus but breakdown from too much presented ones; com marginalization: div

41 indulgent

Personally Problematic

from long grind: accumulating failures used as solution trait spec sel

not fixed project but fluid done in past = good, done now = bad; waxing and waning process situations known failure preferred new invented frames make us rep 10 with people joining & longer able to see what old “Not” noframes to unknown success: org that creation is invention are people: In = Out let us see--they blind us leaving all the time; creates may disown rather Powers same folks us see new cues; being an individual = consciousness makes us while letting innovative/non-innovative than do collateral changes plus value-spotting frame; can compensate for integrating the groups to which so can create but not see see selves as mortals who frames depending on how organized; needed; each other’s weaknesses imagine immortalities; you belong; value so outsiders spot the creating is uncreative= “not” = absence & undoing so Frames being “in” a group = at times process boring, results excite; div value and hence create; com relationalities determine meanings Blind rejecting/opposing it; concepts imply their negations so you can only be an individual by being 12 groups split into pro-x and con-x thinking recognized as such by various groups; the concept can destroy the negation that defines it div violating boundaries makes them real; com as well as undoings com

Giving Power

3

Trust Gifts

11

we only disclose our selves after others disclose themselves; we start fearing others but to trust others we first have to trust those we fear;

Emotional Intelligence: Goleman, 1998 and 1995, Kohn, 1993, Covey, 1997, Kegan, 1994, Csiksazentmihalyi, 1994, Tannen, 1990, Egan, 1994, Fukuyama, 1995

Group Dynamics: Adams-Price, 1998 Farson, 1996, Johnson, 1998, Junge, 1998, Lloyd, 1997, Peppers and Rogers, 1997, Piirto, 1998, Postrel, 1998, Smith and Berg, 1998, Steptoe, 1998, Wallace and Gruber, 1989

43

sudden insight

Page 21; Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

are problems: 88 div solutions human predicaments

95

com listening is speaking:

84

div

81

123

com everyone manager:

96

82

83

problems are answers:

121

div

sel

Network Economy: Shapiro and Varian, 1999, Postrel, 1998, Norman, 1993, Peppers and Rogers, 1997

91

72

div mundane generosity:

79

com liberal conservative:

more than primary products: lock in;

sel

114

126

div

116

crowd phenomena enthusiams

corporate “style”;

wave of victory:

div career = five ventures:

com

127

competing = defeat supplier-winner collaborating: standards the unit of competition; div 120

sel

vaporware essential so you blunt others’ first mover advantages;

expectations = sales:

119

102

68

div opportunistic integrity:

sel

74

profit = giving the product away: the real product is becoming the standard; com

violate manager rank boundaries:

div

111

my experience is others’: 100 divsubversion = establishment: base structure on improvisations;

com

101

sel

112

110

explore while exploiting:

99

105

sel

107

precisely map what is not known or explored;

map “not there”s:

Know Unknowns

106

108

design entire businesses to be that your way and environments are statistical experiments; and bad things they teach you; separation=togetherness: unintended intensions: be ]bring together whoever responsible for the unknowable are not getting target “knowns” for consequences of actions; together; re-knowing; map assumptions & dependables then invent replacements for each;rep

& ORGANIZATIONAL LEARNING div unlearn learnings: comcommitments are trial efforts: see the curriculum

KNOWLEDGE MANAGEMENT

103

109

combine feed rep forward & backward reasoning; figure exploration with exploitation results bias = leadership: out what must happen to attain goals put while figuring out what you can finishing = unique & strange people in irrelevance build on top of present beginning: is relevant: charge of things; circumstances; get ending teams to teach combine people not relevant experience to beginning ones; div to each other; com

Separate Joins/Join Separates

sel

98

borrow inventing:

97

75

suddenly change routine and practice style while perfecting & automating larger repertoires of routine than opponents;

65

Leadership: Farson, 1996, Johnson, 1998, Amabile, 1996, May, 1975, Pasmore and Woodman, 1997, Sternberg and Lubart, 1995, Wallace and Gruber, 1989

High Performance: Denison, 1990, Vaill, 1989, Ghiselin, 1952, Klar et al, 1992, Mullen and Goethals, 1987

perfect changing routine repertoire:

Unprepared Preparedness sel

73

hard workouts while being fresher than opponents in performances;

67

elite discards:

maintain boundaries while scrounging discards of others:

div fresh exhaustion:

unlearn learnings:

76

challenge own routines regularly while perfecting them through rep practice;

controlling aspects of situation others do not think of while acting more spontaneously than opponents;

collaborate with competing & higher make others’ experiences mine; snooping is legitimate: make level managers; process is structure: compile spying legitimate: support violate knowledge are borders: workarounds into new invent copying: work in unfitting fields; peripheral participation in structures; invent things yourself while unfitting areas; be expert at copying while borrowing maximally from remote is near: being expert at inventing; rep rep others’ successes; make the distant near and the near distant; Formulate Experience

104

Violate Boundaries sel go forward by going backward:

work at plural firms at same time; violate status borders: work with higher and lower orders of people;

com violate org boundaries:

sel

HIGH PERFORMANCE com planned spontaneity:

Standards are Products being bought = victory: live to go public/sell out; 117 user-winner standards rep 118

125 Losing is Winning

put yourself where flows of ideas, people, talents, money are;rep

learning is more expensive than buying: switching costs; com

Costs

tipping points: rep Switching in markets from need to

first mover advantage;

div

128 geography = the internet: hope 1 in 5 succeeds during outsource nearly all; surf enough flows till 20 years of 4 years each;

com

Different = Better rich get richer:

113

89

employee equity stakes as pay;

71

78

66

77 from those you surpass:rep poverty vicarious learn be problematic to others by avoiding as wealth: reality: external norms; do things without resources

Rich Poverty

experimental steadfastness:

compete vicariously while seek ultimates in mundanes: that others require resources for, competing in reality; value task intrinsics extraordinary resources celebrative sobriety: sacrificing & enough for victory; at supply points where crystallizing celebrating more than others; div experiences may happen; com 80 ultimate

operate on larger scales than opponents while operating on smaller scales too;

larger smallness:

69

From Designed to Emergent Influence

the more we need creation and change the less we do them (people facing crisis do their pasts or talents better rather than doing anything new;

greater need=less action:

Things are Opposites

90

115

sel

work = home: structural holes; 124 work discipliine is personal not pay equals stock:

122

70

NETWORK ECONOMY

Lock In collateral products cost

too late is on time:

orgs change by surviving crises; the only things all news is old; we are willing to call “a solution” are Change = every strength is a weakness: things guaranteed to perpetuate No Change: every strength and talent is our problems; change people by not a focus causing weakness changing them: the way in what is not to change personal behavior focussed on; is change situations not behavior directly; rep

92

LEADERSHIP

comsolutions are problems:

Organizational Learning: Huang et al, 1999, Pasmore and Woodman, 1997, Postrel, 1998, Shapiro and Varian, 1999, Peppers and Rogers, 1997, Cohen and Sproull, 1996, Weick, 1993, Trevica, 1998

87

are realism: Things Produce Opposites 94 sel lost causes People are Capital big changes are easier to everything everyone 93 make than small ones; does is political in that it unevenly Need rep power )lost causes are the leading is luck: leadership is 90% success fails: success creates Fails: distributes venture capital funds rep more realistic goals); taking credit for luck and 10% happiness is unhappy: failure (internal copying of successful needing something makes successes: growth funding; avoiding credit for bad luck; the happier & healthier practices till internal simplicity it ineffective: orgs in such best practices are disasters: you are, the more discontented prevents response to environ- trouble that they need X are all methods work equally well, the poor fund ventures: ment variety); you are (mundane grumbles = not capable enough to implement X (there is no one right way) angels fund start ups; venture = industrial district: unhealthy org; high level grumbles = well enough to help; com div healthy one);

sel hardness is easy:

86 Problems are Answers 85

the best people to cure a problem are the people having the problem;

appearing to have power is power; address overall say no to conserve chosen best way to be work in historic treated as if they are problems, become challenges in each smallest unit non-fitting opportunities while form while freely improvising; context while investing energy heard is to listen (best way to lead form is content: people remember worse; skills make us skill-less: predictable being opportunistic; while specializing the automation increases in particulars; others’ growth to the form not content of what we skills allow us to be open we are how we treat others: work: technology creates more is to serveleadership; improvisations: talents of each unit; transmit; perfected breakings: (techniqueless) to situations & people regard us as we of whatever it is supposed to reduce; develop predictable behaviors people (we cannot “learn” how to break routines while regard them; more is less: the more we talk the relate to people because “relating” visibility is higing, the obvious team members can guess while perfecting them; get team to support individual less we communicate; involves essential openness & rep rep is invisible; rep improvising wildly; rep vulnerability and error). experimenting while getting individuals rationality is irrational: planning travel = workplace: guarantees bigger & worse surprises; to support team experimenting; virtual workplaces; sel praise is blame: praising people lowers productivity; Conserved Liberality Appearance is Reality Enlarged Shrinkage sel rewards demoralize them (rewards punish); sel

com the problem is the solution:

Copyright 2003 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Page 22; Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Polis Viewpoint Democracy was born in the ancient Greek polis--a space of appearing before peers with great word and deed, that, if great enough, would buy one immortality as the community of the polis told the story of one’s words and deeds throughout subsequent generations. Democracy as a box you put a written choice of leader into is much attenuated, missing the chance to perform, the recognition, the personal respect or contempt, the limelight of the polis. Democracy without performance quickly becomes a mere check on outrageous leader behavior, not a true input of population concerns. Furthermore, the attenuated participation mode of the ballot box does nothing to transfigure and transform citizens towards destinal public service. Rather it encourages a cynicism about leaders and societal directions, one’s own chances of influence being so infinitesimal.

Story/Fame from this event

Repeated in later events

Events as Polis THE AUDIENCE OF THE LIVING

our own words

our own deeds

words & deeds of others

HISTORY: stories told

THE AUDIENCE OF THE UNBORN AND THE ALREADY DEAD

ALL DIE: STORY REMAINS--Hamlet

Events provide large and small audiences--dozens or hundreds of them daily. These, as already stated earlier under “Performance” become chances for people to perform, in ways not available in ordinary work and life. Beyond that, each Managing by Event event is a set of poli (more than one polis). Each event is a population of seething democratic poli. A kind of transformative citizenship develops in participants in them that carries over into what they expect and are capable of in ordinary work arrangements. Managing by Events events are places where people experience the thrill and responsibility, the risk and reward of democratic appearing before others in word and deed for immortality or for calumny.

The Social Taguchi Viewpoint In product development there is a time where engineers optimize the product. Often there is some unreliable behavior or fault the customer of the product sees that must be “optimized away”. Just as often, optimizing away such a fault from one part of the product, causes it to appear as a different type of fault somewhere else in the product. A copy machine may put unwanted black spots on the copy made, for example, but when the design of the machine is optimized to eliminate that fault, the machine vibrates tilting the paper with respect to the imprinted image. When that, in turn, is optimized away, the machine may overheat, curling the paper. When that is optimized away the machine may make unwanted black spots--we are back at the beginning. In this way it is common in industry for engineering teams to chase free energy in designs all around in a product, never quite getting rid of all faults. An alternative approach to optimization does not optimize to get rid of faults that customers see but instead optimizes to get rid of the free energy, the energy going somewhere other than in its intended, designed direction, in the design. When no free energy is left to become spots, tilting, curling, and the like, all faults dry up. Social organizations and groups, more than product designs suffer this phenomenon. Managers, leaders, and others optimize them to get rid of unwanted behaviors, results, costs, and the like, only to cause worse problems to appear elsewhere in the group. Over a period of years they chase on such problem after another till problems repeat, as in the product example above. An alternative exists, Taguchi optimization it is called. You optimize design of the organization to eliminate free morale, talent, time, resources, and imagination that go in unintended directions by designing so as to attract all the interest, morale, effort, resources, talent, imagination, and time of your people toward your intended outcome and direction.

Social Taguchi Optimization: of Manage by Events Events and of What Such Events Design/Plan/Invent Optimize Ideal Energy Flow

Optimal Signal/Noise Ratio

NOT optimize away problems the customer sees (instead optimize to achieve “ideal” energy flow = all energy in intended/designed direction = no free energy

NOT optimize signal only (without respect to variations in environment of use actually encountered by users)

Optimize design so all energy goes where intended in the design

Result:

Optimize intended performance achieved reliably across all realistic variations in environments of use likely to be encountered by actual users of the design

Optimize to Find Tuning Parameters NOT optimize to get fixed “right” values of key parameters (to work reliably only when those values obtain)

Optimize to find parameters that can be changed across a range of values without decreasing much the reliability with which intended performance is achieved across variations in environments of use

1) no circular chasing of free energy doing bad things all over the design 2) no achievement of performance that instantly disappears when slight environment and use conditions change 3) no finding of rigid point values where performance is good so inflexible that subsystem design teams fight as conditions for one to succeed prevent adjacent others from succeeding

The events of Managing by Events if designed sloppily become social occasions that get little of worth done. One way to reduce this is requiring that more work of better quality get done by each workshop group in each hour than could be done by all members of that group working individually for an hour. This is a quality metric applied to workshop procedures that insure that workshops do not degenerate into casual gossip forums. Another way to reduce this is applying Social Taguchi optimization to invent procedures that suck all the talent, interest, imagination, and so forth from each participant into those procedures, leaving no free energy for gossip, slop, or cynicism.

The Presentation by Environment Viewpoint Each event takes place in a social, physical, emotional, news, mythic, economic, political, cultural, social change, information, network and other environments. Communication and presentation can funnel to one or a few of these or spread across all of them. It is more work to spread across all of them but doing so repeats messages in different media, making coherent reframing of messages when they cross framework and culture boundaries more likely to be spotted and understood. That makes it more likely that messages distorted by particular contexts get noticed and corrected by the same messages coming via different media crossing different boundaries.

Event design based on simultaneous transmission of messages across eight or nine media outperform, we can hypothesize, events that rely on a few traditional or popular recent high tech media. Furthermore, when the environments themselves are the messages, it is more likely that boundary crossing will not distort messages into incoherence. Idea rooms, for example,

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

are room where questions are daily posted, and passersby post answers, which at night get analyzed resulting in new questions the following day. As results accumulate in the room they are posted too. This is one way that the physical environment can be used as the message of an event. There are many other such techniques to apply.

TABLE 1. Measuring Customer Requirements: 10 Measurements for Each of 22 Feature Types per Product or Service; Copyright 2000 by Richard Tabor Greene, All Rights Reserved, Government Registered degree of satisfaction with the feature

MEASURES PER FEATURE TYPE:

relative importance of the feature compared to others

what feature aspects determine degree of satisfaction with this feature

satisfactionwit h info provided on the feature

changes in future customer situation that’ll probably change customer satisfaction

distinguish basic, normal, and delight quality of the feature

kansei map of custome experssionsontoo feature aspects

find trade-offs among feture aspects and features acceptable to customers

customer compar-ison of competitor offerings on this feature

fill ins on how customer evaluates, can help, plus other comments

basic features (shared with similar products/services) advanced features (unique to this product/service) packaging and interfaces guarantees tangible sensory impacts semiotic features (fad/fashion/status) acquisition process use process repair process upgrade process replacement process get rid of process service reliability service uniformity/variety service responsiveness service assurance service empathy service timeliness service expressiveness service uniqueness/novelty systematicity (fit/expense with related products/services) adequacy of information on above features

One of the most obvious deficiencies of usual speakers, events, and discussions is a lack of sense of customer and indeed a lack of a technical definition of what various dimensions of any product, service, speech, etc. separately satisfy or irritate customers. One such model is presented here. It can be practically applied by workshops in events to base all their inventive work on a solid understanding of what customers now want or think. Presentation by environment means nothing if wrongly directed where customers could not care less what was said or presented or done.

Diverse Diversities to Leverage The Impact Research Viewpoint There are a lot of different, even imaginative ways of effectively collecting data. Unfortunately public education and most colleges graduate people without teaching them how to collect data, why to collect it, and how to analyze the data that they collect so as to answer the important questions in life and work. The result of this educational omission is managing by opinion and by intimidating authority replacing valid decisions with invalid but obeyed ones. Managing by Events, as much as possible, uses workshop procedures that based decisions on valid reliable data rather than rank, rhetoric, intimidation or other shallow bases of thought. Given the diverse ways to collect data and the diverse types of data to collect, workshop groups need to select wisely what data they need and how best to collect it. This is, in the context of mass workshop events, a practical matter--what the specific group can actually given time and other constants manage to do well enough to get good results. The table below shows means used in such event.

Data Collecting Methods MODELS

STRUCTURE

EXPERIENCE

CASES

FOCUS

categorical model invent categories that distinguish important traits and keep together important traits of new things

structural reading transform texts into diagrams where number, names, and ordering of points is visually apparent by reading the structures of meanings put there by the author of a text: the count (how many points), the names (of each point), and the order (principle by which points are ordered)

experience report form the variables (dependent and independent) of some model turned into blanks and choice lists for people to fill in or mark daily with reference to some particular experience they have

case coding turning texts into theories with dependent and independent variables whose links become ways to code the traits of any one case so as to specify what is worth noticing in it and what is worth ignoring

social indexing measures measuring the degree to which people know the needs, interests, capabilities etc. of their closest 125 acquaintances and designing devices and changes and organizations and events so as to impact the degree, thusly measured, of social indexing in a group

association model variables that seem to affect each other because certain values of one or more nearly always occur for certain values of others, though longitudinal data is missing

fractal concept model regularize branching, naming, ordering to create regular fractal that repeats the same principle of ordering, naming, and branching on all levels of hierarchy

stratified responding forms that people fill in that ask them for complete observation of a type (layer) of reacting to an event, before moving onto later layers of reacting--noticings complete before emotions elicited; emotions complete before associations, associations complete before remindings, remindings complete before integrations/segmentings, segmentings complete before interpretations

boolean case coding coding traits of a case against variables of a theory and links among variables but with everything coded as present or absent rather than with numeric scales or regional qualities (fast, moderate, slow etc.) so boolean algebra can combine coded cases to find single values-variables that possibly cause outcomes of interest

imbalances plotted on fractal model problems plotted on fractal models of all of the dynamics or locales of a certain type then measures used to determine which dynamics are over-emphasized and underemphasized in current arrangements and these imbalances related to problems and their causes

causal model variables that affect each other, that is that change in relation to each other, so changes in one or more produce slightly later in time determinate changes in others

theory power transform a structural reading diagram of all points in a text into causal models of what influences what in the world from the text’s meaning with grounding questions by each causal link among variables for filling in with particular case contents

personal quality checklist a sheet with activities to drop, activities to start up, and activities to improve that you count daily and plot weekly and monthly trends in, to learn causes of why you can and cannot change certain aspects of your self or your situations

quasi case experiment selecting a standard form of experiment design then finding cases that correspond to each combination of control conditions in the experiment so that the cases as a set can be analyzed statistically as if a real “in house” experiment

whistle point analysis hosts of problems of a group plotted on a fractal model of all the dynamics of a certain sort, with clumps of problems related via where on the model they show up to root underlying causes

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Data Collecting Methods MODELS

STRUCTURE

EXPERIENCE

CASES

FOCUS

genetic model items with codes inside them that determine their behaviors that interact in populations stressed so that only some survive, whose internal codes are spread to more of the next generation of items

structural interviews specifying knowledge model types, interaction types, question asking means, question flow types for delivering questions to interview subjects then combining them into mini-interviews each with its own drama of question flow

dimensions of difference analysis study of series of great works of others noting the dimensions by which they differ from each other, then interpolating and extrapolating along each such abstract dimension to come up with inventions of your own

absurd product extrapolation finding the extreme cases of a condition and using them to make evident variables and causes unnoticable in less extreme cases that yet operate in all cases

transplanting practices across cultures the culture of origin of a practice compared to the culture of application of a practice as to different support and hinderances, with tactics invented to handle missing supports, missing hinderances, new supports, and new hinderances

population model intelligent actors, each with a model of the world, not necessarily the same, plus repertoire of behaviors it takes when in certain environments or receiving certain behaviors from other actors, organized in abstract neighborhoods, with rules of how they interact within neighborhoods and rules of how neighborhoods affect each other, applied iteratively to all actors at once, producing a new overall state of the system

questionless questionnaires questionnaires that contain no actual questions but work by asking the same fifteen types of questions for each of four or five topics on each page, using choice lists, tradeoff scales, fill ins, and other tools

customer satisfaction measurement 22 separate aspects of any product or service that independently determine how satisfied customers are with it, applied to each trait of the product/service in the context of each competitor

phone research a group mastering a topic in 2 or 3 days by phoning all the experts on the topic in the world during that period and asking structured interview questions of them all, questions that evolve as knowledge gets accumulated from earlier phone interviews; pairs of people start with library research phoning peripheral experts, then upgrade question and phone middle experts, then upgrade and phone world leader experts, transcripts turned into a 500 page book each day

social cellular automata arranging people as if they each were computer CPUs organized in arrays, working in parallel, using algorithms passed across their social arrays; tuning the degree of connectedness, diversity, and distribution of certain sorts of initiative-taking authority till betterthan-expected results emerge from people interacting

object model objects or actions or qualities/states in the real world represented as objects sending/ receiving messages and/or taking actions in response to actions taken or messages received from other others

reactions to reactions matrix plotting the reactions of key stakeholders to each action in a tactical sequence, then plotting the reactions of all stakeholders to all reactions of others, to predict surprising second order effects emergent

democratic rules of order a repertoire of ways to treat particular types of issue developed by a group with each member of the group assigned to lead particular treatments of particular topics of a meeting in each meeting

solution culture specification model of 48 dimensions of any culture used to specify the Failure culture that causes current solutions to maintain a problem, traits of that Failure culture reversed to specify a Solution culture which then is used to invent a new way of work and product of work

expert mind protocol immersion events getting the best people at doing something in a group to, once a week or month, do their own work aloud, using all others in the group to do cognitive functions for them as they work, exposing thereby everyone to the way the best people in the group think and work

simple program model one dimensional cellular automata consisting of a row of units, which can take on any of several different states, following a set of rules showing how the combination of states of units in the same neighborhood of a unit determines its next state

taguchi experiment design optimizing the ideal flow of energy through a device or social invention, optimizing the ratio of signal to noise so results are reliable to changes in environment, optimizing to find tuning factors that can change without hurting reliable performance so subsystems can adjust to allow each other to succeed

total quality specification specifying what needs to change or be added to any system via specifying what trait of the output of the system dissatisfies customers and what trait of what step of producing that output of the system causes the output trait that displeases customers, then all features of what you change or add must address the root cause of why that step has that trait

idea room use of hallways or room walls as info displays of questions to which passersby post answers or hints or suggestions or critiques, summarized daily into new question the next day at the same space, till overall solutions are found

managing by events delivering leadership, management, or other functions to a large group via mass workshop events of many parallel workshops, each using a different world best protocol for how to do some function, and each interacting in pre-designed and emergent ways with others as intermediate results dictate

The more serious issue is this--managers and leaders of all sorts have been found by solid research to base most of their actions on opinion, hunches, experience, or social intimidation that strongly weakens the results of their actions. Total quality programs have gone so far as to advocate transforming management by opinion into managing by fact, using statistically valid data as the basis of decision instead of authority, power, intimidation, hunch, experience, or opinion. Leader ignorance of data collection methods and inability to analyze validly data once it is collected defines powerful boundaries around possible future performance of most leaders. Management by events involves uniting managers in event via initial event training in data collection and analysis methods used in particular event workshops. Repeated manager participation in such events gradually trains them in entire repertoires of collection and analysis methods that they can with confidence later apply to their work.

The Theory Power Viewpoint A lot of people value experience, though research shows that experience produces little learning save for those with interesting viewpoints or models that point them towards special parts or phenomena in their experience. If you take a person, master of a thousand extremely powerful and diverse viewpoints, from many professions and global locations, and put before them an experience new to them and to you and I, you find that they find thousands of aspects of the experience that you and I do not notice. Unusual frameworks actually expand the amount of world seen when facing any experience. People masters of many diverse frameworks, actually see more world there in each experience that they face. Their world is actually larger than ours. Simple demonstrations of this are available. We can direct college student men, wanting closeness to attractive women, to meet women and notice things. Then we can direct other similar men to master Deborah Tannen’s research on male-female discourse differences, then meet women and notice things. The second group of men will reliably develop closer personal relations overall and at faster rates with less emotional trauma interruption events in between. Tannen’s theory helps them notice aspects of women they never noticed before, powerful aspects that accelerate development of intimacy, trust, mutuality, and rapport. People resist new viewpoints, for they threaten powerfully existing idea, action, and opinion commitments of people. How can we expose people to new viewpoints, many of them and highly diverse ones, yet in powerful enough ways that they do not dismiss them but try them out and learn to view the world from them? The short term, meeting strangers, intense nature of events is a natural venue for this sort of learning. We can build into individual workshop procedure sets use of particular theories or combinations of them. We can assign several workshop groups the same goal to pursue and have each one use different theories to investigate attaining that goal. Sometimes entire events are structured as 80 workshop groups, each assigned to apply a different theory or framework to a problem, and competing with other workshop groups to solve fastest or best the problem that is assigned to them all. Events are natural ventures where alternative frameworks can be applied to issues, to compare results and select best ones. Below is a model of 256 theories used on one such massive event, wherein 256 different theories were applied to the goal of inventing new services of a business for a particular expansion into global markets.

power

Pfeffer role

relational

computed socialities

Fodor modules

Greene rresponse matrices

dynamic core

‘Wegner transactive memory Edelman

dynamics

Greene causal path stars

Flores discourse moves

Keryser meeting behaviors

Shapiro media blends

Greene Greene leadership processware Davenport knowledge markets

Greene evidence moves

Tannen gender behaviors

Greene social indexing

performance

high

Greene

Quinn emergent

Kotler ubiquity

Hedberg preferred illusion Porter Mintzberg plan, position negotiation

March magic show

Vaill high performance

Meindl romance

Greene leading = following

Fiedler exchange

humor

Davis

Arendt polic Pye Geertz theatre state

ORGANIZATION decision Bhide hierarchy of Greene’s March certainties manage by Simon quiet mind Weick’s building least March bounded Mintzberg movements loosely coupled deciding garbage cans types rationality system

Berger Arendt culture Harrison Lillrank crossing conserved Gardner culture game novelty coincidence library & team layers events founding

structure

Mumford city as museum

deconstructions

Goffman person as interfaces

leading

Goffman Runco design as everyday performance

performance

Barthes strippers

COMMUNITY

connectedness

evolution Illych mystifications Davies Kauffman Burt Watt anti-fashion structural near Vaill beyond small worlds holes Starbuck design as org.n as process rest & adventure to tend not outcome Postrel-Kelly rule balances

INFLUENCE

strategy

Greene org learning

indexing

Greene knowledge management

Peppers 1 to 1

marketing Saturn customer community

collaborate

Greene solution cultures

operations

MANAGING SOCIETIES Greene Greene group emotional Greene Clark Greene Greene intelligence movement dynamics Friedson Blesdoe Mathews Mohr knowledge Greene whistle Gladwell dynamics knowledge cognition networking cultures as classes MbyBal, SAL routine points Gladwell enterprise bureaucratized change economies change trend riding tipping points modes change professions

ecommerce

Greene insight

SOCIAL TECHNOLOGIES

Greene creativity

discourse

Kintsch macros

structurings

Greene fractal models

Greene creativity as non-linearity

invention

Greene innovation

cultures

Sabel network of Resnick Jame-s coops culture de-centralHofstede Jun Giddens ization blends Greene culture dimensions globalization de-localization

planetary spirit

Malone Ashworth critiques single Garfinkel Turner marketizations Parsons procedural Wallerstein Sperber household Miliband science dimensions action social physics systems fashions world social classes

dynamics

MANAGING EMERGENCE Langer mindfulness

Greene cognitive events

POPULATIONS

Greene Greene org. learning as Greene’s surprise 64 org learning creativity types modes

org learning

Brown Arthur’s Greene org & niches Greene practice industrial make culture Toffler intersections combinatorics niches transplants de-massification clusters

BIOLOGICS

growth Greene Cilliers manage by neural Greene Albin deconstrucmovement Gardner self as measures of tionism buiding 9 types of theorist complexity collaboration

Gelehrter virtuality

Tenner technology’s revenge

subworlds

Shapiro ubiquity

Lave legitimated peripheral participation

Greene need/seed gaps

Theory Literacy: 256 Theories

Oliver being customer Greene satisfaction Engle 9 anxieties Kierkegaard mystifications reflections

Wildavsky personal culture types

Lifton protean self

MIND

Foa & Foa resource Greene customer theory Calvin satisfaction darwinian thoughts well being

QUALITY

Markus effectance

Wittman political markets

coalitions Neustadt the study of Ross history as conflict’s error Gutmann culture DeToqueville deliberative alternative democracy spaces

Weiss problem outcome intervention

Greene Greene Argyis Huczynski Nonaka Vaill/Greene Greene Thagard Elam manage by JIT Canon JIT double management compilations innateness connectionist metaphor events org.ns pschyoanalytic sociality gurus managing loops Benedikt cyberality existentialism disolution complexity know econ

COGNITIVICS

Arendt power from Hochschild Lahey emotional work nothing kinds of talk

Hunberman fluid org.ns

Sternberg self awareness

Bock Mandeville human good natures from Arendt bad elementals

cultures

courage Freud dilemmas Maslow hydraulics hierarchy

May Tillich

Fiske’s 4 elemental relation types

comp self

Greene Enteman GEC managerialism

Frankl culture of success

Greene social virtuality

ecstatic Greene Kano & Cole sociality Evolutionary small group ism Suzuki Norman Schribner Engineering Weiskel Csiksz. delight quality zen everyday flow Greene the sublime cognition Vogotsky mind social mind extensions

PERSON

Sartre project motive

Greene plurified jobs

Senge Deming & Taguchi Hammar Greene Hardin resystems Juran global optima Campbell . engineer architypes global quality systems variation liberacy 1000 face hero performance global

Baron ecosystem Ortney self Reason error emotion change

structure

Epstein anomie

MacCauley fiction technique

career

Gould free agents

MANAGING EXISTENCE

Hermet individual invention

Greene surprise types

policy

Pasmore Spreizer empowerment

Campbell Greene social: Greene cognitive: TECHNICAL SOCIETIES Parke ecological arch,furn,appa, Greene arch,furn,appa, human McGrath Greene Negroponte Sandoe hubs Smoth global next Greene Epstein Axtell discourse cognitive discourse participatory venture agile info not ecology religion participation autonoma Greene Giddens authority far from economy agriculture composition May technologies illusions models GEC JIT org.ns centralized equilibrium structuralism power Honneth addictive praxis lived critical theory mind extensions relationships computational

efficacy

Bandura self efficacy

systems

Behm goal created space

DEMOCRACY

Barber strong democracy

Fiske Ward extreme cognitive operators

person

May courage

spaces Greene subcreations Bak Dahl self organ.zd sizes Krugman criticality Arthur Arendt Ishikawa order from increasing spaces poli circles instability, random growth returns

typologies

system

Kauffman Csikszentmihalyi non-linear social Tambini systems judgement etiquette based participation

Berger cyber culture Greene Schwartz interactions democracy population Simonton Gardner by darwinian automaton inverted U Bryan event Tsaganousian ou functions types of public horizontal spaces meshes

automata

CREATION

Greene 10 insight functions matrix

insight

Runco Greene Greene question surprise model community finding of ideas

Greene career Senge Wildavsky Cullen development Grove surprise narrative archtypes surprises Stalin self types canabilization contradictions

POWER

Parson’s code-action factors

code

Dawkins’s memes Feldman’s demes

Greene’s diversity

non-linearity

Greene information design

MANAGING DISCONTINUITIES Weick sense Arthur complexity making types

Axtel iterated dilemmas

development

Grondona culture of development

Douglas symbol

Piaget structuralism Goodwin Yunnus science of micro Kegan Baron Gould emergent be-have institution ecology of evolution forms Mandelbrot transitions development self change levels fractals

SURPRISE

Schon frame reflection

Derrida deconstructnism

fashion

Barthes narrative

256 THEORIES FOR SEEING PARTS OF THE WORLD OTHERS OMIT

Shelling interlevel

Maynard Smith 7 levels

biologic

Greene 128 system Cohen emergent effects Holland organization bucket brigade

inter-level

Lwein freeze refreeze

EVOLUTION

Robinson kaizen

Van de Ven final champions

innovation

Woodman everything

Page 26; Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Page 27;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Successful Global Assignment Viewpoint

43 new supports not in origin culture Target Culture 41 new blocks 42 not in origin culture identify interaction 44 strongest with practices interactions 35

Transplant Across Cultures

where 48 where origin 39 origin supports where blocks missing new missing target 46 blocks are 45 business Invent supports capabilities Tactics Transplant Culture of where new What Origin target 34 business 37 supports 38 blocks 33 opportunities are

people & 36 families

business practices

47

identify interaction 40 strongest with practices interactions

64 Tasks of Successful Global Assignments evaluate set up 56 when in Rome 63 52 27 all’s use of solace only already is hard or other’s assess systems Roman framework effectiveness stuff frame- preference/ invent different by entire works work own ratio of skill/use explore civilization experiences org unique 54 only 53 detachment’s 50 imbalances 49 into reusable forms of The Moves of innovation Inauthentic Uses globality frameworks of Diversities powers Using Diversities Use Expanded Encounter switching: turn Work theory Frame Repertoires Degree experiences differences I like reinvent 10 = good; don’t 61 invent new 62 25 9 ratio of 26 into own culture frameworks engagement reusable like = bad in annual deployed per framemeans/ see more points feel what works designed situation of the events others world 64 number of cannot use global use global types & 28 55 Deploy Framework 51 12 diversity scale depth of instances/type advantages advantages encounter Powers encountered invention of invention of applying into copying 60 3 7 unknown abstract 19 relate-at- 32 repertoire 23 find global 16 find local essence environdistance best expansion: best ment capability performers performers frame & invention expansion test new function of self protocols deliberate reflection role play 30 adaptations depth become a 14 continually 13 29 all other is confused 58 57 others’ profession The Innovativity destination for Encounter Mind (= some good some bad) viewpoints & organization of Error acquaintances Extensions Uses Others write up personal global Encounter Stages invention of Self & Family Diversity Types (target & origin) 6 network protocol improving 1 2 practice pursue building 21 all other is mastered 22 17 64 difference 18 differences 5 before repertoire dimensions parallel (= personal repertoire expansion applying competing expansion) uses diverse turn own ways turn others’ productize 15 best protocols 31 build home into reusable best protocols 59 community 4 spouse/kid nation personality 20 all other is good 24 all other is bad 8 into reusable frames for events experiences & gender & era (= liberating) (= skilllessness) others frames you use 11

adapting

out all that

Globalize

Encounter Diversities

Copyright August 2003 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Diverse diversities are encountered when going global. Facing them forces one to go inward. The outward journey is also an inward journey (a phrase from Joseph Campbell). People have studied exactly what one faces in these twin, linked journeys and ways to handle what one faces there. Managing by Events events mix locales, nationalities, ranks, professions, missions, organizations, genders, ages, and a host of other attributes the people have. They are outward journeys that force inward journeys on people participating in them. To treat any of them as “just another meeting” is to allow diverse diversities there to squander, frustrate, and distort outcomes. People are going to find that automatic, unexamined, deep parts of who they are and how they operate are opposed, sometimes bitterly, by people they have never met or encountered before. It takes a certain emotional maturity and poise to face this, again and again, and learn from it rather than fighting it or pulling back into safe “bigotry” country. Participating in Managing by Events events is a global assignment of a short term but intense sort. Therefore a model of what is involved in successfully handling global assignments well is very pertinent to succeeding in Managing by Events events and to leading such events well.

The Purposes of All Arts Viewpoint All events fail if they are rational. Such events end up being too idealistic, too aggressive, too competitive, because, ultimately, too male, perhaps. If events are to work, each workshop 15 minute segment has to have its own rational goal, emotive goal, interaction goal, and impact goal, each expressed as a particular form of output required. Keeping a balance among the rational, emotive, interactive, and impact outputs of each segment of each workshop is a major responsibility of event leadership on all levels. Emotion management is largely done, in this world, via art. Comedy is a powerful weapon in business, an avenue for voicing powerful emotive criticisms without putting careers in jeopardy. The mass laughter response from the right joke, instantly, gets the jokester off the hook by publicly validating the truth inside the joke (all those other people laughing, that is “getting” the joke). A host of other arts are also powerful weapons in business, allowing emotional work to be done that aligns morale and elan with plan and budget. Good leaders have a genius for devising ways to harness envy, competitiveness, curiosity, and like emotions in service of needed organization missions. The same goes for attaining mission by harnessing interactions among people and impacts on people. People generally know a lot more about rational work and rational goal attainment and means of attaining rational ends than they know about emotive work, emotive goal attainment and means of attaining emotive ends. Therefore, if emotion is to bind with reason and together get whole people moving forward in events, there must be tools that show people how to harness emotion, what emotion to harness, and where to direct it. The Purposes of All Arts model, presented below, is one such tool. It identifies 64 powerful social-emotive functions that nearly all arts accomplish at one time or another, for one person or another. Seeing where such goals are needed, in events, to direct emotion in helpful directions, and seeing what arts suffice to attain such purposes is made easy where the purposes of all arts are collected into one well ordered model (even if that model misses some small other purposes). Leaders of particular workshop groups and teams that punctuate work by wandering from workshop to workshop during the day, with song, dance, comedy, or drama can both use such a model of the purposes of all arts to design what needs doing emotionally and what arts will do it.

Page 28;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Cognitive Fault Lines 64 Found and Tripped into Societal Tipping Points:

63 Historic Levels of Perception/Expression of Emotion, Feeling:

Art can reveal to us the fault lines in idea territories along which major idea quakes may occur. Art shows us tipping points where small inputs have huge outcomes.

Art can review for us the history of how people have seen or expressed parts of experience or the world. By viewing this we can imagine better percepts or expressions of our own that make us creative 80 contributors. Art invites us to go continually beyond Historic Levels all we have seen and done before. It invites of Improvement extreme trespass and in Technique: 62 extrapolation. It shows

Beyond All

Dimensions of Difference 61 Analysis:

limits to overcome. Art can show the sequence of innovations in a field so we notice the abstract ways new items got envisioned and done. By extrapolating or interpolating along those seen dimensions or inventing new ones of our own we become creative contributors to those fields.

Art can show the abstract principles by which all techniques in the past were improved. By interpolating or extrapolating along them or inventing new such dimensions we can become creators ourselves.

Change Logic:

Change 51 Representation:

52

Improve Quality

Art can reveal audiences to us, possible audiences, and particular dynamics in such audiences. By doing so it can give us the idea of how to create what those audiences would value or admire.

Creation 84

Art establishes in us all the conditions for becoming creative. It sets up group and individual creativity.

FindNew Questions Art reveals entirely new questions that mystify us and change what we investigate and pursue.

Find Leverage:

50

Improving Production 59 Process:

Art can reveal new ways Art can enlarge your view of work that no one has of what your audience tried yet or pioneer lives can aspire to and attempt. of people doing things It can inspire you to lead entirely new ways. Seeing your audience beyond this can cause us to greatly what presently satisfies it. improve how we work or It can inspire spur us to attempt you to improve better deeds what your due to new means audiences reof getting things 79 quires. done. Art raises the question of the quality of all Mastering Choosing & we see and do, and 58 Understanding inspires us to improve Changing Your Audiences: quite generally the Technologies of 57 quality of all about Supply and Production: us.

Spawn

Art gives us entirely new logics by which to link one thought to another, revealing new implications Art gives us entirely new of existing knowledge never seen before. These ways to represent things which changes of reprenew implications can sentation can reveal soluuncover new problems to tions to longtackle or new standing probsolutions to lems or new well known problems worth problems. tackling. 77 Find 49 Opportunity Gaps:

Inducing Higher Quality Requirements in Your 60 Customer-Audience:

Conquer Emergent Failures, Manage Emergent Insights: 56

Art can reveal new substrates for doing old functions and new functions to do with old substrates. By doing so, art invites us to radically renew what we do and how we do it, turning everything we attempt into creation.

Create Creation Machine & Use it to Create: 55

Art can expose us to precisely the creation dynamics or devices we have We design and plan good avoided or omitted, therethings but often there by pushing us over the emerges something better edge from self doubt and than we planned, which hesitancy to bold attempts we miss if we love or and brazen attend to our innovations. plans too well. Art helps us see & value emergent 78 results. Art gives us step by Make 53 step the wherewithal Mental Travel Interior & Find Paradox: to create ourselves. Exterior 54 It inspires the mental Room: room for imagining and changing all.

Create Creation Capability

Insincerity:

48

Mismatches:

47

issue responses, lifestyle, family, culture, roles (reversals) As we continually change Responses become habits and things around us so and new values in us that change mismatches appear as things change, graduwhere what we provide ally become ineffective no longer fits what we or then insincere responses. others need. Art reveals Art reveals how these emerging our best efforts mismatches. or intents have unwittingly become insincere & ineffec76 tive responses. Slight continual incipient changes go Pop Trends: Flight/Fight: 46 45 on all the time, not seen or named till news, music, fears/dreams, art sees and names lingo, pop threats/chances them.

Incipient Edges of Consciousness

Lack of Skills of Spotting and Learning Other Ways: 44 Art reveals our unpreparedness for a world of diverse values, views, & ways. It shows how we avoid learning and change. It shows how hard we work to miss or slight the ways of others.

Tiny Personal Repertoires 43 of Thought or Act:

As we grow older and nearer to death, we find we occupy a tinier and tinier fragment of ways of being and frameworks for viewing life. Art shows us just how tiny our views, values, and ways are, and others who have larger selves and lives 75 via culture blends. What we love the most, what we are, Distaste of or 42 enslaves us, revealed Refusal of by art that investigates the certainties Other Cultures:

Culture as Blindness

Assumed 41 Goodness of Born Into: self, gender, of belief, the costs of home, nation, era, profession growing up local.

Our emotions are also Our own ways of doing Without examining or continually changing, are automated by lots of experiencing the vast sensing new fears or practice and lubricated majority of places, ways possibilities. Art updates by unthinking social supto live, or people we have ports. Others’ ways are our emotions by making confidence the way we large, clear, dramatic, hard to do, unautomated were born is best. and unsupported. Art and visible slight Art attacks this changes in mood shows how we misinterpret basic bias/error and emotion in that difficulty as error or in all of us. and around us. 83 weakness or inferiority Art helps us to of others’ ways. see more and See Wanted Novelty 36 See Wanted 35 see it more acSide-Effects 40 Imbalances Maintained curately. It gives Overwhelm Conserved: Historic Dreams Because Alternatives 39 us more of a Intended Effects: Unknown: world to be in. We often do or repeat Art causes us to see true democratized things because we are novelty, newly born into performing, unaware that there are this world, as it gets atWe build up our selves alternative values or ways tacked by established old For eons in rural villages and plans and deeds so to be. Art, by showing powers-that-be. It reveals all people performed roles much that we continually dramatically such alternathe ferocity with which in village festivals, getting are blind to unintended tives often as lived by the old fights against the limelight and attention for effects of our actions much others, reveals new. growth. Modern larger than our ways as societies have intended ones. traps, & opens lost this till art Art reveals us to possible reminds us of these costs of change. this loss and our doing what we 74 73 Art helps us to see need for audience. promise. Art lets us see what how we are our own The Cost of 37 Contradictory See Wanted See Wanted we lack, our desire 34 enemy, how there Talents-Liberations Goals: to perform, the atten- Free Collaborations are costs of our ta38 33 tion we crave. It reNeurosis: lents and how our minds of liberations goals are contradicwanted or dreamed of. tory. The basics of the world are continually changing but art updates us, by concentrating the slight and incipient changes in all domains of life into dramatic or funny or otherwise memorable events.

See Better

Neurotic & Paradoxic Goals

Missing

Polis & Limelight

Giant central broadcast Every talent we have is Art can transport us menThe world comes to us preWe want to fit in yet stand industries have stripped developed by focus, which out, we want fame and tally and expose paradox structured, so we rarely if performance from the means inattention to other daily anonymity, we want far and wide to us till we ever act freely to invent matters, the lack of the daily lives of re-see the new social institutions. money and love--our goals developing of which conall. So we world and Art reminds us that all contradict. Art forces us stitutes the cost of our forget what discover how imposing rules and things to see the contradictions in talents--neurosis. We we seek to create it around us finally are made what we want and seek. are unaware of these costs liberation anew or popby and sustained by men. It forces us to measure the of our talents till art forces from till ulate it with Art reminds us it is our necessary costs of pursuing 85 us to see and feel them art reminds creations we world to remake, anytime. or getting what we want. All arts go beyond limits, and their powers. us. invent. causing reflection that lets us see self and world Cross-Abstraction 16 Cross Discipline & 15 Internal Opportunity: External 11 better, so that we ourMinimal Recognition: Minimal Reference:27 Our Selves & Solutions That Perpetuate Metaphoric Combines: Culture Combines: World As 12 Opportunity: selves become able to Our Problems 28 31 create, like the artists Prison: There are edgues to the 32 There are particular ways Art overcomes the divisions, People tend to call or name whose works do all this Art stands at very abstract We can change internally Things may mind’s capabilities, that to refer to something that languages, cultures that our likes, a “solution” only things for us by being creative. viewpoints seeing pattern in ways we are not aware become art explores thoroughly. bring it all back well. Art forever split us. It binds our fears, guaranteed to perpetuate and unity missed in our of or deny. Art shows us possible for Art seeks out what the explores just what these togethew what men split. our habits their problems. Art shows quotidian busyness of new identities, feelings, us gradually slightest sorts of input are ways are, the ideal most It uses and values diversity this to us, forcing us to local viewing. Art spots styles, relations, aspiraso we are not that suffice to recall or compact more suggestive that hurts or irritates or see the bias, bigotry, and We erect artificial nice patterns across widely tions possible now for us aware, or avoid awarerecreate the largest forpowerful representations overwhelms us. It presents worlds to live our lives in, blindness in our goodness, separated and and names them ness due to disruption gotten or denied realities. of anything and everything a bigger more denying most morality, tactics, differing realms. so we can costs of real life. Art Name New diverse world of reality. Art efforts, and Find the in It makes the respond to chances for actively institutions. than we personreveals this Minimal seeks world’s diversity them and do change. Art what the slightest shrinkage of ally choose to Art humiliates Essential more managethem. names such way to effectively deal with and our solution world and Traits that refer to something is. able this way. 67 building 68 Gradual incipient attempts. live in. experience. Define 71 72 possibility. Our world is split by unnamed things Art lets us view our We love impersonaCross Internal 13 all sorts of divisions Cross 10 14 External 9 grow below the edge Novelty as 29 selves & world using Value of Present Minimal 25 tors and mimes for Minimal 26 Threats: overcome by art Threats: of our awareness Size Scale Time Scale Practice from Historic unusual distant Movements: they exercise our Form: till art names them Combines: that combines what Combines: What it Replaced Swing from frameworks so we minds’ great powers in reality is usually and parades them 1 Pole to Other 30 see patterns never of suggestion. Art We sense and never joined. before us. seen before. exercises these powers. peripherally see things we are not Art builds bridges between We threaten ourselves in Art stands in timeless A photo fragment or long The value in what or how Our minds are highly The exciting inventions aware of or can articulate. the tiny and the gigantic, various ways, make cometernal points beyond forgotten news clipping we do something now may suggestible so that a tiny of our time and age seem Art invites us to name the eon and the everyday. promises that erode our existence viewing all can transport us to lost lie entirely in what that single gesture can recall impressively new only Art fractally frames and these incipient feelings. primary images, confidence, history and possible eras and places instantly. practice replaced when an entire person or era because we forget or New threats may linger spots patterns. It repeats and values, waste time or futures. Art plays the Art explores the minimal it was first invented and for us. Art plays with such never learned the past. on the margins of conthemes on many size relationships out of fear of eternal return of traits, smells, colors, or popularized. Art shows powers of our brains. It Often radical novelties scales simultaneously. sciousness till art dying denial, and the like. past theme in shapes needed to thusly us the relativity are merely swings done explores the miniby naming them Art lets us name building future guises. transport us to large lost of values undoing over decades from one mal gesture needed allows us to see but subliminal internal It bridges eons. worlds or persons of our absolutizing pole to another of some to recall maximal and respond to disappointments of our experience. of them in daily polarity, revealed by art. 81 82 contents/import. them. selves by ourselves. life. Art overcomes Art is a mirror the limits in life in which we see Mood Flaws: and the world Performance parts of life that Know What You social limits: 7 Know What You Know: and our selves. tiredness we normally 19 Do Not Know: 24 Gaps: 20 virtue, aspiration 23 self centeredness, wasted lifespan, It goes beyond disagreement, forget or flee. imagination/mortality, 4 sin, politicizations, need/supply such limits with loneliness, 8 It reflects us to plan/side-effects We in daily life consciousOur primary group of 3 loss of love herd conformities reality/possibility imagination. weakness ourselves. ness cannot really know family and close friends Art lets us vent frustrawhat we know, feel what Our consciousness of our is the primary barrier to We pretend to competence, We like to feel in control Art lets us imagine a We think of ourselves as tion with social limits on selves, our deaths, our we experienced, think what self change/improvement. control, influence, trying of self and world so much better us and life in which always meeting our needs all we aspire to and do. we thought, remember limited lifespans, spawns They hate it if our criteria always to appear more we lie to ourselves about love is true, we do what or working towards that Art lets us name and mock profound anxieties within who we are or who they of performance differ important and powerful it; art lets us see and adwe promis, and we care but in reality we ignore or social harms hiding amid us that we flee or deny were in our lives, till art from theirs. than we really block many of for others mit the gap social goods and or fail to admit. Art lets us be are, till art maps journeys our most impormore than between what more than we traditions. The Art shows us brings us face across our lives tant needs. Art our selves. we really feel the true paracosts of being and they now to face with and feelings. is where we adArt overcomes and what we meters of our are. social are re69 mit the tinyness all we do not limits from socially should lives without vealed & refelt The gaps in life beof our lives,deeds. yet control or our selves. feel. 65 70 flight or denial. tween word and via art. know. 66 Personal and social Our experience of We get tired of this deed, self and other, physical Performance factors cause us to Social Gaps: Know 21 life is so rich we can- Know Self Gaps: Goal Flaws: one world and its 22 immortal imagina6 hide from much of not bear it in mind Flaws: limits: 18 17 one way of doing, Yourself: greed, tion and mortal 2 1 reality--art brings death, 5 for long, losing aware- Others: error, Art lets us imagine word/deed lust body, are recalled self/other place, busyness, us back realities we ness of it till art lets mistake other worlds and dream/career by art and admitted. love/care transport, career have hidden from. us recall its moments. ways. tree height Art shows us gaps all around us that, by filling, we might revolutionize the world. Art reveals chances to become creative by spotting and filling such gaps.

Art shows us places where small actions can have giant disproportionate effects. By highlighting such non-linearities in life art shows us ways to revolutionize knowledge or deed via minimal but well focussed input.

Art can stop the habits and priorities of our daily lives and give us new physical and emotional space in which imagination can grow toward full creativity. Art can set us free of enough to unleash forces of creation in us.

Make

The Purposes of All Arts

Terrors & Dreams

Impossible Combinations

Exchange Local for Distant Frameworks

Pierce Limits

Cause Reflection

self limits:

Criteria Divergences:

Anxiety of Existing Gaps:

Overcome Fixed Life Limits

Reveal the Hidden

Admit Gaps

Recall Life’s Best & Worst Experiences

time limits:

People avoid seeing and admitting error; only fiction, art, or history accurately present error. Comedy and tragedy are based on making error visible, felt, palpable.

We paint our faces and world, always making things look better than they are, till we forget how they really are. Our real animal nature & drives embarrass us, so we hide them till art reminds us of their power.

Time powerfully limits our lives in many ways. Death makes life short and competitive. Busyness makes us forget & hurt those we love. Short lifespan forces focus and choice on us that we often dread and delay. Art reminds us of this all.

Thru art we imagine beyond the physical limits of our world, and create motivation to invent actual ways to get beyond such limits. Media techhnologies contnually get invented to make us present in all spaces and times.

We disappoint ourselves then forget that we do so. Art recovers these self disappointments, these gaps between our social images and our personal realities, our aspirations and our real accomplishments.

We each have a love-hate relation to society and others. We need them but wish independence of them. We go beyond them but fall behind them too. We daily pretend to have nothing but social adequacy but art forces us to see that is mere pretense.

Music can instantly transport us back to a specific wonderful past moment. Other arts can also do the same. Art indexes our experiences, allowing us instant access to our lives and selves in earlier forms. Art is a time machine for the self.

We have so many experiences, so many places, so many other people that constitute us, our lives, our memory, yet access is hard or impossible till art opens doors to people and places we have forgot.

Copyright August 2003 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Dimensions of Culture Viewpoint The term “culture” refers to one particularly powerful yet ambiguous, hard to define, type of diversity. Each family, person, community, era, organization, profession, nation, technology has its own unique culture. When we say that we mean that there are lots of habits, values, implications nowhere articulated or consciously realized entailed when we engage a particular family, person, community, and the rest. We get more than we bargained for, always, and we can never predict what those unseen dimensions are for any particular family, person, technology and so forth that we engage. Culture is this iceberg effect of the unconsciously “there” parts being larger and more powerful than the consciously seen parts of things we engage. Cultures are twice hard--diverse and largely unseen. What helps greatly is any tool that prompts us to see the unseen part of any particular culture and that prompts us to distinguish one culture from our own very precisely so even slight differences are not missed. These are what a model of dimensions of culture does--it prompts us to see the unseen and it allows precise discriminating of any one culture from our own. As different people, technologies, professions, and the like interact in particular workshop groups of Managing by Events events, this model of dimensions of culture helps make all those interactions constructive, conscious, and shared by all. Instead of my unseen assumptions prompting me to yell at you, for your unseen assumptions, we both can view our unseen assumptions together by going through the dimensions of culture model applied to each of us. This sort of transformation of a possible source of argument and bitterness into a constructive learning ocassion is vital to event success.

Page 29;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

don’t bother others or self why can I not make my own story CONTINGENCY

IMPACT

death is most real or birth is most real must I die? MORTALITY

flaw: ingratitude or unfree why engage ugly life NAUSEA

EXISTENTIAL QUESTIONS SIN TRAGEDY why I don’t how could I have known adaptors do my plan found situation action or or or or revolutionaries work made self why does possesmeaning ing make me object where is meaning? FLAW INAUTHENTICITY EMPTINESS NO ESCAPE CHOICE SITUATION why is not choosing also choosing

people or institutions eternal why something? MYSTERY

group acts or selves act role = id ethnic groupbasis or or intent = id function basis why here, now? You can’t see me ARBITRARYNS. FREEDOM

love the role or love the person why love dies? LONELINESS

Dimensions for Distinguishing Cultures work: primacy: gods: pleasant end life or immanent or or quality unpleaone transof sant cenchance life means dant design or several chances or SACRED lives emergence

TIME

analysis or synthesis

gradual change or avalanches

serial or parallel

achieved or ascribed rank

right vs. right or right vs. wrong morality

RANK

power from closeness or power from distance

hierarchy or egalitarian

friends over rightness or right over friends

RELATION

homogeniety or diversity

self indulgent asceticism or normalcy

inner or outer locus of control

results: from effort or from talent

focus from single project or focus from parallel projects

GROUP

individual or communitarian

universalist or particularist

PURPOSE

info (mind to mind) or relation (person to person)

talk to solve or talk for empathy

GENDER STYLE

drive to center or drive to margins

CREATION

exactitude or detail

WORK

COMMUNITY

SOCIAL PSYCH humans primary or equal to other life

COMPLEX -ITY

the world: is sacred or is fallen

seniors: caring or competitive

contest or community

tell or listen

CONFLICT

INPUT/ OUTPUT

status or connection

independent or dependent

argumentative or apologetic

exclusion or inclusion

harshness as personal rejection or sign of respect

EMOTION

feeling as interesting or as embarrassing

mis-hearing as relation threat or status threat

Copyright 2000 by Richard Tabor Greene, All Rights Reserved, Government Registered

USA

An example of this is the “femininity of productivity”. Re-engineering, widely done in the 1990s by global firms all over the world, made work processes more horizontal with hierarchy reduced, synchronous, parallel, communities of intimacy doing them. In other words, found by applying the dimensions of culture model above, re-engineering made work processes more feminine. The irony is re-engineering was a very machine-ful, rational, that is male way of making work processes more feminine. The men of the world’s corporations, via reengineering, made the processes of their work, more feminine. People who managed re-engineering efforts so as to attain more feminine ways of work, succeeded; people who managed them without checking for attaining this end, generally got little from much expensive effort. A model of dimensions of any culture is a vital tool for defining what you are in total doing in business or work in general.

The Culture of Technologies and Interfaces, Worksheet by Richard Tabor Greene, Copyright 2005, All Rights Reserved

RANK GROUP TIME RELATION EMOTION PURPOSE CONFLICT

GENDER STYLE Tannen, de Beauvoir, Friedan, Nisbet

INPUT/ OUTPUT

SOCIAL PSYCHOLOGY Hampden_Turner, Hofstede, Tropenaars, Nisbet

Dimension of Culture

Feature Name___________________________Does this interface feature/ Does this technology feature Does this group feature

How exactly?

Score

hierarchy or egalitarian

make or encourage status differences or equality among users

power from closeness or power from distance

make users closer to each other or more distant in relationship terms

0..1..2..3..4..5..6..7..8..9..10 0..1..2..3..4..5..6..7..8..9..10

achieved or ascribed rank

privilege pre-arranged roles/users or high contribution ones

0..1..2..3..4..5..6..7..8..9..10

foreground item or background noticed Nisbet

require noticing foreground items or background items to do work

0..1..2..3..4..5..6..7..8..9..10

individual or communitarian

require/encourage individual work or group-produced work

0..1..2..3..4..5..6..7..8..9..10

universalist or particularist (vision vs. case details are real)

require/encourage visionary users or exact/detailed users

0..1..2..3..4..5..6..7..8..9..10

inner or outer locus of control

establish/confirm self as controlling or situation as controlling

0..1..2..3..4..5..6..7..8..9..10

environment: controllable or uncontrollable

make environments of work controllable or uncontrollable

0..1..2..3..4..5..6..7..8..9..10

analysis or synthesis

encourage making distinctions or combining differences

0..1..2..3..4..5..6..7..8..9..10

serial or parallel

encourage sequential work or working in parallel

0..1..2..3..4..5..6..7..8..9..10

one chance or several chance lives

allow full easy recovery from errors or punish/ruin work with error

0..1..2..3..4..5..6..7..8..9..10

causation: plural distributed or single local

establish things from single causes or from cumulations of causes

0..1..2..3..4..5..6..7..8..9..10

friends over rightness or right over friends

favor right ideas or right relationships the most

0..1..2..3..4..5..6..7..8..9..10

humans primary or equal to other life

centralize humans or centralize all living beings

0..1..2..3..4..5..6..7..8..9..10

right vs. right or right vs. wrong

encourage formulating ambiguous situations thoroughly or categorizing situations int pre-set good and bad types

0..1..2..3..4..5..6..7..8..9..10

categories or relationships Nisbet

interact entity to entity or person to person

0..1..2..3..4..5..6..7..8..9..10

status or connection

reward out-doing others or connecting well to others

0..1..2..3..4..5..6..7..8..9..10

exclusion or inclusion

progress via more and more excluding or via more and more including

0..1..2..3..4..5..6..7..8..9..10

tell or listen

provide info for others or obtain info from others

0..1..2..3..4..5..6..7..8..9..10

drive for individual: distinction or fitting in Nisbet

encourage users to look distinct from others or fit in with others

0..1..2..3..4..5..6..7..8..9..10

feeling as: interesting or embarrassing

respect and encourage expressing/using feelings or hinder it

0..1..2..3..4..5..6..7..8..9..10

mis-hearing as: relation or status threat

make loneliness or feeling insulted the result of response failures

0..1..2..3..4..5..6..7..8..9..10

harshness as: personal rejection or sign of respect

make personal rejection or respect the result of harsh reactions

0..1..2..3..4..5..6..7..8..9..10

backward reasoning or forward reasoning Nisbet

extend aspects of present situation toward solutions needed or extend back from solutions needed to pre-solution steps needed

0..1..2..3..4..5..6..7..8..9..10 0..1..2..3..4..5..6..7..8..9..10

info: mind to mind or relation: person to person

link thought to thought or person to person

talk to solve or talk for empathy

use interactions to solve or to emotionally understand others’ viewpoints and situations

0..1..2..3..4..5..6..7..8..9..10

exactitude or detail

require or encourage precision or thorough coverage of details

0..1..2..3..4..5..6..7..8..9..10

preserve: save face or save truth Nisbet

favor being true at a cost of being hated or being loved at a cost of being untrue

0..1..2..3..4..5..6..7..8..9..10

independent or dependent

use interactions to make user more independent or to make them more dependent

0..1..2..3..4..5..6..7..8..9..10

contest or community

establish competition or victories among users or shared feeling and community among them

0..1..2..3..4..5..6..7..8..9..10

argumentative or apologetic

encourage argumentative/challenging inputs or accommodating/apologetic ones

0..1..2..3..4..5..6..7..8..9..10

contradiction: tolerated or not tolerated Nisbet

use and produce contradictions or avoid and fail when things contradict

0..1..2..3..4..5..6..7..8..9..10

Page 30;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered Feature Name___________________________Does this interface feature/ Does this technology feature Does this group feature

CHOICE IMPACT WORK SACRED CREATION COMPLEXITY

COMMUNITY Geetz, Weisbord, Greene, Grunell, Todorov, Nisbet

FLAW

EXISTENTIAL QUESTIONS Kukai, Lao Tsu, Sartre, Kierkegaard, Nisbet

SITUATION

Dimension of Culture

How exactly?

Score

MYSTERY: why something? people or institutions eternal

treat users as expendable and work as vital or treat works as expendable and users as vital

0..1..2..3..4..5..6..7..8..9..10

ARBITRARYNESS: why here, now? ethnic group basis or function basis

require and reward users for the group/role they belong to or for the functions they perform

0..1..2..3..4..5..6..7..8..9..10

EMPTINESS: where is meaning? found or made meaning

invite users to construct the meaning of their experiences and work or to find it

0..1..2..3..4..5..6..7..8..9..10

RELATIVITY: what is true? life/groups are arrangements of: tasks or people Nisbet

believe/value users because of who they are or because of what they do

0..1..2..3..4..5..6..7..8..9..10

FREEDOM: you can’t see me role = i.d. or intent = i.d.

make users free to play any role they want or free to pursue any goal they want

0..1..2..3..4..5..6..7..8..9..10

LONELINESS: why love dies? love the role or love the person

encourage users to love/depend on the roles others play or love the personalities others have

0..1..2..3..4..5..6..7..8..9..10

INAUTHENTICITY: why does possessing make me object adaptors or revolutionaries

pull users beyond current views, habits, and goals or pull users more into current views, habits, goals

0..1..2..3..4..5..6..7..8..9..10

RESPONSIBILITY: what/who am I? the self is: unitary across situations or varies by situation Nisbet

require a different user persona in different application situation or require the same user persona across all situations

0..1..2..3..4..5..6..7..8..9..10

MORTALITY: must I die? death is most real or life is most real

pull users beyond living and earth or pull users more into living and earth

0..1..2..3..4..5..6..7..8..9..10

NAUSEA: why engage ugly life? flaw: ingratitude or unfree

punish or react badly most to users who fail to depend on and trust others or who fail to go beyond others and their own selves

0..1..2..3..4..5..6..7..8..9..10

CONTINGENCY: why can I not make my own story don’t bother others or self Nisbet

punish or react badly most to users who bother other users or who bother themselves

0..1..2..3..4..5..6..7..8..9..10

FUTILITY: will it/I make a difference? preserve: peacefulness of exteriors or fairness of exteriors Nisbet

reward most users who conform to tasks/others or who upset tasks/others

0..1..2..3..4..5..6..7..8..9..10

TRAGEDY: how could I have known? deny consequences or deny possibilities

have consequences users discover by surprise later or have opportunities users discover by surprise later

0..1..2..3..4..5..6..7..8..9..10

SIN: why I don’t do my own plans? situation or self to blame

invite blaming the interface/technology for failure to reach goals or invite users blaming themselves

0..1..2..3..4..5..6..7..8..9..10

NO ESCAPE: why is not choosing also choosing? groups act or self acts

produces results when individuals input/act or when groups input/act

0..1..2..3..4..5..6..7..8..9..10

AUDIENCE: am I heard?seen? life is a story of: my experiences or the group experiences I play roles in Nisbet

expose others to my deeds as a story of possible value or expose me and other users to the group’s deeds as a story of possible value

0..1..2..3..4..5..6..7..8..9..10

seniors: caring or competitive

encourage seniors to help juniors or to hinder them

0..1..2..3..4..5..6..7..8..9..10

work: pleasant end or unpleasant means

treat work as a pleasant end in life or as an unpleasant means in life

0..1..2..3..4..5..6..7..8..9..10

results: from effort or talent

reward the most talent with good results or reward effort the most with good results

0..1..2..3..4..5..6..7..8..9..10

work to feel good about self or work to critique and improve self Nisbet

encourage people to work to appreciate better them selves or to work to critique and improve them selves

0..1..2..3..4..5..6..7..8..9..10

gods: immanent or transcendent

provide value and meaning from immediate sources to immediate work or from distant sources to distant work results

0..1..2..3..4..5..6..7..8..9..10

primacy: life or quality of life

sacrifice quality of work life for results or sacrifice quality of results for quality of work life

0..1..2..3..4..5..6..7..8..9..10

the world: is sacred or is fallen

treat all steps of work as valued and meaning-filled or treat all steps of work as instrumental tools toward valued goals

0..1..2..3..4..5..6..7..8..9..10

substance or object seen Nisbet

highlight what things are made of or highlight what things are made of substances

0..1..2..3..4..5..6..7..8..9..10

drive to center or drive to margins

encourage people to leave how others are or to more deeply embed themselves in how others are

0..1..2..3..4..5..6..7..8..9..10

self indulgent asceticism or moderation

reward extremes of thought or behavior or moderation of them

0..1..2..3..4..5..6..7..8..9..10 0..1..2..3..4..5..6..7..8..9..10

focus from single project or from parallel projects

focus users on single efforts/directions or on plural simultaneous efforts/directions

choice: one pole or other or blended middle Nisbet

require choosing among polar opposites or blending differences into a moderate middle

0..1..2..3..4..5..6..7..8..9..10

gradual change or avalanches

produce gradual improvements and results or sudden large leap improvements and results

0..1..2..3..4..5..6..7..8..9..10 0..1..2..3..4..5..6..7..8..9..10

homogeneity or diversity

reward/require greater diversity among users/a user or greater homogeneity

design or emergence

produce results by step by step designing or results that self emerge from myriad interactions

0..1..2..3..4..5..6..7..8..9..10

world reality is: stable or in flux (contracts always renegotiable) Nisbet

require/reward keeping promises more than changing them or require/reward changing promises more than keeping them

0..1..2..3..4..5..6..7..8..9..10

The Insight Process & Other Creativity Models Viewpoint The variety of ways to be creative directly affects mass workshop events. In many, but not all cases, we want workshops to invent, discover, design, or create something. That is, we want them do do something creative. In many Managing by Events events, workshops create. Hence, a model of all the models of the process of creativity that there are is quite valuable when designing procedures for workshops. Such a model of models of creating allows several different approaches to creating to be applied toward the same end. Such diverse approaches can be competitively explored with the one producing best results noticed and emphasized and elaborated. Central among such models of creating is a model of the insight process, for in many workshops where no overt creating or designing is done, there is still the need for powerful insight. Hence, a model of the insight process is central to designing effective procedures for many workshops.

The Insight Process from Reviewed Literature Exhausting First Impressions

Depth Struggle

Insight as Victory Reduce and Test

The Insight Process

Select

Abstract

Index

Stray

Invariants

Try Existing Frame

Stop Existing Frame

Specify New Frame

Generate Candidate Solution Components

Represent the Problem

Unrepresent the Problem

Represent Points of Failure

Generate Alternative Partial Solutions and Solution Components

Engagement, Inductive Model Building, this problem consists of X

Detachment, Model Breaking and Expanding, things that are X have not been tried yet

Engagement, Inductive Model Building (of Failure Points), things that are X don’t work

1. Select Problem

6. Select Assumptions

11. Select Solution Attempts

both problem and features of the problem to attend to

(Implicit in the problem, you, your background)

that failed thus far

2. Abstract Features

7. Abstract Constraints

12. Abstract Failed Hypotheses

from problem descriptions of others and new descriptions you generate

(witting and unwitting)

abstract hypotheses from failed solution attempts

3. Case Index--Match Cases find past problems similar to current one

8. Context Index--Switch Contexts and activities

22. Abstract Patterns from combinations and analogies to try

to find what is common about problems across domains and potential solutions across them

state why and how each hypothesis failed

and discuss your stuck-nesses with them

separate helpful from unhelpful patterns among solution elements

19. Apply Out-of-Field Solutions Components

24. Specify What Part of Each Pattern Works

inside your own field

and does not work

15. Find Eventual Solution Attribute Invariants

20. Find Invariants in Aspects of Partial Solutions

25. Find Invariants Among Working Patterns

find invariants in all solutions tries that failed and all reverse specifications of eventual solution

that work partially

as your overall solution

14. Reverse Failure Causes

knowledge, images, techniques

reverse causes of failure to find what each tells you about nature of eventual solution

10. Find Representation Variants

21. Select Combinations of partial solutions and solution elements gained from analogies with other domains

18. Discourse Index--Seek Out New Discourse Partners

9. Apply Outside of Field

what varies as you change ways to represent the problem

17. Abstract Analogies in Other Domains

Engagement, Inductive Model Building (of best solution combination), things that are X help in way Y

13. Failure Index--Specify Causes of Failure

in multiple ways, as many ways as possible, both careful and playful

to problem across various representations, these will be rather abstract

16. Select Parallel Project Involvements multi-task in wildly different projects to refresh frames, contexts, morale, images

4. Represent Problem

5. Find Representation Invariants

Detachment, Model Breaking and Expanding, what about trying X

Recognize and Combine Solution Components

23. Partial Solution Index--

Above is one model of the insight process, grounded in non-linear system dynamics maths and research at the Santa Fe Institute. It directly pertains to designing many if not most of the workshops of Managing by Events events. For insight, in this model, is the result of alternating engagement with detachment, both as one goes across rows and down columns. In this model, one must absolutely despair of all of one’s own knowledge and approaches, before insight emerges. Insight happens when you give up on all they you know and can try. It is when you say “uncle, you win” that insight comes. Insight is the culmination of a long process of accumulating errors till so many errors collect that, by inversion, they more and more specify what any eventual solution must be like. This build up of a failure index provides the rational grounds for insight as the build up of despair over all you know and can do provides the emotive grounds for it. The model of 60 models of creativity, immediately below, is very effective when designing events. With this model, and the large book accompanying it that explains each of the 60 models in about fifteen pages each, groups can design many parallel workshops with each workshop assigned a different model of creativity or a sequence of such models to apply to their topic. Since a book with examples, steps, and other explanatory material exists, workshop groups assigned a particular model can readily study it in detail and apply its steps to workshop topics. Such tools vastly simplify workshop procedure design.

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

These models are mixtures, blends, and combinations of things.

2

These models see creativity as social relations & dynamics p216 p225 of sorts.

p206

Community of Ideas

9

SOCIAL

8 Discipline p142 Com7 bines p134 Tuning

3

14 System 13 Model

Social Computation 15

4

Mass Solving

p300

19 Process Deployment

These models see 20 p314 group-ness making procedures Optimize creative

D EN BL

p162

GR OU P

p239 Partip285 cipatory Social 24 Ideal Move- DemystParadox Art & Design Flow ment ification Door- p262 17 Meta- 21 way p358 12 Idea p250 Cognition 18 23 3 Question 16 25 Market- p183 p349 2 10 Dialectics 30 Space 26 Finding ing p56 Social p323 Scale p377 Share p192 Traits Connecp44 Simple Blend Compilation p33 tion- 22 Programs Darwinian p388 Cycle E ism 11 G CATA D Systems 4 E p439 L LOG p75 1 KNOOWLUTION Relocating V RecommenE Combined p426 Fractal These Idea p401 Thought dations models see Recurrence Ecosystems Idea Types dynamics among Garbage p23 Waves idea themselves that 5 29 p89 27 become creativity 6 Can 28 p411

Culture These models are Mixing giant collections p125 based on single themes or matrix frameworks.

5

60 Models of Creativity

1

6

9

PURITY

10

EM ST SY

36 p473 57 Percept p846 58 p520 Create by p854 Invent Social Balancing Solution p462 Experience Copyright 2002 by Making Automata Richard Tabor Greene Realizatn. Culture 59 35 EX All Rights Reserved p836 Sense D PERIM 31 p866 US Government 34 p511 MIN E NT Policy by Registered Fractal Substrate Cognitive 56 Model Adjacent 42 52 Career Experiments Operator Update Expan- Creation p489 Beyond Investing Invent Extremes p763 Insight p599 sion p775 p823 40 32 Events 60 p499 p810 Population 33 55 Interest 53 p787 46 p686 41 Automaton 54 Ecstasy These models see p617 p700 PerforSurprise solids disolved into 51 47 mance hypotheses making Info NonExtended creativity. CreaInfluence Design p587 The Self Linear tivity dynamics DeveSystems p674 of creating 48 p534 lop- 50 p717 a self if 39 38 extended ment 45 System Courage p645 results in p749 37 p734 creativity. PerforEffects p544 Submance Anxiety p562 creations Darwin44 Channel 49 These models p664 see non-linear ian These aspects of reality

Within the mind dynamics or constructs that “create”.

SE LF

Page 31;

models see some single function or aim that done purely results in creativity.

p656

43 Productivity

7

that make creativity inevitable in the universe

8

polarity

34

connectors & cosmopolises

Link to

54

Zazen

37 Take plans as

Demystify

38

reactions Fears

Delay specs oftowhere Fear & Anger improvise Demystify 40

equilibrium assumptions

Break

56

53

Smell & Read outside of 52 Keep 63 your De-rut: surprise Promote discipline Notice investigate avoid flowers your self destinal 50 solving routines diary

Create A Creative Life

Collect:

33 anomalies, Actively exceptions, paradoxes Seek 47 36 Mundanities Misunderstandings

Mystify

35 39 See points Favor 48 as trends Find Enter slighted contradictory Dismiss Fathomless poles 46 assumptions 45 your natural Fields solutions Un-balance

Perceive Paradox

41

Jointly 42 express opposites Balance Avoid 44 Exploration Pressing & Exploitation

Balance

alternation

27

Broaden

Creative Efforts

The Process of Becoming Creative

Probe, Test, Experiment

the World:

1 day = 49 Diversify 1 creation encounters Liberate Your Self Focus Production Change to new 61 Travel thru Time 62 Improvise daily life 9 Make Your Days 10 field every Collect tools performances Network of 26 25 into Life Shrink: Legitimate 10 years Enterprises diachronically Model Avoid: peripheral jobs, constrained choice, Microcosms Exercise Rhythm Create past practice 64 necessities, participation 55 expected rewards, 51 Swarm of evaluation, guilt, Mental 12 28 peer pressure, distraction Potential Projects Muscles Mental Travel surveillance Practice Practice Make Exterior Room Make Interior Room multi-year persistence 60 3 19 field commit7 Focus on Eradicate 23 16 Touch Every 32 Be an ments Doing Disliked Sequence Invent New Environment Types of Situation Establish a find baby Like tos Collect Activity of Your Works 57 Build Network 58 Relinquish Your Only tools & techniques Personal Creativity Intersections Becomes 13 People in Potential Insecurity-Based 14 29 Environment 30 Extend Horizons Museum Optimize Activity Create Subworlds Need for Praise Audiences for Audiences Create Emotional Space Invest in Growth Make Network of Locate the Creation Process Find Your Self Create Creation Environments find baby Build on 1 Project 6 Practice the 18 2 De-personalize 5 22 Evolve Kinds of 21 Daily Life Weaknesses 17 courage of fields Creativity Ideas not Performance Spaces going your Across Personalize Keep a Develop Structure & Timing Focus Strengths Put Self in Lifespan Create Avoid dissipative own way Manage 59 encounters; Micro Expressive Feeling Schedule for Necessities 8 Environments 24 31 4 Just say no to 15 Creation 20 Diary excess activity Environments Involvements Well that Grow You

Game

11

43 Practice

Page 32; Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Re-Engineering 107

to support creativity

Normalize Creativity Align events

creativity

creativity Align creativity 106 personalities 105 to support

Align processes Align structures to support 108 to support

Conquer

If resources lack, Dual investment: Practice Be 100 1st step = recognition 104 on strengths 111 asceticism Make your on fixing Develop invention Domain create them specific major bouts weaknesses interest in 102 97 aesthetics history 101 novelty for its 98 Commit to Victory Establish Work Discipline own sake Establish Flow Measure creativity Teach without degree & Develop 109 110 teaching progress Joy of invincibility Use talent conviction to create effectance 103 99 experiences 112

Create Creative Works

obvious results

Contrarian: split generate/evaluate 84 field reversal, 1st private, then group, Invent counter-factuality take turns unlikelihoods cross-field

Brainstorm:

Develop mind 72 Stretch mental 79 Skill 68 Expressive extensions Make detail handling virtuosity Manage spontaneity capability 123 network of Creation 70 analgous emergence 65 patterns mental models 66 methods process Adjust what’s 86 69 85 Symbolic 82 81 fractality Select Creation Type Invent Creativity Tools Generate emerging/disappearing Associate Establish Jansian Recursively Create Problems Map Analogies Turn encounters Combinatorial Tune the Automaton Prepare daily duality, bisociate, 78 innovation: 77 into theories & remote associate, 93 94 Insight dream work Adjust what’s try opposites Field Fantasy reframing Life process methods 122 121 isolated/ process process knowns fractality fractality fractality Personal 96 Domain 83 Adjust what’s connected 80 87 67 71 124 Adjust what’s proximate/distant Think salient/hidden Create Creation Machine InformSolve main Rearrange IncubateManage Emergence elements, then 92 illuminate 76 incubate problem Slough Slough 119 128 Verifydetails Find steps elements loop 115 secondary marginal Slough elaborate/ loop cumbersome goals & Note to reduce variables 73 74 communicate 90 distance to goal loop 89 planned 126 methods results 125 Decompose Ordered Establish Creation Loops combinations Prune the Automaton Establish Population IlluminateRelate classes Establish Reflexivity Automaton Slough verify then 118 Note 117 Note 113 Reconfigurable 114 emergent elements loop Note combinations emergent 116 Current 127 planned goals 75 Complete goals 91 120

generative Establish low 88 Try arousal 95 ideas over conditions Recognize valid ones

G

The Process of Creating

Page 33; Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The New Materials Viewpoint Re-engineering examines work functions to see how they are now done. In particular re-engineering examines the social materials by which work functions get done and the technical materials by which they are done. Re-engineering usually finds that most work functions of any real organization are time stamped in a helter-skelter fashion--some functions use social materials from 120 years ago with technical materials from 30 years ago, others use social materials from 5 years ago with technical materials of 60 years ago, and everything in-between. Re-engineering a work process, then, is merely a matter of updating such social and technical materials for doing work functions to use what has recently been discovered and implemented (often by competitor organizations or important client groups). This re-engineering viewpoint pertains to Managing by Events events in two ways. FIrst, when particular workshops examine parts of the world needing improvement, they can use this re-engineering “new materials” for doing functions perspective and accompanying methods. Second, particular workshops can output as what they produce things that involve getting parts of the world to revise “materials” assumptions in this way. What workshops produce can involve re-engineering to new social and technical materials and how workshops analyze the world can involve spotting new social and technical materials possible.

automatic con- process organization transparency versions of production unit conversations to of one working processes PROCESS SWAT FORMS WARE OF ORG.N virtual firms email to points/ email working compilation of roles in process proconversations to cesses COMPUTED org.n forms

process empowerment rooms

ORG.N MATERIALS

cleavage based combining non-contactors leadership shifts

social indexing events

COMBINATN. TYPES organizational memory

organizational experiments

FEEDBACK TYPES

unlearning cognition platforms ORG.NAL

second order effects

LEARNING

legitimate periMATERIALS pheral joining search improvisation fractal sociality process deployof communities in espoused/ graft learning learning ment of prac= enacted processes PROCESS tice gap GAP LEARNING EVENTS AUTOMATION FILLINGS TYPES simulate cascade/weave vicarious protocols fit of social to management experience/ process near procomputational learning by exploitation library events cesses NEW organization events learning

computational sociality

social processes

MATERIALS cognitive procsses

BALANCES commonsense

software agents

inter-process topology

economic cycle

virtual workforces

inter-organizational computing ORGANIZATIONAL COMPUTING process compu- social ting computing

SOCIOTECHNICAL MATERIALS

workflow

INTERNET GROUPWARE cellular &shared electronic workspaces meeting mediation

structure focus; action research process integra- networks tion SOCIOTECHNICAL SYSTEMS fit

autonomous workteams

visual selfintercognitive management organizational policy by expersystems iment FACT-BASED PROCESS IMPROVETYPES MENT vertical learning as the Kaizen cross-functionnew form of al TOTAL work

QUALITY MATERIALS

scientific method basis

deployed functions METAWORK

pluralized jobs

transparency

alignment

PROCESS OPERATIONS cross-units

de-buffering

control

The Cognitive Technologies Viewpoint Re-engineering involves updating social and technical materials for doing work functions. As soon as this is realized another realization comes--that most of the new social and technical materials found in the early 21st century involve new cognitive technologies of work. Work is going global, lubricated by internet coordination, and that is making work go inward, becoming more psychically and cognitively explicit. The globalization of work--anyone in the world with the right price, quality, and dedication can bid for work against over-paid rich industrial country workforces--progresses by making work more and more explicit in psychological and cognition terms. Only because we can specify work in psychologically and cognitively rich and accurate ways can be deploy it globally. The cognitive technologies are helping us globalize by helping us with the inward journey that the outward globalization journey involves. If you remember expert systems in the late 20th century this role of the cognitive technologies becomes clear. Artificial intelligence people went around organizations spotting knowledge concentrated on some places that dozens or hundreds of other places needed. They also spotted the converse--knowledge distributed widely that could have great value if concentrated in certain places. For a fraction of such situations, they could design software “expert systems” to capture what people knew and distribute or concentrate it in software form. However, software did this well for only a fraction of the cases they encountered. Other forms of social or technical system were needed for other specific cases of knowledge over-concentration or over-distribution. “Knowledge Management” was the name given to non-expert-systems treatments of such conditions after the artificial intelligence people had done what they could usefully do. The internet came along about this time and allowed mere networking to re-concentrate or re-distribute knowledge of certain sorts, without complex-to-build expert systems programs. Expert systems and knowledge management are two of the “cognitive technologies” being talked about here. Naturally, cognitive technologies can be either part of the procedures of certain workshop groups or part of the products produced by such groups in Managing by Events events.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Which Technologies Help Which Social Problems, and How Fill in the intersections where you think a technology will help solve a social problem and put in that intersection HOW that column’s technology will help solve that row’s social problem.

wireless internet phones

TECH-NOLOGIES VERSUS SOCIAL PROBLEMS

intelligent white boards that allow groups to write on them simul-taneously or compare individual work at once

intelligent wall displays that recognize you coming and personalize what is displayed for you

walls that contain 200 small boxes for filing with electronic lables showing what is now inside each one

electronic book tablets that allow you to carry around a way to read and type anything at any time

group wireless phones that record and display live conver-sations among members of particular groups you belong to

barcode pencils that allow you to buy anything merely by passing the pencil over the price code on the product/ service

child killers aging society fifty year olds losing their jobs uncompetitive expensive service industries corrupt politicians/bureaucrats declining population government debts companies that prevent young employees developing initiative, influence, and skill

self evaluating organization

processual organization

process extensions

Organizational Cognition

organizational cognition

file extensions

Educative Sociality

organizational process learning processes transparency

thought topologies

intelligent products

self polling systems

social connectionism

mapping extensions

Cognitive Functions

case based reasoning

constraint propagation

Solving

Sensing pattern recognition

data-driven reasoning

modal logics

backward reasoning

forward reasoning

virtual reality

Computational Sociality

coordination science

task cognition

language cognition

Social Cognition relationship/ meeting cognition cognitive organization

affect cognition cognitive apparell

Cognitive Artifacts cognitive architecture

cognitive furniture

virtual organizations

virtual rooms

meeting support

flow support

Organizational Computing computer forms computer augprocess of coop- mentation of support cooperative work Social erative work

Cognition Processes

Social Inventing Computation metaphor modular social algorithms based reasoning model-based hardware reasoning neural net reasoning

virtual communication

Virtuality

intelligent processes

editing extensions

organizations as point in process process curricula publishing publishing metacognition

semantics pragmatics

intelligent communities of practice

Ubiquity

Distributed Cognition

Educative Workplaces cognitive health measures

intelligent organizations

Transactional Mind

conceptual organization

processual organization

source extensions

Support Processes decision support retention science

formal thought science

Knowledge Sciences representation access science acience

Cognitive Sociality

remark/dialog/ meeting science

belief science

Cognitive Sciences explanation science

error science

SOCIAL COGNITION PROCESS DYNAMICS

The New Assumptions Viewpoint Re-engineering involves basing work functions on new assumptions that replace old ones, and on new materials for doing work functions that replace old materials. Replacing materials for doing work functions is not quite the same thing as replacing assumptions about work functions. An exaggerated example is giving the boss electronic shock equipment for torturing his employees. This is providing new materials for doing existing work functions without updating motivation means from torture to more modern means. This example, though exaggerated, represents accurately the reality that changes of assumption can often improve a process lots more than merely improving social or technical materials for doing work functions. The tricky aspect about improving assumptions about work functions is finding a systematic dependable basis of identifying assumptions and finding alternatives for them. You cannot see your own assumptions, by definition. An assumption is something so automatically in your mind that you never notice it. That is what makes it an assumption. What do people do when they must see their own assumptions clearly, in order to perhaps change some of those assumptions? Theories reveal our assumptions. When we apply diverse theories from other locales and diverse disciplines of knowledge we see more of the world, more of what is there in situations. Each theory highlight phenomena that cannot be seen, named, or thought about without that theory. A number of such theories applied to one situation results in many diverse aspects of the situation appearing that one at first, before applying the theories, did not see. To spot assumptions in work processes we must build diverse broad deep repertoires of theories about what work is and how it is best done. Each such applied theory will reveal new aspects of work and some of those will reveal unwitting assumptions that have trapped us for years into ineffective patterns of thought or work.

Managing by Events events can uncover new assumptions as part of workshop procedures or they can make the uncovering of assumptions part of the output particular workshops produce.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Automating Re-engineering Systems automating re-engineering

Deployment Automation Process Deployment Automation

Managing By Events/ SWAT Authority

automating deployment

automating organizational learning Policy by Experiment Systems

Computational Sociality holographic workforces

fact-based management

Emergent Systems Theory

local generator rules per emergent property

What Is Deployed

What Does the Deploying New Unit of Competition JIT reconfigurable organizational nervous system

Visual Self Self Management Systems

democratic seeing

Seeing Deployment

Line Centered Organization

Democratic Scientific Management

Control Point Theory

function deployment

scientific method deployment

seeing causes for effects

Managing by Signal seeing problem finding

The Total and Global Quality Viewpoint What is a social movement that changed how nearly all businesses in the world work within a period of thirty years? The total quality movement is such a movement. Japanese competition threatened established business practices worldwide when it came on the scene in the 1980s. Japan based its conquests of foreign markets on superiority in quality and price-performance. When competitors asked how Japanese firms achieved world best quality levels, they found a published, articulated, clear body of knowledge--total quality--there for learning and applying outside Japan. One of the mysteries of the total quality movement was the way it got tens of thousands of businesses to implement business ideas that others had promoted for many prior decades to little effect. For example, Swedish and Norwegian participatory management and modular product assembly systems run by autonomous workteams were implemented in total quality programs by firms that had resisted them for many prior decades. The total quality movement had a vision, set of rigorous measures, body of built up proven tools, and way to change organizations authoritatively. All these are lacking in many other global movements like the environment movement, the human rights movement, and others. Much of what Management by Events workshops want to invent, design, and deploy into the world necessarily takes on social movement form. Therefore, workshops get designed so that members of them design, set up, and launch social movements after the event to fulfill the vision and goals of the workshops. The tactics that made the total quality movement more powerful and practical than many other movements can improve the output of such workshops greatly. Total quality did not sit still, after conquering the world. It globalized itself, absorbing other social movement goals and enhancing their means with its own successful tactics. This led to the global quality movement of getting competing global social movements to share tactics and approaches. Managing by Events workshop groups benefit by extending their outputs using global quality movement tactics and approaches.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Inter-org catch-ball

Research advantage/ uncertainty Inter- trade- Tracing execution of organizational alignment offsnew technologies

Workforce Deployment Horizontal catch-ball

Tracing profit Market speed execution of risk alignment business trade-offs Vertical opportunities catch-ball

Venture

Policy Customercustomer/ Supplier goal/capability Tracing operation Tracing catchtradeHorizontal trade- execution of ball Vertical offs execution of customer new capabilities alignment alignment offs requirements Quality Functn

The Tools of the Total Quality Movement Deploy Deploy Optimize Model Next process Obtain common customer cross-org Internet customer Optimize as Market t processCustomer Weekly processesRequirements process require- Linear Function Assembly of Leadership Supplier/ Kaizen ments Not Point Values Firm Components Commitments Customer Taguchi TQC Organizatn. Improve Chains Agile Process Use tuning Customer Whole Firm as computedStandardize Deploy factors to mesh workforce subsystems Optimize common statistical firms Organizatn Reduce training DeComponents Optimize data experiment Signal/Noise Boundary cascade Profession- systems Ideal Flow Inventory Ratio Process Engineering alize New materials Assumption Managing by Fact Debuffering for work Breaking functions Define Relationship Measure Standard Bottom Up Reduce Customer Meeting Awards Authority Reduce murmurs Selling Manage Outsourcing Competitions Emotions Measurement of Process Inventory Variation: By Software Problem, Cause, Common Signal Re-engineering Kansei Circles & Special Solution, Implementn. Horizontal QCStory 7 Tools Sets Just in Time Vertical SPC High tech Make org Diagonal Circles emotionally Benchmarking of Control Cross-org Problem, Cause, transparent Knowledge Reduce Foolproofed Point Solution, Implementatn. Jobs & Customer Teams Reduce Flags Measure Distribution of Physical Deepening of TPM Manager Tolerance Statistical Management Pull Problem, Cause, Problem, Cause Tampering Inventory Inventory System Solution, Implementatn Solution, Implementatn

A Possible Tactical System for Global Community-Based Conservation of Coastal Zone Resources Extract Expert Create Invite Local Challenge Invite Only Diversity Connectedness Select/Create States/ Volunteers Global Goals & Contributors Design Protocols Behaviors Basic Units Self Sustaining Combine Local Create Social chapters Practices Allocate Bureaucracy Fitness Follow Up Interactions Simulations as Process Recognition Among Manage By Capability Library Manage By AllRoles Parameter Social Automata Stakeholders Emergent Management Bldg. Movts. Events Adjustment Process Organize/Equip Value-Meshing Function Structure Human Create Social Practices Computations Neighborhoods Processor Array BestExplicitization Volunteers Patchings Policy ResultTeaming Emergent in Workshops Management Confirm Fitness Layer Chapters DetermineEfficacy Invent Social Replication Pattern Protocols Research Elicitation Recognition Automata Practices Fundamental Combining Values of Each Liquefy Management Those Values Social Automata Leadership Movement Identify Excess Identify Type, Movement Meshing Self Emergent Socially Viable Managing ManageAmount, and Ritual Surplus Functions & Function Timing of Production Adjust Set Up Social Adjust Managers Needed Managing Celebrative Parameters Unit Automata SuppliedRecognitionFunction Greenpeace Fundamentals Automaton Units Needed Discipline Challenge Social Automata Cultural Just-in-Time Chapterize Micro Institutn Movements Managing Movement 10 Quality Development Arrange Recognize Elicitation GE Emergent Movements Alternate Biologic Greene Delivery Arendt Foundational Stringent Patterns Growth Means Freedom Institutnalize Economic Political Emergence Measures Process

TheThe Tools Tools of the of the Global Global Quality Quality Movement Movement Outsource all Identify Functions Identify Equip for Non-competitive Without Need Production Shrink Non-work Functions Improve for Locales & Job, Expand Times Supplier CompetitiveTeam & Lifework Performance ness Combination Inversion Outsourcing Events Play-cate Work Manage Social Locales & Virtuality Outsourcing Times Team Contracts Basic Workspace Pluralizatn Team Units Combinations

Virtualization Virtual World Micro-Pricing Interface Internet Virtual Design Analysis Real World Interfacing

Computer Virtual World Visibility Tactics

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

The Core Processes Viewpoint Re-engineering examines assumptions, new materials, cognitive technologies, and quality globalization tactics--all for improving work processes. As this work was done for organization after organizations, the same types of processes appeared. Gradually these reappearing process types were refined as a set of core functions that nearly every organization depends on. Managing by Events workshop groups can use these core processes as the first contents of proposed new organizations, efforts, campaigns, or movement they wish to create. Also, Managing by Events events can themselves make sure they incorporate all these core processes to make each event robust, practical, and competent to do its mission.

•

THE DEPLOYMENT OF FUNCTIONS FROM SPECIALISTS TO EVERYONE: Functions once reserved for management or elite staffs are distributed to processes or events that everyone is involved in FROM PROCESSES TO EVENTS: Functions once reserved for specific groups to do continuously are distributed to events that nearly all participate in from time to time

•

COORDINATION OF WORK BY EVENTS: Coordination once achieved by managers or supervisors, punch-cards and performance reviews is achieved by mass workshop events that perform particular functions quickly and thoroughly with all relevant parties involved directly not represented by memos or reports BY PROCESSES: Coordination once achieved by managers or supervisors, punch-cards and performance reviews is achieved by processes people perform on themselves

•

THE DESIGN OF TIME FROM ONE STANDARD TO WORKER-DETERMINED: Instead of one work week, work day, shared by all employees, there are multiple kinds of design of one’s time with multiple kinds of work done by any one person or group FROM ONE STANDARD TO DIFFERENT DESIGNS AT DIFFERENT TIMES: Instead of one design of time and work that is used year after year, there are multiple designs of time and work, changed each month, quarter, year or four-year periods

•

THE DESIGN OF FORM FROM ONE RIGHT FORM TO PLURAL FORMS IN ONE ORGANIZATION: Instead of one workforce structured in one way, different parts of the workforce are structured in different organizational forms, by function, by organization level, by unit of time, by customer type FROM DETERMINATE FORM TO ELECTED FORM PER TASK: Instead of one group having one form of organization year after year, people elect, design, choose, and so on different forms of organization per unit time, whether that be per day, week, quarter, year

•

THE FORMS OF COMMUNICATION FROM INDEXING ORGANIZATIONS BY PERSONS’ NAMES TO INDEXING BY ROLES/STEPS IN PROCESSES: Instead of systems that incent, reward, communicate, ask, and so on persons by name or by position in an organizational structure, we get systems that perform those functions by the role or steps being played in particular processes of work FROM INDEXING BY PERSONS’ NAMES TO INDEXING BY TOPICS (SKILLS NEEDED/ SKILLS AVAILABLE): Instead of systems that relate to people by name or position we get systems that relate to the skills needed or furnishable by people

•

ORGANIZATION MEMBERSHIP FROM STABLE MEMBERSHIPS TO BID MEMBERSHIPS: Instead of a person belonging to a company for multiple years, we get people belonging to the company who makes the best bid for their services from job to job FROM UNITARY MEMBERSHIP IN ONE COMPANY AT A TIME TO PLURAL MEMBERSHIP IN MULTIPLE ORGANIZATIONS AT ONE TIME: Instead of a person working for one company at any one time we get people working for as many companies as they can manage at any one time

•

THE FIRM SET FROM ONE FIRM BEING ONE FIRM AT ANY ONE TIME TO IT BEING MULTIPLE FIRMS SHARING ONE WORKFORCE: Instead of one workforce belonging to one company at any one time we get one workforce belonging to multiple companies at the same time FROM MECHANICAL FIRM REPLICATION TO ORGANIC FIRM REPLICATION: From companies that spin off venture businesses or make alliances when strategy analyses dictate or opportunistically, to companies that split at regular intervals in order to use company founding as an experimental means of further understanding customer needs or process capabilities

•

THE JOB SET FROM ONE JOB PER PERSON AT ONE TIME TO PLURAL JOBS: Instead of one person working at one job at any one time to plural jobs per person per unit of time FROM ONE JOB PER PERSON PER COMPANY TO PLURAL JOBS FOR DIFFERENT COMPANIES AT ONE TIME: Instead of one person working for one company at any one time to one person working for several companies at any one time (usually those companies related to a parent that spins companies off regularly).

•

THE NATURE OF DESIGN FROM DESIGNING COMPLEX OUTCOMES TO DESIGNING LOCAL UNITS AND INTERACTION SETS: Complex outcomes and behaviors no longer need complex designs, instead simple local units and sets of interactions among them are designed and the complexity emerges from their local interactions over time. FROM DESIGNING FOR CENTRAL CONTROL TO DESIGNING FOR LOCAL CONTROL: When complex outcomes are desired that past approach was to increase control till it was as costly and complex as the intended complex outcome it was intended to produce; now, we design local units and sets of interactions among them, allowing no global control other than changes in types of local units included or additions/subtractions from the set of interactions fostered or permitted.

Listen to customers THE SIX CORE FUNCTIONS OF TOTAL QUALITY

Detect, Influence, & Implement Customer Requirements Detect, Influence, & Implement Process Capabilities

Preserve what was heard Influence customer requirement determiners Survey capabilities Build new capabilities Influence forces changing process capabilities

The Orthogonal Disciplines People and organizations are divided by professions and corresponding disciplines of knowledge. They are so much divided that we create people generally incapable yet with genius within a very narrow sub-field, we create people incapable of understanding what most of the people in their same profession do (they only understand what people in their own sub-field do), we create people too narrow to see, recognize, and handle most of the most important problems we face, as such problems span many narrow fields and sub-fields, hence, belong to no one in particular. Some effort at learning to work cross-functionally and cross-disciplinely has been made but working that way has been found to be laborious, time-consuming, and avoided by all. Since cross-functional teams are composed of people who are not cross-functional people, they generally fail or end up with lowest common denominator solutions. Efforts to choose some one field like general systems theory, cognitive science, consilience, or the like as the basis of working across fields by using knowledge shared by all fields, have failed. No one field was rich enough to support the myriad fields that need to be worked across in reality.

Another approach, articulating an entire set of fields, each of which is well founded and researchable in its own right, yet each of which supports particular types of working cross-functions, cross-disciplines, cross-professions, has been suggested. Such a set of fields is called the “orthogonal disciplines” approach to working cross-functions. It consists of a set of fields, each of which is found in all ordinary disciplines and professions. Examples include creativity, educatedness, effectiveness, handling complexity, handling diversity, handling error, quality achievement, moral acting and others, which are bodies of knowledge that discriminate high performers from poor ones in all ordinary fields like law, business, biology, physics, math, history, and so on. If we created a matrix of 30 ordinary fields crossed by 30 so-called “orthogonal” disciplines, then we might create people generally capable as well as capable within a narrow sub-field, people capable of understanding what everyone in a large discipline was doing instead of only understanding people in their own sub-field. Since most of work life is spent divided into such ordinary fields, disciplines, and professions, events that instead divide us by orthogonal disciplines, and unite us across ordinary fields appeal. In such events, lawyers, for example, might be assigned to examine the creativity, effectiveness, educatedness, or complexity handling, for example, of a number of different fields, including their own field of law. Seeing creativity in physics, business, law, history, public health, for example, might enhance their ability to see creativity in law as well as inspire in them new frontiers for legal action in these other areas. The orthogonal disciplines could serve as bridges allowing people of any one discipline or profession or sub-field within them to operate effectively (or creatively, educated-ly, etc.) in several other fields. One comprehensive model of such orthogonal fields crossing all ordinary ones, derived from 315 high performing people in 63 different parts of the US, is given below.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

54 Suggested Initial Orthogonal Disciplines: Found Inside Every Traditional Discipline,

(social life etc.)

(collecting & analysis)

research (processes)

venture (founding)

(handling constraints)

paradox

global effectiveness (Western, Eastern, both)

power types morality

(handling incongruency)

(establish solace systems)

entrepreneurship sources*

fashion

event management organizational learning

(idea/method)

ecosystems (of ideas & practices)

practices (movements of change)

professions & engineering of knowing humanities & arts of 1 discipline natural & social sciences of 1 discipline professions & engineering of 1 discipline

KNOWLEDGE TRAITS

expertise

natural & social sciences of knowing

COMPILATION CYCLE STEPS

performing*

coping

theories

humanities & arts of knowing

Compilation

practice: liberation

practice: freedom & historic dreams practice: conserved novelty

SURPRISE TYPES

technology

composing/design*

data DISCOVER

(+job finding)

MODEL

(handling constraintlessness)

influence

careers*

quality

cases

Reflection META-PRACTICES META-DISCIPLINES META-KNOWING

management domains

system*

artfulness STYLE

management levels*

error (handling it) leading*

PRODUCE

MANAGE

management functions*

complexity (handling it)

LEARNING

effectiveness*

structure* (social & cognitive)

EXPERIENCE

diversity* (handling it)

Diversity

GLOBALITY

educatedness*

Adaptation

CHANGE

Performance REALITY

SELF

Person

creativity*

INFLUENCE

TRANSFORM PRODUCTIVITY

BASICS

Combining Tacit Knowing, Practical Intelligence, Knowledge Evolution Dynamics, Declarative & Procedural Knowledge, Theory and Practice Knowledge. Items with * already have books on them by this article’s author.

knowledge models knowledge aggregations knowledge explicitness & consciousness knowledge trait self-mappings knowledge between trait mappings knowledge between trait reverse mappings knowledge context & size gaps knowledge sequence gaps knowledge surprises & noticings

The Educatedness Viewpoint One of the most basic orthogonal disciplines is educatedness. Educated people differ from uneducated people, around the world, in similar ways. When you systematically ask people who they know who acts in an educated-person manner and how that differs from people merely acting in an effective or creative manner, you get the behaviors they expect educated-acting people to have. Managing by Events events need to entice people into these educated person behaviors and monitor workshop groups carefully to see that uneducated behaviors do not distort outcomes. In other words, educatedness is a quality that leaders of events need to see to it that their events attain and maintain. This turns out to be necessary not merely nice to have because people coming to events want a minimum level of coherence, politeness, rigor, emotional depth and sincerity, and the like from the events they give their time to. Events that do not act in an educated manner, disappoint people attending them, and differ too little from bad parts of society people wish to improve. Events not better than the parts of society they wish to improve demoralize people attending them.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

33 570

31 536

Balanced Living and Moderate Mistakes Managing 535 Balances

32 553

Teaching Superiors to Lose You as Child and Gain You as Adult

Balancing Self, Social, Mind, and Career Development

Managing & Leveraging

Diversity 30 Selection, Historic Dream, Society 520 Multiplier Preparing Recognition 472 Life & Stages Engagement 599 586 Creating Managing 35 34 New Social 585 Choice

436

27

Cultures

Transparency

Acting 487 New Commonsense: 28 Indirectly 29 Biosense-- 488 26 Emergence 503 versus 451 Design

Managing 437 Excesses 25 438

Managing 610 Diversity, 36 Love, Power, $ & Failure

Managing Impossible Workloads 9

Creating Interest in any Field

Creativity Dynamics Take of Best Respon- Perforsibility mers for 689 the Limits 41

of Every Institution Befriending Limits 159 160

Facing Our Flight From the Anxieties of Being 3

798

Inventing 673 Worlds

Well Paid for Exploring Life

Absurd Concentrations

21

Conversan383 cy with all Knowledge 628 37 Discovering

645 38

Turn Action 627 into Performance

Society’s Whistle Points

Extending 354 Found & Manage Relevant 765 Creating the Minds Groups without Focus 19 Courage to 20 Formal 8 47 46 Investigate Authority 355 785 370 766 179 PerforCustomer Take mance 662 Respon708 ConsciousMastery ness sibility for 39 Improving 42

Inventing Self & Others

the Faults & Risks of Education

Generate, Liberty, Self

58

Mind Extensions

Replication, Conserve Novelty, Career

626

6

Turning Inputs into Outputs

Applying Knowledge to Change You

Attributing Properly

Building & Using Models 15

Combine, Freedom, Mind

261

18

Sampling & Judging Errors

Demytho339 Distinguish logize Elemental 140 Life Dimen722 sions 735 412 Using 399 225 Demysti43 212 44 23 22 Procedural Abstractions 11 Determining fying 10 and 398 Leveraging Becoming the Your Literacy Managing 211 721 Metaphors Knowledge Limits Learning Multipliers World Self Growing 308 Growing Creating 105 Naming Making 59 Method Ideas 262 14 Self Directed 13 17 Finding 16 Truth Yourself Learning 2 Good 4 5 278 309 324 Questions 263 Take Off Penetrate Foreign Cultures

73

60

Leaving Home

48

674 40

Finding & Making Truth

88

1

Being Able to Not Do

48 Capabilities of Highly Educated Acting People

196

7

Respecting Fragility of Others & Civilization

106

240 Losing the Excuse 12 Growing of a Background Personality

119

Reasoning with Evidence

752 45

Developing & Using a Menu of Frameworks

293

Transforming the 425 Personal 24 into the Structural Historical Cognition and Vice Versa

Operations on Knowledge

Copyright 2003 by the author, All Rights Reserved, US Government Registered the apex number is the capability number (1 to 48), the larger number in each triangle is the book page for that capability in Greene, 1998)

The Effectiveness Viewpoint No one wants to participate in ineffective workshops in ineffective events. How do you guarantee that a workshop is effective and that an event that that workshop is in is effective? You have to have some model of what effectiveness consists of and how to attain that. Since human goals are pluriform and diverse and changing, if you want people to be effective at doing all of those goals, you have to have a repertoire of ways of being effective broad enough to cover all parts of life and work and deep enough to channel and inspire every aspect of human character, spirit, and ability. Once you have a model of effectiveness in general across all of life and work, it must be highly specific, articulated, and applyable. People building events and people in events building workshop groups and people attending workshop building some output--all three need models of methods of acting effectively to make the event, the workshop, and the product they build effective.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

33 Teaching Organizations to Learn

Organizing 32 339 Creating Building 31

Solution Cultures

Coalitions & Movements

Ordering Chaos

27

Being an Environment

30 GenderRole Reversals Culture

Cleavage Leadership Shifts 35

355 Diversity

Self Change26 Transplanting Practices Across 319 Response Cultures

25

Self Empowerment Process

Stopping & Checklist

Creation Process

34

Culture 29 Story 327 Discipline 28

Power

36

Stretch Retreats

From Liberty to Freedom 21 Neurosis Personal 48 Ecological 367 Compen- Getting Industrial 377 Extended Combinatorics Business Idea Venture Re-EngChange sation ineering Development Fund Mind Published 38 37 41 40 Agent Structuring Raising Venture Practice Self Cognition 8 Absurd Product Charity 47 Best 20 19 7 Extrapolation 46 Micro Replication Education 405 Institution 245 Fractal Environmental Self Demo Projects 39 293 Seminars 9

Structural Reading

Totalizing Responsibility

Problem Solving

11

Quality

Customer Requirements Gathering

195

42

Other Awareness

3

1

Concept Modeling

Happiness Invention

261 Existing

10

Phone Research

6 Power Management

13

45

Create Style

Management

Work,Hobby, Profession 23

303 Career

Replacing Input with Output

43

Managing By Events

Self Awareness

15

Idea Rooms

Society

Leadership 5 213 Shadow

Problemless 4 Living Meeting Process Modelling & 12 ManageImprovement ment 2

44

389

Presentation Spiral

Directed Reading

Impacting Society

Person 273

14 Knowledge Betting

18

Job versus Lifework 22

Spirit Discipline Exercises

Spirit

Invent, Publish, Teach

16

24

Psalming

283

17 Spirit Conversing

ARE YOU EFFECTIVE? TOWARDS PROCEDURAL LITERACY--100 METHODS EVERYONE SHOULD KNOW Spiral, Social, Plural Studying

493 65

Weighing Stratified 72 Evidence in Responding Academic Papers Effort Leverage 62 64

483

Academia

Cartooning: Charm: Emotive Naming the Environments 93 & Mood Edges of Conscious- Social Setting Cellular ness Automata 53 61 Process

Art High Per71 The Three Majors: 70 formance Self, Career, CoinciDisci- Quality Cabaret pline Method 515 Stretching dental Opportunism

66

63

Upping Performance Social Games & Their Paradoxes

Game Spaces

68

87

Ego & Response Management

447 Emotion

91

Complexity

Relationship Cultivation

92

619

Genetic Algorithm

Metaphor Mapping

Solace Systems

50

Creativity

Morality 59 58 System 469 Moral Morality

Developing Style

54

Changing Commonsense

Spirit Mode Clowning

Pain 641 Sharing 505 461 Global Implemen67 Surprise 95 Quality 56 Theory Gaming tation 94 Humor Optimize 86 Systems Production 85 Power Gaming 89 Manage- Ideal Energy 88 Cloaking Reality Product 587 Flow ment as Evolutionary599 System Modeling Development Movement Bldg. 96 69

427

The Insight Process 49

Fractal Model Expansion

Evolution

Biosense

Phase Gates

52

60

90

51

Context Switching 55

Engineering

From Historical Dream to Conserving the New Reviewing Literature

Interviewing 77

Situation 84 Modeling with Levels of Self AbstracEmergent tion Consensus 74

57

Processware

527 Program-73 ming

537 Research 76 The Negotiating Ecological Research 82 Software 83 Process Ubiquitous 573 Development Reframing Negotiating 78

Influencing People Presentation Tools 80

75

Evaluating Presentations

559 Public 79 Speaking Repertoire Development 81

The Diversity Handling Viewpoint There are diverse sorts of diversity you encounter in life and work. Moreover most of these have been encountered by others before you. Some people have even invented effective ways of using particular types of diversity. If we had a model of lots of effective ways of handing each type of diversity we face, then we could build events and workshops and outputs of workshops that handle diversity in them well.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

27

The Complexity Handling Viewpoint

Manage By Events

There is complexity in events, in designing workshops, and in doing workshop procedures to create some product. Complexity is really a cover for a new more biologic type of common sense. We see bone as stronger than steel, because bone, unlike steel, grows strong exactly where it is under stress and bone, unlike steel, fixes itself when and where it breaks. By managing people and systems from the beginning as populations of simple things interacting complexly till better-thanexpected things emerge, instead of managing people so they are simple, their interactions are simple, and their results are simple (the machine bureaucracy period of managing), we get more biologic people, organizations, and results. Denying complexity, avoided it, or ruling it out by mechanical designs and mechanical social arrangements of people, reduces quality and creativity of outcomes. Managing by Events can be managed to deny and keep out complexity but only at a cost of no creativity emerging in processes and outcomes. To manage events and workshops more biologically one must have available good models of complexity theory and the levers that adjust creativity of outcome of complex populations of simple things interacting complexly.

Events 25

26 Community Quality Cabaret

Polis

21

Manage Groups

Democratic Rules of Order

Manage by Balancing

Balances 19 JIT Managing

Learning cultures

Pain Sharing

Plotting Meeting Behaviors

Causal Diversity Emotion Map18 ping

28

8

5

Culture penetration stages

17

Between culture transfer

Being stretches

Self

Demyst, myth, construct

Strata 4

16

12

6

Stratified responding

Dimen1 sions 2

Leadership shifts

Diversity Tools Manage

Culture definitions

Manage Values

Culture assessment

23

Shift

Skill dimensions

Judge scenarios

20

29

Cultures 7

3

Meetings 22

Comedies of Expectation

9

Culture illusions

24

Product Extrapolation 10

30 Personality stages

DeSocial- 11 ize

Counter neuroses

Being educated

15

Response stopping

13

ReBehave

Problemlessness

14

Quality checklist

Copyright 1999 by Richard Tabor Greene, All rights reserved, Government Registered

Complexity Theory

Complexity Theory Constructs

General Revolution Social Subprocesses

Russian Revolution Dynamic

American Revolution Dynamic

Basic Units

neighborhoods, towns, villages

villages

colonies and their leaders

Self Emergent Pattern

spontaneous collapse or take over of existing government; spontaneous rise of self-governing units among citizenry

spontaneous emergence of self governing soviets

happiness of public freedom found during effort of war of liberation

Tampering

elites war against rise of self- governing units by citizenry

Lenin’s war of liberation from the soviets

none

Supercritical system*

attitude, disappointment, or expectation supercriticality

general public horror at Russian losses in WW1 and revulsion at incompetence of leadership

general public economic aspirations clearly blocked by British trade policies

Avalanche effect*

sudden movement from stasis and crisis to action and self organizing activities on all social size scales

spontaneous elimination of Tsarist remnants across huge geography of Russia within days of Tsar’s overthrow in St. Petersburg

spontaneous self-organizing of colonies to create army to fight British and to send delegates to devise new replacement form of government

Spontaneous connection of all size scales*

localities inspired daily by deeds of distant localities, creating mutually re-enforcing new large scale social governance patterns

each soviet inspired by actions of other distant soviets, which told it of new local possibilities

each colony inspired by actions of other distant colonies, which told it of new local possibilities

Catastrophes*

on all size scales a switch in style, values, associations from one locus to a very different locus

switch from central control from capital by social class to collaborative self government locally, aggregating spontaneously with representatives to higher level multi-village assemblies

switch from central control abroad attractor to collaborative formation of highly restricted local center

Connectedness parameter*

gradual increase in connections any one local basic unit has from the bottom up

local villages connected to nearby ones by representative assemblies spontaneously created; connected to whole nation by new spontaneously generated newspapers and telegraph reporters

army creation and logistics supply activities join common men from all colonies; representative assembly to create new form of government joins elites

Potential Analogies Between Non-Linear System Dynamics Concepts and Creativity Phenomena Type Effects

Core Concept

Brief Explanation

Analogy in Creativity Dynamics

Butterfly effect

sensitivity to initial conditions so extreme that future of system cannot be ever predicted

CREATIVE WORKS: can be the last grain of sand added to a sandpile (supercritical system) generating avalanches on all size scales of the system

Avalanche effect

non-linearity so extreme that the addition of one value to continuous input function changes whole systems on all size scales without warning

CREATIVE WORKS AND INSIGHTS: works impacting a domain; insights impacting a mind

Fractal effect

system effects such as avalanches or growth typically take the form of fractal geometry

CREATIVE PROCESS: has fractal dimensions of mind, emotion, social relations, and organizations

Page 43;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Potential Analogies Between Non-Linear System Dynamics Concepts and Creativity Phenomena Type

Core Concept

State Space Non-Linear Dynamics Attractors-Tra-

Parameter types

Event types

Evolutionary dynamics

Analogy in Creativity Dynamics

way to represent all possible states that the system can be in in a geometric continuous form such that the states a system is in trace out a path in the state space diagram having certain geometric features

ALL POSSIBLE VARIANTS: all possible variations of things in a domain constitute its creativity state space

most non-linear systems spend most of their time occupying tiny fractions of their overall state spaces, attracted by “attractors” of various types: periodic, “strange” chaotic, and others. The path of a system’s state around and toward its attractors is the system “trajectory”.

AREAS OF POTENTIAL CREATIVE CONTRIBUTION: attractors “attract” the paths of works contributed in a domain in this analogy; this is a questionable analogy in my opinion but worth exploring. Klondike spaces have been suggested by creativity researchers.

Catastrophes

severe changes of overall system state as the system switches from one attractor to another are of certain types called “catastrophes” in this theory. When a system switches from one attractor to another, catastrophes occur. There are only a limited number of different types of catastrophe.

PARADIGM SHIFTS: when sequences of creative works offered in a domain shift from converging around one attractor and converge instead around another, a catastrophe occurs.

Irreducible systems

systems whose simplest description is as complex as the system itself; the only way to predict their future is to run them till that future occurs

CREATIVE DOMAINS, WITHOUT CLIQUES:

Supercritical systems

systems that are radically overdetermined so that “seed” events or items suddenly restructure the entire system on all size scales

PARADIGM: a long established paradigm in a field by virtue of its longevity stymies innovation of certain sorts till supercriticality of subproblems explodes in an avalanche event and birth of a new paradigm

Chaotic systems

systems that have strange attractors rather than point or periodic attractors; there are two kinds of chaos--deterministic chaos (showing certain overall regularities of pattern, and non-deterministic chaos (truly random events without discernible pattern).

BETWEEN PARADIGM DOMAINS: domains that are between paradigms look chaotic as trends become nearly impossible to establish, no consensus on excellence.

Connectedness parameter

how many basic units any one type of basic unit is connected to

COHESIVENESS OF A FIELD: how well the parts of a field respect and connect to each other

Diversity parameter

how many types of basic unit, types of neighborhoods uniting basic units, and types of relationships among basic units in any one type of neighborhood, are in the system

DIVERSITY OF A FIELD: the variety of works, styles, approaches tolerated in a field

Patchings parameter

how many centers of initiative, response, and planning are in the system

NUMBER OF COMPETING AUTHORITIES IN A FIELD: [this is self evident]

Spontaneous self-organization

the emergence of unplanned, undesigned order on some size scale of the system as one or several systems parameters change (both order recognized only by an unrelated outside observer and order recognized and acted on when spotted by the system itself are included here)

EMERGENCE OF INSIGHT, EMERGENCE OF CREATIVE WORKS: insights when they emerge re-organize solution approaches; works similarly reorganize canons in a domain

Spontaneous connection of all size scales

spontaneous appearance of information transfer from any definable systems locale to any other size scale of locale

LEVELS IN THE CREATIVE PROCESS: all parts of a domain converse when certain creative works appear

Spontaneous phase changes

change of the system from messages in local areas rarely influencing outside areas to some intermediate state to a state in which all messages in all local areas influence all outside areas (chaos)

APPEARANCE OF THE CREATIVE WORK: a creative work unlike uncreative ones, changes something fundamental in the domain

Basic unit identities and genes

the ability of basic units to relate to past encounters with other basic units via identities that basic units have and the ability of basic units to be changed and reconstituted by changing codes within them that specify how they behave

CREATIVE WORKS AND THEIR TYPES OF CREATIVITY: works compete genetically with what they attempted the genes (memes)

Basic unit competition and strategies

the need for basic units to accomplish something in order to reproduce well (propagate their characteristics throughout a population) and the ability of basic units to respond in a planned way to past histories of encounter with other basic units

COMPETITION FOR ATTENTION IN CREATOR’S AND FIELD’S MINDS: attention within the creator’s mind and among minds in a field is competed for

Basic unit gene combination and reproduction

the ability to combine genes or parts of genes from different basic units and the ability of successful basic units to expand their presence in a population via favored reproduction.

FIELD’S INFRASTRUCTURES FOR RECOGNIZING NEW SUB-AREAS: the infrastructure richness of a field determines how easily things from different field areas can be combined and reproduced.

jectories

System types

Brief Explanation

The Systems Effects Handling Viewpoint There are two major sources of complexity that most of our most pressing problems hide behind. One is flaws in human thinking that we are not aware of and that lead us astray. The other is non-linearity in the world and its systems such that inputting the same input can produce wildly different outcomes. Managing by Events events can be complex in these two ways, as can individual workshops, and the outcomes from such workshops. To handle non-linearity well one needs a model of all the types of surprises that non-linearity springs on people and their systems. Such a model allows events, workshops, and workshop outcomes to anticipate and handle non-linearity, as well as to incorporate forms of non-linearity, coopting it work event, workshop, or outcome purposes.

Page 44;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

long cycle times for doing things allow time for many errors to accumulate

ownerless problems

problems without obvious owner, beyond simple profession boundaries often too unfocused for any one group to handle

giant greenfield initiatives that don’t build on past

totally new goals and means in a project fail to link to already built up and tested capabilities, making achievements unstable

emergents from interactions

totally unplanned outcomes often emerge from the myriad parts of systems interacting as a result of 1 or several moves/initiatives

career system rewards distinguishing self from others not building on their work

career systems can end up rewarding flashy launches of new initiatives not patient solid doing of hard long things, so rewards can reduce building on work of others or cooperating

partial solution lowers standards

partial successes often change people’s ambitions or criteria of success lower, so accept transient solution that go away

aggressive specs that ignore real capabilities

leaders can force extreme specs utterly unconnected with actual people and process capabilities

side-effects counteract main one

many side-effects directly counter the main intended effect, undoing it, or distracting from it via huge costs worse than want

long cycle times allow many outside market changes

long cycle times in a project give time for outside environment, customer, and market changes to undermine what is done

act combines counter intent

the actions done to reach a goal though individually toward goal combine to counter the goal

many changes of requirements

requirements that specify what a project does can continually change during doing of the project making designs chaotic

staff combines counter intent

the people working to reach goal though individually helping reach it combine to prevent it happening

marketers “know” customers but don’t and don’t see engineers as their customers

marketers can substitute own bias for what customers really want and can impose not effectively communicate requirements to engineers

launch manner counters intent

the manner a solution is launched with counters overall intent

one-product projects when all know competition will instantly respond

major one outcome efforts can demoralize entire workforces who know competitors will instantly respond to any one innovation actually done

self-reinforcing growth self limits

an act can have result that cause more such results continually till negative feedback self limit process grows big and reverses

long cycle times allow many changes of personnel

long cycle times for a project allow time for key staff to change, retire, or lose interest reducing skill and quality

moderate solution bad so miss good larger one

when initial small solution tries fail badly, people give up and miss fact that much larger such tries would work well

one old generation manages so younger imaginations shut out except crises

stable fixed old leadership generations controlling all shut out, always without exception, younger imaginations or force re-interpretation mistakes onto projects till failure results

side-effects of result worse than benefits of result

the side-effects may be much worse than the benefits of getting the intended main effects

unfunded capability development so must invent product and technology together

product development gets funded but not development of reliable new technology such products use so projects jointly develop both, making performance achieved unreliable

unknown requirements unknown capabilities

Undependability

attempt home runs

long cycle times allow time for many errors

some intended results when actually attained and experienced do not satisfy

early phases understaffed/funded; unrealistic schedules from remote leaders

old projects always late so early phases of new projects are understaffed, causing errors to be spotted/fixed expensively later in projects; remote leaders force unrealistic schedules

similar inputs, even extremely similar ones, can produce extremely different output types in any non-linear system

products/projects often cancelled

tradition of leaders suddenly cancelling projects cause entire workforces to underinvest in projects till nearly completed

usual input whole system changes

an input just like usual ones done many times already can yet produce entirely different never seen before results

no manager action till problems are huge

hierarchies can cause local problems to get unresolved locally, instead escalating to VP level, delaying solutions

tradition of quitting

result done is not satisfying/wanted similar input very different outputs

early or easy initial results can be good lulling people till huge bad ones suddenly emerge from unseen negative feedback force

resources adequate only at product end

managers can fear early resource flows, hold back resources, so errors build up expensively treated at project end

good solutions can work well in many respects till people notice huge negative costs that are delayed often considerably

subsystem team arguments escalate cuz refuse tradeoffs

subsystem teams may refuse trade-offs among each other, hence, escalate arguments to VP level, delaying solutions

cause at problem locale only is attacked

people can completely handle causes acting near where problem appears and thereby miss many other bigger causes acting in far flung other parts of the system

team members not co-located; global suppliers jerked around without context

teams split geographically can result in “in” groups jerking other around suddenly without context, warning, or consideration of local conditions and capabilities

cause of other causes not attacked

many causes can be handled well but since what causes them is left untouched problem reappears continually, especially when one cause after another is handled

unprincipled management causes waits for many sign offs

hierarchies can impose levels of permissions which only serve to delay key actions through projects dangerously

system caused variation “solved” w/o system changes

when design or configuration of the system causes some problem, solutions that miss it will allow the problem to reappear

travel, waiting, reporting are most of development work time

the logistics of communicating and documenting a project can become half or more of all work, supplanting real design

big environment caused failure blamed on weak/1 component

environment or whole system design caused failure gets blamed on one component or weak one, letting problem reappear

reviews distort actual capabilities

leader reviews can be unprofessional due to remote leaders or delusional due to leader political distortions of reality

other part as envt undoes 1 part fn

functions of one system part can be undone or blocked or made harmful by functions of other parts acting as environment of it

no incentives for needed behaviors: building reliable technology

all the incentives in a project can favor errorlessly and quickly doing things impossible to due errorlessly and quickly without development of technique/technology base that is unfunded

lack of leeway in other parts stifles 1 part’s function

each part doing its own function very well can cause overall failure because they do not have leeway helping each other do their individual functions well

leaders remote and ignorant, do not like nuts and bolts solving

Western leaders want social class superiority to workers hence do not get hands dirty, lose sense of real capability, become totally dependent on politics distorted reports

environment changes during solving

the solving process can take enough time that the environment around it changes so as to undo its effects

solution so particular to 1 environment cannot be used

a solution can be so particular to 1 environment that it cannot be used or its effects are transient as the environment evolves

credit & rewards not to those who solved

systems can reward people who did not actually solve so in the future they do not solve things

outside help used till own capability atrophies

outside help can assist you so long and well that your ability to live without it atrophies causing disaster when it is no longer available

great solution for situation too weak to last

great solutions can be too weak to last and keep problems at bay

great solution gets enemies cuz of who supports it

great solution can assemble and motivate scattered ones who dislike it or who does it or fame from the doing of it

faked relationships

Separation

faked solutions

missing coordination

fast good results then huge bad ones solution with delayed huge cost

waiting till problems huge then killing entire project preferred as it spreads blame

leaders prefer to let problems grow so huge that they kill entire projects as that spreads blame beyond one leader; smaller problems can be blamed on one leader so dangerous

no personal, social, knowledge basis for inter-manager agreement, so solution is political

managers so competitive that no rational negotiated solitons are possible among them, instead only political agreements are possible making technically irrational solutions

managers lack the social skills to guide without punitiveness

managers may lack the social skills to work with or encourage own employees, instead, such managers are hated whenever they are around others, acting punitively among them

managers force symptom only solving by tacit intimidation

managers unwilling to imagine or solve deep issues or political ones, may force solving of only superficial aspects by intimidating people

promotions not based on actual problems faced and solved

leaders may be recognized and promoted based on things other than actual problems faced and solved so incompetent contexts in higher leaders judge/distort lower competent ones

no consensus building process on product strategies

overall product strategies of a group may be contested and not agreed on so individual projects do not add up or synergize

enough chaos can prevail that good effects go unnoticed and unappreciated

no building on success/failure of previous teams

leaders to show own worth may deny worth and value built up by predecessor managers, ignoring previous team learnings

tight interconnections in a system can make for such stasis that nothing can change enough to constitute solution of problems

missing project postmortems

leaders may ignore reviews of completed projects to find learnings as they do not intend to apply past learning in future

sequence of solving exacerbate user dissatisfactn

the particular sequence of acts in a solution process can create user dissatisfaction that overwhelms their overall result

tradition of hiding slack time and no one covering for others on team; no pain sharing system

project aspects that cause one role to work harder than others not recognized and equalized so people hide slack and other private benefits that compensate them for unfair work loads

solution delivery configuration harms

how a solution is delivered can undo any of its benefits

creativity valued over effectiveness

creative solutions that bring visibility may be preferred to humdrum but cheap reliable ones that work better

overfishing

people getting less than needed can try harder, getting even less, so trying harder till no common resource is left

consulting = participating

leaders can consult genba for genba’s reactions then ignore them and consider that a participatory system

rich get richer

those with slight initial resource advantages can be so favored with results that their advantages grow hugely

roles assigned by precedent not need

leaders can structure all present projects just as past ones were ignoring unique needs and opportunities of the present

consultation solving

learninglessness

enough chaos: local act effect goes unnoticed enough order: local act cannot affect system

social will not mind used to solve

getting everyone to fail together is worth as much as getting everyone to succeed--togetherness considered solution

successes can produce such envy caused isolation that benefits are unusable

rotating everyone before an issue

rotating all leaders before an issue is considered adequate even if not consensus or insight occurs and leaders sleep

when get what want, dislike it

people can find negatives of losing goal to achieve outweigh attaining concrete goals

ignore = solve

ignoring a problem for generations is as good as solving it, the Charlie Brown strategy, ignore it till it goes away

when live with result, hate it

people can find that experienced result dissatisfies them

admit issue = create issue

admitting you have a problem is the same as creating the problem--this attitude

solving process raises expectations so hate result

solving process can raise expectations to than any likely result dissatisfies

agreement all interpret different is agreement

consensing on a vaguely worded agreement that everyone interprets completely differently considered agreement

social solving

several parties can undermine their competitors’ prices, till everyone together goes broke

envy isolate

Person as Bureaucrat

price war

how we represent what the customer requires can distort or miss actual customer requirements or miss customer changes the requirements of producers can supplant needs of customers in projects so customer hate the result

during production parts/requirements change

while producing something enough time elapses that components or overall requirements change

parts hijacked during production

parts during a project get noticed by others and taken for other purposes

way something produced kills interest

the way something is done can undermine the purpose behind it

copying rivals outweighs inventing solutions

copying competitor moves is considered more important than inventing own solutions

factors from unincluded profession, kill

professions omitted from an effort usually have been omitted because they have vital but unpopular knowledge needed by it

issues are just distraction from real work

issues are considered distractions of real work of doing past routines without thinking

profession not customers make requirements

producers of a project or designers of it may supplant requirements of customer of it with their own requirements

inter-profession disagreement on basics

the plural diverse professions required by a project may be unable to agree on even the most basic aspects of it

issue irrelevance

hiding in uniformity

representative of customer’s spec are wrong producers become/supplant customers

agreement fact outweighs content

social fact of agreement being announced more important than whether anyone really agrees with anyone else

intolerance of slight differences

slight differences of one group to another, one project to another, hated and resisted, forcing all into same mold

information hiding

hiding information and problems is as good as actual solving--this attitude

if new, not an issue, only old issues are issues

new issues are not really issues, only issues that have been seen before are treated as issues

good managing = issuelessness

good leading is considered leading that avoids any issues and deals with no issues

changes in environment interpreted as already found inside group

environment changes are all assimilated to inside of group already known phenomenon--so nothing is ever really new, that is, nothing requires new thought or effort

solutions may dwarf in complexity the problems they are to solve

considering whether to do so thorough it = doing

consideration processes are so thorough and long and detailed that they are more complicated than actually doing what is considered

the world cannot be trusted, withdraw and minimize harm--this attitude makes the world horrid so withdrawal is needed

issue generators neutralized coopted early

any social unit that might generate issues is coopted by payouts early, that is, paid to not generate issues

egalitarian

the world is dangerous and untrustable, we have only each other, so stick together above all--this drives merit away

attitude discrepancies responded to as issues

differences of attitude are considered issues so opponent positions are constantly folded into own position, removing debate

individualist

small errors and big errors have mild consequences, the world is trustable so anything goes--this eventually produce disasters

long standing irrational situation is natural = not issue

long standing unfair or irrational situations are, because long around, considered non-issue, and never improved

hierarchist

parts of the world are very dangerous, parts okay, must know boundaries--this eventually produces dated distinctions

pay money to all parties = solving

instead of hard choosing and thought, just pay all parties money to make issues go away

components too big

the scale of problem/causal elements differs from the scale of solution elements

ritual process repetition is work, not issue handling

following social rituals of consideration considered how to handle issues even if solutions not invented or tried

overly incremental solutions

solution too incremental may allow drastic changes of situation during long implementation periods

solution perfect for present situation only

solutions may be so specialized around current situation that slight changes of environment vitiate them

parts config lost in responding so problems reappear

inter-relations needed among solution components may be lost during the chaos of implementation so problems reappear

new parts added rather than reconfigure old ones

situations tend to get solved by adding things rather than replacing present things so complexity builds and dissipates efforts

culture of designers narrower than culture of customers social ranks block feedback flows

appearance is reality

the scale of problem/causal elements differs from the scale of solution elements the scale of problem/causal elements differs from the scale of solution elements Mindlessness

components too small overkill solutions or cut vital stuff as waste

issue buying

solution more complex than problem fatalist and hermit

cost of issues is lost focus on unity of group

issues considered harmful because they distract people from the mystic unity of the group and society

social surface: establishing a thing called a solution = solving

getting everyone to call something, anything, a solution is considered a way to solve issues, regardless of whether it really works or changes arrangements in society

super direct solutions, bypassing causes

getting people to like bad situations is considered good solution, better than removing bad situations

easy meeting tradition: discuss = repeat elder opinions

meetings that just ritually endorse opinions of whoever is oldest in the meeting, after consulting/ignoring everyone

group wrongs better than interrupting unity with issue

wrongs perpetuated by a community are better than disrupting community by eliminating such wrong at cost of lost unity

trance-like “no mind” state is ideal consciousness

clear minds, without issues, is a goal of governing

the culture of designers/solvers may be so much narrower than that of customers of a system that requirements of customers get missed or distorted terribly making outcomes unfit

mastery & automation of routines = ideal action

action is ideally the mastery and automatic repetition of old established routines, not the hectic scurrying to solve issues

social status and merit rankings can be boundaries across which feedbacks do not flow so leaders miss results of their own acts

perfecting everyday life = greatness

inventing and living a perfected polished smooth everyday life personally is what society issue handling is for

firms or department functions block feedback flows

functional departments of sets of firms may block the flow of feedback so leaders miss results of their own acts

issue preventing = garbage collecting

preventing issues is the same as garbage collecting in importance

single solver pushed to heroics because alone

solvers acting alone may be driven to extreme heroic level efforts that, lacking subtlety and patience, ruin solutions

committee forced unneeded diversity

committees doing solutions may force forms of diversity on a project that disintegrate it and make it unwieldy

faked interactions

Reaction Blind

Ineffective Organization System Handling

people plan and intend wanted outcomes not envisioning responses of myriad involved system elements/forces/ persons

peaceful literalness

diversity

flexibility

Scale Blind

scales

attitudes

response to professionals

response to production

customer response

others’ response

order allocation

support allocation

Space Blind

environment allocation

cause allocation

time surprise

result surprise

Time Blind

counter effect

effect omission

Attention Distraction Effects unplanned second order effects

slight disturbance of “no mind” daily life state intensely investigated

anytime and anywhere people get interested in issues is a real problem for society and must be stopped

utter meticulousness of handling trivialities

tremendous detail and administrative power applied to trivial disturbances of clear mind No Mind consciousness

Page 45;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered Policy Self Contradiction

more tightly linked systems are efficient but subject to widespread failure when small faults appear

basic units resist change

many interdependencies mean basic units resist all changes because relations to other units would also have to change

non-consensus based existence

some system elements exist only because other elements must consense to eliminate them, consensus is hard

relations determined relations

relations between some actors determined by relations between other actors, not between each other

cats cause flowers indirectness

extreme indirectness of effects--cats eat mice which therefore cannot eat seeds, causing 1 flower type to dominate/appear

delayed effects time fractality

hard to declare any policy/intervention a success because time period of side-effects is fractal, multiple size scale

second best become disaster

second best conditions do not produce second best outcome in non-linear systems, but often disasters

theoretical best = actual worst

best in theory can be terrible in practice

context locality make meaning

context (system parts near) of actor different than act viewers so intended meaning not seen meaning

action consistency message

our response to this instance seen as info about our response to future similar instances by others in system

reacting to reactions

others’ reaction to our actions change our preferences, acts, and self image, and reactions to their actions

waves of fashion

parallel micro-environments and deployed changes taken up by parallel micro-environments

order in which variables act changes outcome produced; ex: baby before not after marriage

action timing

when in process plea or proposal happens determines what outcome they produce or tend towards

transient factor effects endure

effects of a factor that ceases to exist can yet endure far beyond lifespan of factor that created them; ex: found firm

hysteresis: path dependence

outcome may vary on how variables attained key values; ex: water flow from open vs. closed faucet

when actors know being watched for info on future reactions, changes how act now

indicator meaning indeterminate

if less of those accepted come maybe cuz we are bad or cuz bad ones don’t bother applying

single indicators cause gaming

any intelligent person can distort unmeasured variables to get indicator “high” at huge or counter costs

solving symptoms

indicators can indicate success steps in small increments encouraging inadequate scale efforts till real causes overwhelm

non-causal indicators

indicators not focussed on real causes or less distributed or numerous distract from needed causal work

feedback results

positive = growth, negative = stable systems, escalation = symmetric growth, appeasement = compensatory change

feedback topologies

within individuals--feeling an emotion makes it bigger; between levels--alignment/constraint cascades

feedback locale/scale dependent

arms races show positive feedback at ind.l actor level produces negative feedback at relationship, dyad, level

same input plus once minus later

predator/prey cycles example; winners create envy (neg) but further wins create partnering/adoption (pos)

success creates failure

expansion creates fear become easier expansion becomes too much expansion till collapse

unstable pride & depression

pride makes more trying till overextension collapse; loss makes less investment so more depression till collapse

self limiting acts

imposed concession produces powerful negative fdbk; successful methods get copied losing their advantage

info caused negative feedback

lock on door tells thieves where to steal from: success atrophies collaboratn skills so no help in hard times= failr: using signal causes signal to end (acting on rumor ends it)

system narcissism’s illusions

changes create changes

one change creates new issues becoming further changes; feedbacks between fdbk cycles evolve laterally

ideologic poles shift ground

dialectic of bigoted responses automated so moves between poles are lateral shiftings of ground

expectations inflated to zero

process of implementing design can inflate expectation till they undermine outcome satisfaction forcing new initiative

what works undoes itself

what works gets copied till org has too little diversity to handle environment change, so success self moderating

escalation by identity change

I did bad thing, so I am bad, so I might as well do more bad things: media say bank weak so it becomes weak

several slight, individually negligible, faults together can cause disastrous outcome

futile to improve 1 part

even giant improvements in one factor can have no effect or bad effect on wanted outcome

false polarities

nature versus nurture type arguments are false because they each are environment for each other; they are a system

evolved over designed traits

evolved traits tend to be far superior to designed traits because invented relative to actual environments encountered

small steps create crisis

inadequate first measures can exacerbate a situation while drawing attention making it look worse,so crisis expands involvement

bad people illusion

people bad in one team can be great in another; worth is relative to environment challenge of other personalities interactg

“right” tactic illusion

European softness proved “better” than US hardness, BUT because US hardness was context, established by deeds

enemy focus error

view 1 enemy policy, miss actual & possible others and relations among actual and possible others as the “1’s” meaning

effectiveness erosion

professionals surprised when what works for years gradually fails BUT audience changed;ex:rank colleges but fit= worth

reaction to others’ expectatns

actors react to what other actors expect; ex: A thinks X hard so Y tries it and wins cuz of A’s expectations

blinded by seeing

my clarity on my motives causes me to miss that B mistakes what my motives are, so I misinterpret wat B’s motives are

blind to origins of own strategy

I use strategy X with present opponent W because my previous opponent used strategy Y, but W is not Y

phony proposing

many proposals, threats, actions are done because we know or expect other will ignore or stop them, so not genuinely meant

actuals vs images tactics

tactics that weaken me actually can make me stronger cuz of effects of image I create; arm spending excess = strong image

reacting to environment I create

result of my actions become environment determining further actions I take and results I aim for/achieve; over-react movts.

interaction as environment

interaction can change aims, beliefs, capabilities of actors; conflict can harden, extremize, mobilize enemies

want what denied

interactions become experiences that change our aims, so we want what is denied us more than before denial came

2 acts: for goal for side-effects

act dually, one to attain goal, one to handle side-effects of attaining goal

greener grass on other side illusn

we imagine our self with different situation, partner but it is not same self relating thusly to different things, =not better

act in twos

acts that appeal to A and that appeal to A’s enemy

repetition is not repetition

repeated inputs can produce very different outputs cuz 1st results form new environment of action;Hitler Czeck/Poland

blame environment I created

ex: he hates me so I do it, but I provoked him to hate me, then use result to justify my initial provoking

self fulfilling prophesy

I fear X, defensive build up that provokes X to fear me, justifying my initial fear

fatal solutions

plans and designs not = results; ex: oil spill clean up increases overall pollution

control is less powerful

total control to do incenting acts less powerful that likelihood of error, that uncertainty forces cooperation

counter effects

Titanic-safety = careless = danger, ban X = X popular = more X,

user not giver context

aid or acts given used entirely differently than planned if use context differs from what givers assumed:

incentive gaming

following incentive leads to bad behaviors: increasing measures supplants service impact;

target population evolves

target population of incentives change when incentives seen; ex: aid draws self supporters into dependency as easier way 3

designed outcomes = inputs

mandated, directly imposed, outcomes are inputs guaranteeing unforeseen bad outcomes later:WWI’s peace causesWW2

with X without X illusion

functional substitutes for X abound so without X cases may have X by other means not seen

do A vs. B in case illusion

cannot find identical real cases so difference in results of A vs B from context or evolution differences not seen

power relativity

real & imagined alternatives by us and opponents/peers determine power/fear so generally cannot determine

motive of act indeterminate

X challenges Y because knows Y is strong or because does not know Y is strong--cannot tell generally

evolution to opposites via positive feedbacks reduce non-linearity

Undoing Non-Linearities

use emergents manage side-effects manage linkages

people bad in one team can be great in another; worth is relative to environment challenge of other personalities interactg

form solving populations

effect of one variable depends on others so blaming one variable nearly always wrong

Get Causally Systematic

blame fails bad people illusion

handle systems causation

a variable change may fail to produce an outcome not because it is wrong variable but cuz other variables needed also gradual steps to some input value may not produce same output as single leap to same input value

undo self contradicting solutions

failing variable may yet be OK

knowledge & network economy feedbacks

path dependence

ex: incentive to act morally reduces moral action; increase in input increases output for a while then suddenly decreases it

variable X fails or works in some cases means nothing cuz those cases when X used are special or extreme somehow

anticipate info effects of acts

the blame illusion

input increase reverses effect

variable fails/works illusion

futility of plan & design

an effect’s existence depends on presence of certain other effects/variables

solutions applied at priority problem/crisis areas/times so often fail but still great value cuz context=extreme challenge

results as environments of later actions

effect from other effects

people use treatments for own purposes (in own context) so unplanned results inevitable

solutions look like failures

strategy ecosystem

similar inputs can have vastly different outputs output decline after certain level of inputs; output appears after certain level of inputs

many actions directly in own interest hurt own interest cuz others reactions; repress revolt increases revolters

unplanned results okay

act to create environment

similar inputs different outputs diminish returns critical mass

misleading truth appearance in systems

tight linkage = fault widening

Feedback Caused Ignorance

humans acting in social systems can never do only 1 thing or only what is intended the system has traits different from traits of its parts, which system traits change context of parts traits = meaning changes

indicators mislead in systems

cannot do only 1 thing systems change element traits

feedback relativities

safety measures increase unsafe driving habits causing more injury not more safety

negative feedback

dangerous safety measures

act in own interest fails

neutral or lateral feedback

from simple local actors interacting by simple local rules, global complexity can emerge

Types of Feedback

systems whose parts think (consciously react) and evolve nearly never do just what is planned or intended

complexity from simplicity

last in series of negotiations worked so method there is good but only worked cuz context set by earlier methods cannot make several tries cuz each try changes context

positive feedback

creativity of systemness relativity from connectedness

self conscious evolving system

last method worked illusion see what works several try illusn

trapped by environment own actions create

non-additivity of effects

instead of groups and individual actors by action making their behavior, most comes from their position in systems wholes have traits not found in any of their parts

getting wanted result shifts attention elsewhere, others see so result eroded:speed fees cut speedg&police=more speedg

plural OKs = disaster

control illusion

Environmental Acting

behavior from location parts-whole differences

success illusion

gradual vs. leap to big input

systems as limits to knowledge

System Caused Helplessness

Tools for Handling System Effects Well

instead of groups and individual actors by action making power, most comes from their position in systems

variable order change outcome

intent not result; incentive not result

Unobvious Causation

perceptions as acts

systemness effects

System Basics

systemness

power from position

escalation by public privates

if I see others actualizing what I only wish, my wish become action, causing still others to act = movement

preparations become actuals

I fear X so prepare for it and gather tools and resource for it that appear waste, so they lobby me for actualizing X

accelerating mutualism

integration creates niches for further types of integration

increasing returns to scale

for knowledge products, increasing sales does not increase costs, so prices drop greatly increasing sales

vaporware, success expectation

if success is expected then product succeeds so competition to look most likely to succeed

escalation by learning costs

if better alternative requires much unlearning then it is not chosen

lock in, rich get richer in network

first not best wins (QWERTY); becoming standard raises value greatly so greater growth becoming standard

reform causes revolution

rulers fear small reforms will get out of hand so no reforms so revolution ensues

reporters create news

reporters ask leaders about stories they want to cover, causing remark-news

conquest evolves into game

first victories make second easier so later conquests are more and more nominal till conquest overall is fluff

more cycles

violation/news/visibility/sales/wealth; greed/striving/compete/ideas/wealth; care/depend/control/helpless/care;

prune connections

reduce non-linearity of reaction

cross-level observation

monitor results of actions on larger and smaller system size scales

undo customer standins in system

find requirements of functions, professions, leaders etc substituting themselves for what customer require and undo

self justifying effect study

people study second order effects only if and where consonant with biases and wanted results

steer emergents

use emergent side-effects steered to attain your goal

tune system interactions

till wanted emergents appear; connectedness, diversity, patchings parameters

do population of strategies at once

do multiple contradictory strategies at once, observing side-effects & results, then join emergent winners

stop by extrema

tip into chaos to stop, tip into stasis to stop, tip into cycling to stop,

domino paradox

small losses erode image so act boldly after small losses

move opposite to your goals

use reactions to that by others/competitors to attain your goal

attract by rejecting

attracting by playing hard to get

stopping continual not 1 time

blocked action produces work-arounds so continual new blockings are needed if you wish to stop some action

do virtual acts for side-effects

do actions whose only purpose is eliciting side-effects which are your wanted main-effects, slough main-effects

influence by environment

influence others by creating environments they adapt to

component compliant roles

design each system component to do its role while adjusting to help adjacent “environment” parts to do their roles

cleavage bridging

mobilize all usually ranked, separated, professioned things across borders to envision and implement solutions

process transparency

manage processes till transparent to wants of customers they serve

pluralize units of competition

mobilize network of diverse types of firm/org in scale with system causation of phenomena/opportunities faced

distribute probs, causes, solutions

distribute throughout entire system problematic aspects, causes of local problems, solutions to undo causes

act against cause of causes

determine root causes generating other causes as symptoms then address the roots, distributed throughout system

distinguish system/special causes

address variations in outcome from traits inherent in system’s design from transient happenstance circumstances

evolving wants & satisfaction

find wants unwanted when appear, solution not satisfactory when experienced, design for contexts and outcomes

undo producers become customers

producers of a project tend to supplant their needs for end users of the project’s product

parent orphan problems

investigate problems not fitting existing professions that fall between cracks

stop evolving requirements

find projects whose customers continually change requirements during design and stabilize as staged deliverables

counterproductive launch, staff

find way something is done undoes result or who collaborates to do it undoes result and change way/staffing

The Career Dynamics Viewpoint It does no good to assume good will, public spirit, and the like in people, ignoring the primacy of individual career aspirations. All that we ask people to do, think, and change gets filtered by the images of career goals, outcomes, and processes that people have. If a workshop comes up with some tactics or outcomes that do not fit well into the career images that people have, its results will be impractical and go unimplemented. For events, workshops, and workshop products to have power, they must link well and fit well into existing career dynamics. A model of such career dynamics greatly helps designing events, workshops, and workshop outcomes that are practical and that get implemented fully.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

emotion management

customer quality improvement

Virtuality e-world face-world partners accumulated library of fads & tools

instant JIT company formation

from from alternative company total quality competitivecontext to global customer ness to cluster contact quality competitiveness

secret speaking circuits

from from departments knowledge to initiatives hoarding to knowledge sharing

invent publish teach

Competitive Nets

Constraints globality

- weave

diversity

Softness

Plurality plural jobs & employers at one time

attract & hold talent

multicompany teams

nation 1 work nation 2 exploration consulting vacation alternate alternate

manage software

manage inventing

Root role ladder one idea in one one profession venture

Types hot spot connection

inventions

Cultivate network within one profession

public speaking circuits

transfer business practices across cultures

5 stints of 8 years in 5 ventures different in 20 years org types

Distribute 3 subfields within one profession

3 baby fields

lunch circuit

solution culture

fractal nature of success

field weaving

spontaneous idea rooms and room publishing

Shadow Leading

extreme product extrapolation

phone research

phone meeting debriefing

traps experienced and set

power evolution

social power

Mysteries secrets & secret lives

company’s nature

Power

surprises received & given

logistic & position power

Rules society’s nature

Situations reality’s nature

study events

Tools

Invention

Dynamics

Alternate work consultancy school customer alternate alternate

job, lifework hobby, profession

VP adoption

Incremental Leading

Plurifications

Career one overlooked one great needy person field

leadership practice events

management’s nature

promotion process

idea power

job selection use process

Transitions resume process

interview process

The Types of Events in Managing by Events There are two important ways of specifying types of events. One way is some comprehensive categorical model, say a fractal concept model, of some important domain, with one event type per each category. If we have a fractal concept model of 64 fundamental functions of managing and leading (such as the one presented earlier in this article), then we can have an event for each individual function as well as events for each sequence of four, as ordered in the model, as well as events for each sequence of three or more not as ordered in the model. From this perspective there are as many event types as their are categorical models of important functions and objective and means in the world. This approach produces such a vast array of event types that people clamor for something more cogent, at least initially, so they can get their mind around the idea and actually hold enough specific events to try out the idea. To that end another approach is used--collecting all the types of events already held somewhere by someone in one model. Below I present two such models, one collecting event types from the general management, leadership, politics, economics, and culture literatures. Below that I present another one, collecting event types that the author of this article has held at one place or another at one time or another. The first model below contains fifteen event types, mostly derived from total quality programs in Japan, GE workout experiences, the Ecumenical Institute Chicago in the early 1960s, and a few other venues. The events in this model concentrate on problem solving, re-engineering or otherwise improving processes, or massive re-orienting of major organizations by successive changes of measures, missions, methods, and motivations. The event types listed have clear appeal and obvious immediate application in businesses and government agencies. The second model below contains 64 event types, one for each of the 64 general social dynamics in the model of social processes of all societies presented earlier in this article. This model has event types for economic processes, political ones, cultural ones, and social change ones in society. Social processes are not to be confused with types of social institution. Social processes are functions that every society has one way or another of handling, some with bricks and mortar, budgets and politics, others with unconscious personal habits unseen by most and unballyhooed. Because the event types on this model come from a very abstract model of social functions of any society or social unit from boy scout troop to presidential advisory board or symphony orchestra, they cover a variety of purposes far beyond those in the first model of fifteen that precedes them below.

Page 47;

Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Problem Solving Event Types: Problem

Cause

Solution

Implementation

Result

Finding

Finding

Finding

Launching

Finding

Workout

Workout

Workout

Workout

Workout

These 5 events represent 5 steps in a structure problem solving process quite common in industry. The first event examines many problems a group faces and produces a selection of the correct one or two to work on now. The second event examines many supposed causes of the chosen problem or missed opportunity and applies various techniques to produce a selection of the root cause that generates other causes. The third event type examines many possible solutions and chooses one. The fourth examines many ways to do and organize implementation of the chosen solutions and both chooses and launches one. The final type here examines many possible results and ways to measure results and applies them to determine the actual impact of an implemented solution to a problem . set up 4 weeks; holding 1 or 2 days

set up 4 weeks; holding 1 or 2 days

set up 4 weeks; holding 1 or 2 days

set up 4 weeks; holding 1 or 2 days

set up 4 weeks; holding 1 or 2 days

many problems, challenges, and opportunities examined to produce THE root problem to tackle now

many supposed causes and factors examined to produce THE root cause of a current problem or missed opportunity

many possible solutions examined to produce THE root solution of a current cause and problem

a root solution is examined, implementation planned, and implemented implementation begun

implementations examined for actual results and error analysis done where results are unexpected

each of 20 suggested problems handled by separate workshop group

each of 20 supposed causes handled by separate workshop group

each of 20 possible solutions handled by separate workshop group

each of 20 ways to implement handled by separate workshop group

each of 20 possible results handled by separate workshop group

each of 4 different ways to determine root problem handled by 5 workshops each

each of 4 different ways to determine root causes handled by 5 workshop groups each

each of 4 different ways to determine root solution handled by 5 workshop groups each

each of 4 different ways to determine root implementation handled by 5 workshop groups each

each of 4 different ways to evaluate results handled by 5 workshop groups each

cascade process between problem groups and ways groups

cascade process between cause groups and ways groups

cascade process between solution groups and ways groups

cascade process between implementation groups and ways groups

cascade process between results groups and ways groups

Problem Solving Workout

Process Improvement

Social Automata Event Types: Quality

Research

Work

Cabaret

Assembly

Event

Workout

These five events allow any group to manage themselves. It is also a good sequence of event types for forming new groups or institutions from scratch. The first event type involves 8 weeks of analyzing the challenges of a group, especially subjective style and value problems, and figuring out needed changes in style, value and role. Then people are chosen and trained in dance, comedy, drama, and music of various sorts, Acts are designed in an overall cabaret show, lasting about 2 hours. Each act demonstrates one past style that dysfunctions in the future or one future style that must be struggled with in the future. After 8 weeks of preparation, the overall cabaret of many acts is performed for all the employees of a company, all its customers and suppliers, in a series of weekly or nightly shows. The second event type, the Research Assembly, involves a set up process of hundreds of people each reading a book or two and extracting certain types of information, which is then combined and analyzed during the event itself. The third event type, the work event, takes some mundane, repetitious, or boring work that oppresses a few over long time periods and gets many people to do it in a short entertaining event format. The fourth event type above performs the entire problem solving process of the earlier 5 event types, as one event. The fifth event type studies, models, and measures processes then improves them by applying 40 or so process improvement methods. set up 8 weeks; holding 1 week nightly or 4 weeks at one night per week

set up 8 weeks; holding 3 to 7 days

set up 4 weeks; holding 1 or 2 days [many of these held]

set up 4 weeks; holding 2 to 5 days [many of these held]

set up 4 weeks; holding 2 to 5 days [many of these held]

many mood, spirit, style, value, habit challenges faced the next year examined to create proper roles and attitudes for the next year

many sources and analysis methods on a topic combined to produce practical models to apply

boring, dull, repetitive, mundane types of work that otherwise would oppress a few people all year, shared by hundreds in a day of entertainment structured work

many problems, causes, solutions, implementations, and results examined to produce an implemented solution in one or two days

many processes and process improvement methods combined to produce lean updated process architecture, models, assignments, and measures

20 challenges each handled by a different workshop group

20 subtopics of the topic each handled by a different workshop group

20 subtasks of the overall task each handled by a different workshop group

20 problems, 20 causes, 20 solutions, 20 implementation ways, 20 possible results each handled by a different workshop group

20 processes each handled by a different workshop group

20 acts of a show each handled by different workshop group; 20 functions of a cabaret each handled by a different workshop group

20 kinds of analysis and synthesis each handled by a different workshop group

20 types of entertainment to form interludes in the work each handled by a different work group

4 different ways of determining root problems, causes, solutions, implementations, and results each handled by a different workshop group

20 ways to improve processes each handled by a different workshop group

cascade process between challenge groups and act groups

cascade process between subtopic groups and analysis type groups

cascade process between subtask groups and entertainment type groups

cascade process between problem, cause, solution, implementation, results groups and ways of determining groups

cascade process between process groups and ways to improve groups

Re-engineering Event Types: Customer

Alliancing

Finance

Assumption

New Materials

Requirements

Workout

Assessment

Breaking

Substitution

Event

Event

Event

Workout

The first event type above involves large numbers of people interviewing, giving questionnaires to, and interacting with the customers of an organization, in order to determine their needs and what determines how those needs are changing. The second event type takes different organizations, companies, ethnic groups, workers from different cultures and combines then into one project or team. The third event type does for financial needs what customer requirements events do for customer needs. The fourth event type examines processes and spots old assumptions about how to do work effectively that need changing. The fifth event type examines processes for old materials for doing work functions that can be replaced by newer materials. set up 4 weeks; holding 2 or 3 days

set up 4 weeks; holding 2 or 3 days

set up 4 weeks; holding 2 or 3 days

set up 4 weeks; holding 2 days [many of these held]

set up 4 weeks; holding 2 days [many of these held]

many types of customers and customer needs combined into overall model of how to improve customer retention and satisfaction

many companies, nations, ethnic groups, markets, customers and suppliers, etc. to work in an alliance combined into common context of work method, content, and shared meaning of “excellent” “productive” and “effective”

many financial challenges, data, and goals of the firm combined into tactics for achieving financial objectives

many theories of effective functioning combined into assumptions to break in how current processes are done

many new social and technical ways to execute work functions combined into improvements in work process steps

20 customers types each handled by different workshop group

20 alliance challenges each handled by different (multi company) workshop group

20 financial challenges of the firm each handled by different workshop group

20 theories of effective functioning in the near future each handled by different workshop group

20 new social and 20 new technical materials for doing work functions each handled by different workshop group

20 types of needs customers have handled by different workshop group

20 companies (cooperative supports needed) each handled by different workshop group

20 key financial measures each handled by different workshop group

20 key processes (and steps) each handled by different workshop group

20 key processes (and steps) each handled by different workshop group

cascade process between types of customer group and types of need groups

cascade process between challenge groups and company groups

cascade process between challenges and measures groups

cascade process between theories and processes groups

cascade process between new materials groups and process groups

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Haven

New Constrain Fame Innovation Oldness Fractal Invention Way Normalization Dynamic Reversal Invention Seminar Workouts Assemblies Cascade

Peripheral Participation Fairs

Conserved Newness

Historic Dream

Replication Invent Seminar Event Documenting Local Difference Challenge History Chapter Measures Fairs Demo Events Workouts Founding Days Preserve Founda- Drama Showing the Culminate the Newtion ness Past Way Social Movement Initiative Action Happiness No Challenge man’s Event land Public Action Inventory Happiness Proposal Event-Based Reduction Cabaret Presentation Firm Workout Party

Idea Bridge Breaking Incubation Challenge Workout Event Miracle Promise

Insight Generation Workout

Measurement Standards Improvement Workout

Re-engineering Cascade

Consumption Auction

Cleavage Leadership Events Variation

Resource

Economy

Technology

Job Shrinks

Property

Fatal Succeeding

Tampering

Exercises Discipline Stretch Retreat

Meanings

Markets Systems Company Assembly Conference

Structures Service Mapping Assembly

Generations Opportunity Capability Assessment Consult

Families Checks Info Disclosure Investigation

Welfare

Search Conference System Effects Hidden Agenda Prediction Workout Surfacing Fair Interests Norms Pain Sharing Auction

Participatory Town Meeting Circle Conflicting Cascade Rights Conference Trade-off Auction Polity Spaces Rights Plans Polis Laws Media- Execution tion Implementation Implementation Stratified Guidance Completeness Response Town Meeting Negotiation Workout Event Justice

Workday

Measurement Cascade

Forces

Art

Representative Cabaret Role Protocol Satisfaction Exchange Benchmark Workout Consult

Anticipation

Investment Auction

Tools

Organization Stretch Fair

Group Composition Fair

Style

Peace

Task Auction

Language Benevolence

Wisdom

Production

Human

Vision Halloween

Praise-out

Resources

Research Fridays

Publishing Star Cascade

Culture

Solving Workout

Service Exchange Fair

Quality

Customer Sat High Technology Workout Circles

Venture Coalition Building Tours Fridays Natural

Sales Cabaret

Tradeout

Time

Quality Cabaret

Social Processes

Distribution

Simplification Workout

Symbol

Talent Promises What-we-are-not Kept Workout Deployment Fair Research Funeral Assembly Service CoveNovelty Skills Knowledge nant Civilizing Leap InPurposes Incentives ConAssembly puts sumption Interpretation Meshing Seeds-Needs Personal Stakeholder Fair Auction Visitation Consult Quality Fair

Productivity

Psalm-in

Social Automaton

Implementation Workout

Venture Founding Assembly

Religion

Diversity Tampering Success Costing Measurement Consult Consult

Freedom

Liberty

Innovation

Social Secularity Non-linear automata system dynamics De-myst, process De-myth Social System Effects Automaton De-construct Workout Social Simulation Workout

Negative Power Demo Defense

Inadequate Measures Challenge Police

Recreation Assembly Policy Creation Workout Legislation

Procedural Justice Workout Juridication

Modified from Greene, September, 1997

The Principles of Designing, Holding, and Following Up Such Events The author of this article has been directly involved in all the organizations that Manage by Events, as mentioned in the business and research literature. In particular, he has lived in Japan, off and on for 30 years employed by the primary product development lab of Matsushita Electric and the International Business Development Department of Sekisui Chemical, was full time staff for the Ecumenical Institute for 9 years involved in designing mass workshop events, participated as a consultant in the early set up of GE workouts, and established participatory town meeting programs, research assemblies, high tech circles practices, customer contact events, and others for General Motors, EDS, Coopers & Lybrand, , N. V. Philips, Xerox, and certain agencies of the US Government. He set up the world’s first political election quality circles Precinct Worker Campaign Design Event for Newt Gingrich’s 1984 and 1986 re-elections to the US Congress. He set up 42 participatory town meetings in Japanese and Korean cities, social clubs, and companies, and designed the procedures for an 800 person 10 day workshop that established fully, staffed, funded, and launched 16 venture businesses in Yubari, Hokkaido. This article is the first exposition of the principles of design he and others developed in that work, brought into the research literature here for others to validate, critique, disprove, and improve. The model below summarizes the principles to be covered here.

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Copyright 2004 by Richard Tabor Greene, All Rights Reserved, US Government Registered

Best Practice Replication System Enleanment

Virtualization

Patchings Diversity Initiative Parameter Parameter Parameter Tuning

Tuning Neurosis Types

Dissonant Interruptors & Skeptics

Modality Goals

Four Set Up, Decorative Event, Follow Up Dimensions Fractal Themes

Iterative Connect- Rational, Four Goal Each Set, edness Rule Emotional, Fractality Act, Verse Leadership Application Parameter Relational Roles Goals Event Event Automata Principles Daily Pattern Morning Protocols Enabling CrossFittest Summary as not Interactions Neighbor- Replicator Recognizer Workshop Briefings “Leaders” Command Assignments hoods Automaton Reflexivity Org Stifled Learning Daily Set Up Set Up Leadership Existing Faculty Purpose Fitness Basic Leaders to Next layer Rotation Debriefing States Back of Setter Recognizer the Room Leaders to Units thru per Front Workshop Participant Types Management by Goals De-buffer-\ Deployment ing

Policy Deployment Meets

Venture Development Consults

Events

Create, Using & Result Enfolding Edit, Test, Developing Theme Polish Talents Repetition Follow Up Workshop Cascades Processes Daily Processes Intermediate Protocol Participa- Inter-org Publishing Promoting Process Products tory Meets Exchange Tuning & Town Evaluation Meetings Event Event Types Processes Enfolded Customer Community Invite Supply Implemen- Standards ComplexSimplifiParticipation Group tation Workdays Chain Not cation Agenda Launching Assemblies Assemblies ification Attending Workouts Problem Finding

Problem Solving

Regular Award Shows

Inverse Award Shows Celebrations Quality Social Cabarets Indexers

Assemblies Research Strategy Assemblies Assemblies

Protocol Processes Selection

Observation

Set Up Processes MiniFractal PerforTheme Repetition mances

Types of Event: Workouts gather just the right parties or stakeholders to get some particular task done. They tend to be used for particular solving or analysis steps. Assemblies gather all the members of an organization or of several related ones and the like. They tend to be used for research, invention, creation, or massive contacting of all the stakeholders, customers, suppliers, etc. of a group. Celebrations gather parts of organizations or related parts of different organizations. They research some important aspect of a group then develop or put on products created from that analysis. Cascades are events that cascade across networks of related organizations. They tend towards small one or two day events repeated by level, by process step, by profession or the like. Event Processes The procedures of the workshops of any event are derived by interviewing, usually by phone, world best experts at doing some procedure. Several such experts are interviewed and their steps combined into a new best procedure used by particular event workshops. Each part of holding an event--design, set up, holding, followup--consists of mini-events all embodying major themes and transformation procedures. These are embedded fractally in all size scales of each event and event-let so steps get assigned to entire days (in multi-day long events), to blocks of hours in each day, to each hour inside such a block of hours, and to each 15 minutes within each hour). People are invited, not to attend, but to offer particular leadership or personal skills and information to event workshops. Workshop groups exchange intermediate products of their work at regular intervals and workshops are evaluated daily for how well they use talents of their members, the satisfaction of their members, and the quality of their outputs. Such evaluation is used to finely tune procedures the next day. Following up events involves using the outputs of the event as tools to change existing organizations and their agendas. All participants of the event use particular tools learned in the event along with outputs of the event to get particular targeted other organizations to change in certain ways and to together create new organizations and movements between existing organizations, possibly coordinated by small scale Managing by Events events that they design, set up, hold, and follow up themselves. Event Principles: All events will fail if led by existing leaders of an organization. This not only bores but it turns events into monkey-like status display events with boring speeches of pompous lordly bosses and old guys. Therefore, all existing leaders are forbidden any overt leadership roles in Managing by Events events. Instead they are richly used as consultants that particular workshop groups consult based on expertise and experience they index and display for all to see. In this way existing leaders are highly visible and available but not dominating and boring while a new layer of people, stifled by existing leaders, arise to do the actual leading of workshops and event components during Managing by Events events. Furthermore, people are given two (or more) workshop assignments per event--they are allowed to choose a workshop they like and they are assigned, randomly, another workshop they may or may not like. In this way people participating in the same event regularly gradually master more and more functions new to them and not something they, on their own, would learn about. This, in addition to reading workshop results from other workshop groups, increases greatly organizational learning, as well as social network building and social indexing across organization boundaries in each event for each participant. The design of an event, the set up, the holding of it, and its follow up, as well as each of the four parts of the event itself when it is held, and each of the four parts of each of those four parts, all repeat the same transformation steps and themes. Each event is built around one profound overall process of transformation needed by organizations at the time the event is held. Each part of each event repeats certain steps in that process, on successively smaller scales of time and space. So you find each wall of each workshop room repeating the same thematic part of such a transformation process for the event, and each hour within a four hour block of time repeating such a thematic part. Each person and nation and profession distorts reality in ways they are unconscious of (gender, era, organization, profession, nationality “neuroses” these can be called). Managing by Events events include specific processes and sub-events to detect and correct such neurotic distortions. For example, many organizations and cultures are blindly male and rational, particularly global businesses, so they, by omitting emotional analysis and work, undermine their rational goals with surprising morale, elan, ethics, trust, and other violations and collapses. Particular processes and sub-events to keep rational goals and steps matched one to one with emotive goals and steps must be included in each Managing by Event event. Event Automaton: Each event is managed as a social automaton. The automaton is set up, a reflexivity system within it is set up. Parameters are tuned during design, set up, holding, and following up the event to guide its performance. Finally, results of the event are pruned of noise so that creative emergents from interactions in the event are spotted and freed from junk around them. Managing hundreds of people interacting complexly in one of these events has a feel of “tuning” rather than commanding or designing or carrying out plans. You invite departure from plans where that departure responds creatively to limits discovered in workshop procedures and takes advantages of unexpected opportunities from other workshop intermediate results, for example. This is a more biologic style of managing that replaces older mechanic styles.

A Recommended Process for Designing, Setting Up, Holding, and Following Up Such Events There are as many ways to design, set up, hold, and follow up one of these events as their are ideas, frameworks, and people. That, however, does little good to someone just putting on such an event for the first time. Therefore, here below, I offer a synopsis of steps I have used with students at the University of Chicago, Graduate School of Business, and at Kwansei Gakuin University’s School of Policy Studies. The steps in the table below are minimal ones. They include a few absolutely critical components worth mentioning here. First, designing events requires separation of conceptual content from practical content. If the two are mixed then anxieties about practicalities erode ideas till the ideas in the event are too uninspiring for anyone to want to implement. Only when a breath-taking wonderful conceptual event design is arrived at, is it timely to move onto practical concerns. Imagining how to practically do something wonderful is worth working at (whereas imagining how to practically do something easy but not wonderful is hardly worth any effort). Second, there is a rhythm of each person individually generating things then everyone in the group marks what others have generated in various ways, separating the good from the bad. Then each individual redoes his or her own designs to incorporate the markings of others. This is a generate-edit-revise rhythm of execution.

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Third, ideas are combined in the form of a brochure to be actually used to recruit people and funding and other resources to the event. The artwork and imagination, ideas and naming, order and details on the brochure are where the rubber hits the road, where ideas combine. Furthermore, the brochure is competitively developed with several different teams coming up with their own versions. Evaluating entire brochures is much better than evaluating partial presentations and ideas and proposals. Forcing coherence in a brochure for public consumption forces groups to imagine the reactions of outsiders and how to appeal to their concerns. That is value added by using brochures to force combination of themes, ideas, workshops, and methods. Fourth, final evaluation of brochure versions is done not by insiders but by outsiders and strangers to the process. The best parts of those competing brochure versions are then combined to make two competing final versions. These final versions are tested not within the group but outside the group. This is very important. The rhythm here is--combination, brochure, competition, combination, versions, questionnaire, data gathering, data analysis, final combination. Here combination happens several times, interspersed with competition and evaluation within the group then outside the group. Fifth, the design process, set up process, holding process, and follow up process of any event is itself an event and a brochure is made of it and tested with a questionnaire with outsiders for feasibility, practicality, appeal, and realism. Forcing the enablement of an event to appeal to outsiders and have roles people really want to play makes it fun to put on events and makes the logistics of setting them up, holding them, and following them up a valuable and creative as the workshops themselves within the event. Thought the steps below are partial and simplified, there is great value in what is left out of them (the proper things were pruned away) and great value in what is left in them (really essential functions are included).

A Rough Sketch Process for Designing, Setting Up, Holding, and Following Up an Annual Research Assembly Event Step Description all read the lists of all, marking the 1/3 they like, the 1/3 they do not think will work, and the 1/3 they are unsure about each person lists 3 workshops they want to lead and 3 workshops other than those that they think will be very relevant, powerful, and/or popular now for others to lead all read the lists of all, marking the 5 they most want to lead, the 5 they most want to participate in, the 5 they least want to lead and why, the 5 they least want to participate in and why, the 5 they judge most likely to appeal to others, the 5 they judge least likely to appeal to others

Generate Methods

each person lists ten workshop steps for each of the 3 workshops they now want most to lead and for each of the 3 workshops they now think will have most appeal and value for others all read the lists of all, marking all boring steps, all ineffective steps, all exciting steps, all highly effective steps, all too easy steps, all too difficult steps, all ambiguous/vague/unclear steps, all unneeded steps, all essential steps all collect markings of all, for their own six workshops (3 to lead and 3 likely to appeal to/have value for others) each person revises the ten steps for their six workshops, incorporating advice and markings from others as done above

the group splits into three or more teams, each team designs a complete brochure describing the overall Research Assembly event that contains all the six workshops from each person, two-sides of A3 paper, making all decisions, leaving nothing vague or undecided (choose best place, time, budget, advertising, theme, decor, workshop leader source, and so on) the three or more groups each present the brochure that they designed, all read all brochures marking unclear parts, unappealing parts, non-valuable parts, parts with a great image, very appealing parts, and very valuable parts

Analyze Data

the group selects best parts from each brochure to compose one winner brochure having two versions of it, where disagreements exist about what contents ore methods are best for the event; copies of these two versions of the brochure are printed, each member of the group presents one or the other version of the brochure to 10 more more groups and 10 or more individuals during the next day or week, getting them to read it and answer ten simple questions about such things as whether the event appeals to them, would they want to attend it, would they want to participate in leading it, would their friends be interested in it, which friends, what changes in the event/brochure would make it more appealing, what items in the event/brochure reduce their interest or worry them. and so on. all questionnaire results are compiled into a spreadsheet table and simple statistical analyses done, descriptive and basic regressions

Enabling Functions

Generate Brochures

all read the lists of all, grouping workshops by similar method, similar topic, similar audience, similar output produced--all workshops should be categorized in all four of these ways

list all the things other than workshops that the event needs, including care processes during the event for workshop leaders, workshop participants, coordinators of food and facility, coordinators of communications and transport, workshop consultants (any existing leaders attending), equipment provision for workshops, travel and interviews done by workshops, exchange of intermediate workshop results, tuning of daily procedures and leadership and participation, maintaining quality and schedule/morale tightness throughout latter parts of the event, punctuating rational workshop work with art, surprise, emotion, comedy: form a team for each and each such team designs the people, money, facilities, equipment, methods, data, tools, times it needs to get people to do well its assigned functions.

Data Generate Process MethodTheme Analysis Brochures Teams ization Fractality

Implementation Design of the Event

Conceptual Design of the Event

Generate Workshops

each person list 10 workshops they want to lead this year sometime somewhere for someone, each workshop listed as: topic, who for (who should attend), method used, type of output produced

results of the questionnaire data analysis are used to design the final event themes and form and a final brochure for the event is made, visiting key authorities to get budget, facility, and other permissions needed for making what the brochure promises possible and valid

all read the lists of all marking items too big/expensive, items too small/cheap, items omitted, items omittable, great items, vague items, and poor or doubtful items all read the key transformation process steps and key themes of the conceptual design completed above and revise their enablement team functions to reflect and fully embody, creatively these steps and themes from the conceptual design all read the lists of all marking great items, poor or doubtful items, missing items, and omittable items

collect repertoires of educatedness, effectiveness, creativity, culture, leadership, career, art, and other orthogonal discipline methods, review these repertoires relative to enablement tasks/functions and transformation process steps and their needs; select helpful methods for every workshop step, every enablement step, of the event design all read all method alternatives suggested for each workshop and enable function and the overall groups selects the best methods for each all divide themselves into four teams: the event detailed design group, the set up design group, the holding of the event group, and the following up the event group; each team lists creative possible event-let approaches to doing its assigned part of the event then all steps/work/tools/times/monies/facilities/persons/equipment needed for that all read the designs/lists of all marking items appropriately break the entire group into three or more subgroups each of which designs an “implementors’ brochure” showing exactly how the event will be designed, set up, held, and followed up, with all ambiguities removed, so individual person’s names for leading and doing and participating in each function should be lists, along with particular times and places involved and all equipment and money used. all read the brochures of all and mark items appropriately, coming up with one best version and an alternative version where there are disagreements that cannot be resolved by mere discussion

two versions of an implementors’ brochure are created and presented by each person to 10 outside persons along with a questionnaire asking such things as: what looks practical and fun to do, which of these functions you would like doing, which would you hate doing and why, what looks impractical, what is missing that is needed, and others. analyze data from questionnaires and use it to design a final implementors brochure that specifies in detail how the event is to be designed, set up, held, and followed up, by whom, at what cost, when and where

Beginnings of a Theory of Events and a Theory of Event based Management I can take many functions and assign each of them to a small group which will take an entire year to complete its assigned function or I can take the same functions and assign a large number of workshop groups to cooperatively do them working intensely over a few days. Why have we chosen the former over the latter, nearly everywhere and always? This question is not as easy to answer as one would think. Assigning a single function to a small group and watching them work all year to complete that function seems natural to us because most of the world as we grew up in it was organized that way. We did not encounter assigning such functions to dozens of workshop groups working in parallel intensely over a period of days to do a year’s work in a few days. This latter approach is unnatural to us, we did not grow up with it. Event-based delivery of work functions is not natural to us whereas process- and department-based delivery of such functions is natural to us. One can suppose that events had less appeal than processes in bureaus of departments because events got functions done too fast. You had to immediately give the people in an event another function as they finished off their first assigned function in a matter of days. Managers had to constantly think and assign functions to the people doing event-based work, whereas managers could rest, cognitively, if they assigned a function to a small group knowing it would take that small group a year to complete the function assigned to them. Bureaucratic work systems have the virtue of reducing cognitive workload for managers who design them, at a cost of boring utterly small groups repeating day in and day out execution of the same function, often for years.

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As change of technology became continual and fast, in response to automating invention in research and development labs, invented by Edison’s generation, more and more new work functions appeared requiring giant expansions of bureaucracies, or, if that was too expensive, requiring pulling people from libraries of bureaus onto teams to quickly execute some new functions in event form as temporary task teams. Here the bias in favor of departments to simplify mental work for managers gave way to events for handling rapidly appearing new work functions, driven by automated invention of new technology. Just-in-Time theory attacks inventories of all sorts as places that hide the true state and determinants of work processes. We, not trusting the next function, buffer ourselves from the vagaries of its performance by having an inventory of what it produces that we need. We never have to reach exact agreement with adjacent work functions if we have inventories that protect us from vagaries in their performance. This attitude against inventories, along with specific tools for reducing and eliminating them, was applied to physical inventories, and data inventories and interface ones till finally it got applied to managers as a social inventory with a monopoly on delivering management functions. The total quality movement installed just-in-time theory all over the industrial world till people noticed that a fixed inventory of managers was perhaps guilty of hiding the true state of managing. Dr. Deming, the quality guru, used to proclaim that fixed inventories of managers indeed did hide under-managing going on (managers not knowing statistics missed special causes of variation in work processes that called for managerial attention) and over-managing going on (managers intervening harmfully in work processes to look more managerial to justify perks). Eventually this evolved into alternative ways to deliver managing functions--rescue squad deliver and event delivery being the two main alternatives to a fixed social class called “managers”. Thus far we have, in our argument here, rapid change forcing event handling of new work functions and the total quality movement revealing costs of inventories like fixed inventories of managers over-managing and under-managing at the same time. We can add to this a third force toward event management--social computation and computational sociality. Invention of machine computers revealed to us other older computers that had always been there but that we could not see or understand till machine computers came along--biologic computers and social ones. Ant colonies have a way of making decisions, like when and where to move their nests, without boss ants giving orders. They have complex social interactions among individual ants that cause such decisions to emerge without a boss commanding them. This is a social computation of a decision by insects--it is both biologic and social at the same time. Similarly, machine computers revealed that humans in groups can be viewed as arrays of central processing units passing algorithms among themselves in set patterns. A bureaucracy, for example, can be viewed as arrays of processors, each specializing in a different function, coordinated by boss processors with higher in rank bosses coordinating larger scopes of combined functions. The first computer programs and computer program languages, indeed, reflected European elitist top down command ways of treating people and “coordinating” by fiat. Only later and gradually did less autocratic computation types evolve till conversations among equal processors were used to coordinate global nets of computers lacking entirely boss computers giving commands centrally. Resnick and other have made entire careers out of teaching people less monarchical habits and values of control using decentralized conversational computer languages like Star Logo. All structures among processors become event-like in form in these decentralized computing regimes. Structure is computed as needed from myriad local processor interactings. This is a source of event management coming from technology back to human social structures, where greater decentralization achieved in software form inspires experiments in greater coordination of humans via command-less cooperative and conversation regimes, with events being the times and places where cooperation and conversation among agents becomes locally intense. To summarize we have rapid change in technical base, total quality hostility to inventory, importation of decentralized controls from software to socialware--all fostering managing by events not process not bureau. Globalization and the internet constitute a fourth force towards event based management--globalization because face-to-face time and the social relationships it leads to are vital for coordinating geographically distributed organizations, via events (to keep travel expense to a minimum)--and internetization because face-to-face time and the relations it leads to are vital for turning Email messages, thin in social cues, into needed social commitments. Both globalization and internetization of systems call for events to bolster human relationships made thin by geographic distance and media lacking rich social cues (like the internet). That the internet is accelerating globalization and that globalization is accelerating the internet’s use emphasizes their need for events. Work is becoming more cognitive as products become services, and as outsourcing to cheaper educated masses around the globe forces industrial workforces to upgrade skills drastically and fast. The result is a drive towards making all work content creative. If creation, continual invention of the utterly new, becomes ordinary work content for hundreds of millions of industrial country people, then generation, combination, selection, and reproduction of diversity (Darwin’s natural selection process, the most creative process in the known universe, the one that created human beings) becomes central to work itself. Creation requires a rhythm alternating engagement with detachment (accumulating partial failures in the insight development process till they inversely specify what traits a solution must have), and alternating isolation with intense selling to others (new ideas must be new enough when presented to others that they surprise and attract attention--and resources--hence leaking ideas early ruins chances of investment). This pattern of alternation is deeply embedded in creation work and deeply essential to it. It naturally calls for dispersed isolated work alternating with intense togetherness in events. Therefore the rise of the knowledge economy is pushing us towards event forms of doing work (alternating with robustly isolated non-event forms). To summarize again we have rapid change in technical base, total quality hostility to inventory, importing decentralization from software to socialware, human relatedness thinned from globalization caused dispersal and internetization caused missing social cues, and the knowledge economy alternating isolation with togetherness--all calling for event forms of work. One offshoot of advanced software and the rise of the knowledge economy is organizational learning processes as the basis of competitive advantage. When expert system builders traipsed around organizations finding concentrated knowledge that software expert systems could distribute and finding distributed knowledge that software expert systems could concentrate usefully, they also noticed over-concentration and over-distribution of knowledge that software could not cost-effectively fix. Network, knowledge market, knowledgebases, and other tools were devised for these cases of over-concentration and over-distribution of knowledge. One of the fixes, beyond expert systems applications, used commonly was events-where distributed knowledge got combined and concentrated and where concentrated knowledge got distributed. Organizational learning is a force driving event forms of doing work, too. Complexity theory showing non-linearity is reality poorly seen and handled by human systems and prospect theory showing flaws in how all human minds handle certain forms of judgement and probabilistic reasoning have both stimulated rich investigation of small networks, lumpy networks, meeting connectors in networks, tipping point finding, trend-riding sales methods, and the like. A huge new technical base for fostering an using networks among people and systems has arisen, not doubt some of this being implementation in socialware form of networking relationships already found useful in software form. This new networking technical base is a force for event management. Events are where social indexes among people are built, where we learn the interests, capabilities, and needs of those around us. This new networking technical base sees the low levels of social indexing in existing ways of organizing people and work and yearns for more robust social indexing levels achieved among such people--a force for fostering events that enhance social indexing among participants. The remarkable 1990s results of Silicon Valley, California and world wide efforts to emulate it via venture cluster development have given rise gradually to principles of Silicon Valley cluster development success. Entire organizations have begun to see themselves as anti-clusters or as potential clusters. Sets of organizations have begun to see themselves these two antithetical ways too. Every organization and group of related organizations (thematically, technically, networkly, geographically, marketly) is examining itself against the principles of successful clusters and seeing whether it embodies them or frustrates them. Venture businesses, from this framework, get seen as “events” emerging from flows of ideas, careers, and technical capabilities that intersect into idea sex, career sex, and technology sex, where baby new ideas, careers, technologies, and ventures are born. This fascination with clusters and revisioning of existing organization forms against the standard of successful clusters is fostering revisioning of ventures as events, extending ordinary events with venture traits and extending ordinary ventures with event traits. To summarize again we have rapid change in technical base, total quality hostility to inventory, importing decentralization from software to socialware, human relatedness thinned from globalization caused dispersal and internetization caused missing social cues, and the knowledge economy alternating isolation with togetherness; organizational learning needs for distributing and concentrating knowledge, a new networking technical base fostering social index improvement, and cluster styling of ordinary organizations--all calling for event forms of work.

Rapid change in technical base

Sources of Event Forms of Work and Management

Total quality hostility to inventory Socialware importing decentralization from software Thin relations from globalization and internetization of systems Alternation of isolation and togetherness for creation-as-work in the knowledge economy Network marketing yearning for improved social indexing

Gradual Evolution from Department to Process to Event

Cluster styling of ordinary organizations and work These sources of event forms of work and management lead to some obvious hypotheses to be tested with valid data in the future: 1) work functions experiencing more and/or larger changes in technology will use event forms more than other work functions 2) organizations with more advanced and/or successful just-in-time inventory systems will use event forms more than other organizations do 3) organizations with longer and/or deeper experience implementing just-in-time inventory systems will use event forms more than others 4) organizations whose own technical bases involve decentralized software regimes will use event forms more than organizations without such constituents in their technical base

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5) more global organizations will use event forms more than less global forms of the same business or function 6) more internetted organizations will use event forms more than less internetted forms of the same business or function 7) organization whose products of work are more cognitive will use more event forms than others 8) organizations more deeply investing in network marketing systems and approaches will use more event forms than others 9) organizations having greater intrapreneur interest, investment, and experience will use more event forms than others. Corresponding to these are another set of hypotheses about how the type or contents of events will evolve: 10) The forms of human interaction in events will become more designed, designated, partial, and computer-like over time 11) More of the management functions of events will be done in event form over time 12) More events will be used to deliver management functions to non-event forms of work over time 13) One workforce will become more than one organization by multi-tasking among organization forms on a daily or weekly or monthly basis over time 14) More processes will be deployed in designed cascades across organizations and sets of organizations over time 15) Sources of diversity will become more explicitly used in event protocols over time 16) Intimate, emotive, personal, social, transcendent aspects of human relation will increase in event contents over time 17) Events will intensity togetherness and isolation both more and more over time 18) People will be assigned roles in event beyond what their talents and wants call for over time 19) Ordinary ventures and projects and teams will take on more event characteristics over time. Along with these are issues to be resolved about event delivery of work and management functions and effective event design: 20) which traditional management functions are first delivered by event, which last, why? 21) how does traditional management reform itself to validly or invalidly transfer itself to managing events instead of usual work forms? 22) exactly how do events that turn existing leaders into mere consultants differ from events that allow existing leaders to lead speeches and workshops? 23) what is the optimal number, quality, and type of events needed to allow internet distributed workteams to coordinate well? 24) what aspects of performance are first to degrade and which degrade fastest when minimal levels of event support of a geographically distributed workteam or internet mediated workteam are not met? why? 25) events that fractally embed fundamental transformation processes compared to events that do not, differ how? 26) what is the exact type and amount and quality of social indexing delivered by one event of a certain type and design? 27) what are the differences in results, quality, and cost of a work function delivered by event, by process, and by department? 28) what are the sources of human resisting performing designed partial functions in expert workshop designs and how best are such resistances overcome? 29) are workshops that put people into designed partial functional roles that irritate those people superior in results to ones that do not, how, and vice versa? 30) can events be used to allow one workforce to simultaneously be two or more different organizations in entirely different industries? how? These scratch the surface of the vast area to be explored cross-sectionally and longitudinally by future research on delivering work, management, and other functions in event form.

References Books under the following categories in the bibliography (see my 4000 favorite books at www.pdfcoke.com) Basics of Social Psych Event & Performance Design (you design and hold two new event types) Information Design (you invent two new information designs) Societies Creating and Creating Society Algorithms of Creation Mass Producing Creativity Creating Communities and Communities Creating Conditions and Situations of Creating Communication and Media Theory (plus Social Psych Influence books at left) Organization Theory Basics Group and Organization Dynamics Networks The Enlightenment as Stage of History and Stage in Individual Psychic Development Demystification Theories Demystification of Gender, Religion, Self Control Demystification of Selves, Professions, Nationality Demystification of Jobs, Careers, Lifestyles, Eras Education Theory for Higher Education Complexity Theory The Philosophy of Complex Systems