The 'WE' Part Hasn't Worked Because 'YOU' Are Making 'R'ational Decisions

I watched ‘The Colbert Report’ recently (see below video). He had this guy on named Jonah Lehrer who wrote the book “How We Decide”. Ohhhhh, we are so fooled by our own rational mind. You know, that tough guy part of us who thinks its in control when instead its his sister, the emotional/intuitive part of our brain, that is really running the show. “”Pure reason is a disease”, says Lehrer. Ha! It’s certainly done a good job for us so far, hasn’t it? NOT! How naive we are to think that we can conclude from ‘logical evidence’ what decision we need to make. And how different the decision that we end up making is from what we may have needed to make.

I suggest that, in our righteous stance, we have mostly been wrong and completely unaware of the fact that most our decisions are made based on irrational reason. Especially when it comes to making choices on how best to serve the human condition. The planet and our human (or should I say inhuman) state of being is busy tearing down our own life support system (called the planet’s ecosystem). And do you know what is finally making us take a different form of action? It’s the shear panic and fear that we feel from what we maybe have done. Thank God for the weird weather patterns so that we could question the scientists predictions.

Sure the scientists data is rational, but our ability as a collective to act on it is not. We have made our choices based on the emotional baggage that comes with old expectations and assumptions; things we don’t dare hold onto any longer. Our decision to change course is coming from an emotional response that’s way more potent than any logical one could ever consider being. Otherwise, we would have made different decisions, different choices, a long long time ago – wouldn’t you agree? (Beeeee careful! Notice where your decision is coming from as you choose to either agree or disagree with me ūüôā

So, the next time you “think” that you are making logical choices about hiring or firing, creating or destroying, going to the meeting or not going, loving or hating, etc., know that your emotional state is probably in the drivers seat. The next time you’ve got something to decide about want to make, finish, stop, or start, give yourself permission to see that part of you which you are not in control of. Then practice taking a breath before you respond to your business cohort or your family loved one. What will happen if you do this? What will happen if you allow your rational mind to dance with its non-rational partner? I assure you, that the overall decisions you end up making will be far more supportive of your own well being, of others lives, and of the planet’s sustainability.

The Colbert ReportMon – Thurs 11:30pm / 10:30c

Now then, here’s the link to ‘collaboration’.

Once you enter this personal dance between your rational and emotional mind, begin to watch how your relationships with others change. Yes, that’s right. Watch how you relate, how you listen, how you support and encourage, and how you begin to allow others to become a part of ‘YOUR’ decision-making process. It’s at this point that the ‘WE’ emerges. Watch how you come to realize that their level of participation and commitment to getting the work done is directly related to your old unconscious ways of ‘thinking’ that you have to get input from them, make the decisions on your own. As you awaken to this, your unconscious emotional fears will no longer have the power to kill of staff individuality. You will come to recognize that you’ve been missing insights from them, and as a result, deeper levels of participation. All of which feeds your company’s or team’s choices and decisions. When the group begins to choose together, to make decisions together, your organization’s intuition will come alive. It will help to steer you though a maze of (shall we say) irrational logistics that the rational mind just can’t handle. And what will happen when your team is empowered to do come together like this? … Ohhhhh, just you watch.

Reconsidering the Meaning of "New" Technology

A critical piece to technological success in an emerging era of the green (or sustainable) design marketplace is to, not just create cool, cutting edge technologies, but to also define design itself differently so that technology’s underlying processes comply with the new principles of triple bottom line (sustainability) management. That is, we must redesign our underlying methods for designing technologies. To do this, we will have to take a much bigger look at how we define – not just the end-result, but also reconsider the actual design processes themselves by asking questions such as: ‘why’ are we designing a given technology in the first place?, ‘how’ does this technology need to be created with alternative design principles in mind (see Bucky Fuller’s Design Science as an example)?, ‘what’ will be different about the form and function of the end-product?, ‘who’ does the technology affect?, and what is its (w)holistic impact on the greater earth ecology of living systems?

I’d love to hear from you all what you and your teams are doing to make this shift in technology design thinking.

Vic Desotelle
http://DiscoveryFuel.com

Validation Generates Deep Collaboration

picture-2There are some things that do not need explanation. Want to feel real good at your next gathering or meeting? Then take time from your busy schedule and allow yourself to feel good for a couple minutes. Check out these two AWESOME videos. Play one of these at your next meeting or pow wow and watch the difference in the way people connect with each other. And the next day, try an experiment: See what comes as a result of validating each other.

Online Collaboration Boosts Power of the People

This is such exciting times that we live in. The world is cracking and inside is something completely different for us to feast on. Yes, the turmoil part is painful; very very painful. Yet we’ve got to feed off the energy of what is working, of what feels exciting, to get us out of the unsustainable mess we’re in on this planet. Right? Don’t you agree?

Take this article I came across today in Business Week Magazine. You must read it. Note that it dates back to 2005, which is a phenomena in itself – the fact that we all want to keep with what’s going on but the train is moving to fast to get on board (but that’s another story for later) … So, anyway, the article lists a bunch of ‘people power pioneers’ like Wikipedia’s CEO and so on. It also lists many examples of how fast this so-called ‘collaboration’ train is really moving. Getting to market is taking a fraction of the time. All due to world-wide collaboration that is occuring due to the boom of emerging user-friendly (or getting that way) online tools. Now these tools are getting better and better. Each day I find another one that is easier to use, cheaper (very often free!). There are now over 3,000 collaboration tools online today – It’s truly overwhelming!

The interesting point that I want to make here is that, rather than a company making a tool hoping to fit a market need, most of these tools are being made by the users themselves that need them. I am a good example of this as I am presently seeking out tool designers that can create a user friendly application that follows principles of Discovery Fuel’s ‘Colabs’ collaboration concepts. Hec, I’m going to make my own tool. (By the way, know of anyone I should talk to?) Whereas, a couple of years ago I could have never considered this. This kind of practice is turning the marketplace on its head. I love it! Why? Because I am seeing ‘opportunity’ (which shows up in every crisis) for the little guy, of which there are millions, to make a living in unique, freeing, wonderous, and purposeful ways. So, keep an eye on Discovery Fuel’s Online Collaboration Tools page. There’s much to come as we saddle up to ride into the virtual Colab on the horizon.

Hec, maybe we can “collaborate” on some things together ūüôā

Vic, D.F.

Technology's Influence on Behavior Changes

I watched this interesting video on company and personal branding, which are often one in the same these days. Check it out because it tells an underlying tale of how technology is influencing our behavior. Additionally David Armano tells a story here of how positive interactions with his iPod has changed his ‘dropping’ behavior. This triggered an insight for me that is relevant to collaboration and design. Online collaboration tools are rapidly filling a new industry space, and it is my belief this phenomena will continue to grow and evolve to the point where human interaction will dramatically increase within the virtual space of the web. Now, did you feel a hit in your gut with what I just said? Some of you, I’m sure, felt excited. And many of you, I’ll bet, heard an inner voice of concern for how you think technology is separating our humanity by disconnecting us from our physical interactions. You know, after a lot of thought about this, I think this later hit needs serious review. Certainly it is going to change our behaviors. That is, the ways in which we interact and are comfortable with, are going to change. Personally, I have gone from a place of concern, to being keenly watchful of what’s happening, to going fully on board with these changes. To the point where I have committed myself to a study and emerging business offering of online collaboration environments. Because I see it as the future of how we can rapidly change (shall we say) our ‘meta’ behaviors on this planet for the betterment of a world that we want to live in.

I encourage you to open your mind and heart to the possibilities that might unfold for you and others by daring to step into the uncomfortable places being created for collaboration within the online virtual world. For me, thinking about what I can design and who I can design with rrrrreally exicites me because possibilities have opened up to a point where my long standing vision and bag full of ideas could actually be manifested. So cool! All with what I believe will include a deeper sense of compassion and reverence for our world and the people in it. Also note that, so far, it has been WAY easier for me to find others that think like me and want to create things that I am interested in ….¬† And I find that even more exciting!

Sooooo, behavior change? Yup. It’s happening, and that’s a good thing in my book. As long as we stay conscious watchers of the changes that are occurring and constantly question them deeply and collaboratively.

Let’s talk more about this soon.

Defining the Innovation Economy

Podcast from iInnovate http://iinnovate.blogspot.com/

LISTEN UP …

Geoffrey Moore –

VC, Consultant, and Bestselling Author of Crossing the Chasm … Geoffrey Moore is a VC with Mohr Davidow Ventures, consultant and, most famously, the bestselling author of Crossing the Chasm, Inside the Tornado and Dealing with Darwin.

http://iinnovate.blogspot.com/2007/01/geoffrey-moore-bestselling-author-of.html

Talks about:

-Darwin vs Ecosystems
-Competition vs Altruism
-Self limiting boundaries
-Google as aggressive organism
-Patterns of success
-Social networks (web 2.0 latest)
-Core vs Content Innovation
-Morphing from strengths
-NonPharma-based Life Sciences trend
-Renewable energy trend
-Software as a medium (has evolved from a product)
-Digitation of Culture (online phenomena)
-Choosing who to hang out with
-Disruptive technologies
-How free online tools are shifting the economic model
-From gimmick innovation to innovation that points to a better way of doing (ex: virgin airway)

The Need For Communicating About Our Communication

Join Abhijit and I in this dialog about the evolution of “communication” …

————————-

Dec 24, 2008 AM

Vic,

I’ve been in the business of mass communication and making efforts to ease the man-to-man communication process.

Abhijit Banerjee, 54
Calcutta
India

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Hello Abhijit,
I am curious to learn more about your statement: ” efforts to ease the man-to-man communication “.
Kindly,
Vic D
http://discoveryfuel.com

————————-

Abhijit Banerjee
Reply Message

Hi Vic

I was expecting this question from the time I joined Copperstrings. And when I almost gave up, you asked. It’s a rather long story, but to cut it short, I am supposedly a mass communication specialist. Made my living in this profession for 30 long years. Created mass communications which helped sell several products, benefitted a number of companies. And all the while I kept wondering why when we are in direct communication with people – even one-to-one communication, there remains in most cases so much which is half understood, misunderstood or not understood at all. My wish is to ease this as far as possible. Not been very successful so far. Love to be your friend.

Best wishes.
Abhijit

————————-

Hello Abhijit,

Yes, yes; I agree with the principle inquiry you are making.

As a facilitator of group collaborative design processes (http://DiscoveryFuel.com), I am very interested in what makes communication happen between both individuals and the among the global collective (the masses). It has triggered some thoughts for me, which I’ve added below as a list of points.¬† We may be able to build on a couple of them and see where the possibility of helping to generate more evolved forms of communication …

1- I believe that the primary glue that holds (or doesn’t hold) a group of any kind and size together is ‘communication’. It seems in today’s world that building group infrastructure needs to be based on how communication emerges between individuals within companies. Rather than the other way around as we do today, where people step into preconceived info-structures.¬† This backwards approach works for the masses but fails miserably for individual to individual interactions.

2- With such poor interaction between us humans as individuals, it amazes me that functional products get out the door of any company. It does seem that ‘mass’ communication is ruled by principles that are different than ‘individual’ communications. This raises a thought that ‘fractal’ theory may be relevant to clarifying and creating an evolved forms of communication.

3- Our technologies may get out the door, which is a direct result of communication. Yet there seems to be underlying design principles that are not “communicated”, which is causing huge decline in the ecology of our earth system. This loss of ‘ecology’ (i.e. the interaction between living systems) could be thought of as a breakdown in communication at the larger earth scale. This is beyond just human communication. The concept of ‘sustainability’ is helping to bring in new forms of awareness into our language and as a result, the way we create and live on this planet is changing.

4- The internet has opened a portal for entirely new forms of humane communication to emerge. What this looks like is not for any one of us to decide since they are mostly ’emergent’ through a collective process (i.e. emergent means showing up in organized ways that are not pre-planned). At the same time however, many of us are riding the desire for humans to connect in unique way and across world cultures (as we are now) to watch for patterns that may help to identify who we are becoming or want to become. The ideas of self responsibility, interdependence and collaboration have never been so relevant.

5- You may want to join my new online community called http://ChangingNormal.com. It is an experiment in advancing human interaction and collaborative design, and is founded on the question: “What is communication and how does it become a tool that we use to deepen our physical and spiritual lives as both individuals and the collective become aware of communication as a guiding tool or map to the creation of chosen states of being. Rather than today’s approach to communication which metaphorically acts like a vehicle that we are unknowingly riding in. This level of conscious communication falls under what I call ‘the squared principle’ meaning that it is about the “communication about communication”. This is what you and I are doing in this dialog.

6- Our connection has triggered me to start a blog conversation about this subject regarding ‘mass communication’ vs ‘person-to-person communication’. I was hoping that you might join me in this dialog there so that other’s may be able to jump into the conversation as well. Plus it will be easier for us to review, synthesize, and track the lineage of conversations that emerge. More later …

What are your comments or insights?

Best to you,
Vic Desotelle
DiscoveryFuel.com

Living Strategies: Bringing Innovation To Life

Guiding Your Organization Through The Rugged Landscape Ahead

By Arian Ward of Community Frontiers

As we all know well, the world has changed dramatically since the times when traditional strategic planning first became the foundation on which organizations of all types are based. The landscape on which organizations operated then was relatively predictable, stable, and homogenous. Now it is filled with uncertainty, rapid change, and increasingly diverse players and dynamics. These players not only think and act differently than they used to; they keep changing their minds about what they want and expect from the world around them.

Yet given this dizzying environment in which organizations find themselves, why do so many keep doing strategic planning as if it were still 1960? And even if they have an inspired vision of who they want to be based on their changing environment, how do they create the bridge between their aspirations and the day-to-day operations that members actually experience as the organization?

What organizations need is strategy and a process for creating it that flexes, adapts, and evolves to still make sense in this complex environment, while keeping the organization seamlessly aligned with these strategic dynamics. In other words, they need a ‚Äúliving strategy!‚ÄĚ
In a nutshell, living strategy is:

* the dynamic story of the shared aspirations, strategic direction, and strategic outcomes of the organization and the community it supports,
* emerging and continuously evolving
* from the collective knowledge of the community and
* from an expanding network of ongoing strategic conversations among all members of the community around the questions that matter most to them,
* all seamlessly interwoven into the ‚Äúfabric‚ÄĚ of the current organization through a continuous process of reflection and renewal.
One of the fundamental concepts of living strategy‚ÄĒboth in terms of its content and of the evolving process itself is that in a dynamic, complex environment like what organizations face today, the future can‚Äôt be ‚Äúplanned.‚ÄĚ Instead, we want the strategy process to come alive through discovering and exploring questions that really matter—through collaborative dialogue, thinking together, and sharing stories among all stakeholders, not just among a select group of leaders and experts.

Living Strategy recognizes that organizations and their environment are much more like living organisms within a complex ecological system than they are like mechanisms within a human-designed and controlled system. After all, they are made up of people within a world of many other people. What could be more natural, more unpredictable, and more ‚Äúalive‚ÄĚ than people with all our frailties, moods, and dreams? Therefore, Living Strategy, as we practice it, is based on the sciences and tools related to living systems, particularly those that can be applied to organizations as living systems. These include complexity science, life science, social science, community development, dialogue, storytelling, and organic approaches to knowledge and learning.

To help further clarify what we mean by Living Strategy, the following tables offer some distinctions between traditional strategic planning and Living Strategy and between traditional enterprise management and a living systems approach to enterprise management we call a ‚Äúsense and respond system.‚ÄĚ Finally, we leave you with a few tips on how any organization can begin to develop a Living Strategy approach to the future.

Table 1: Living Strategy Compared to Traditional Strategic Planning

Strategic Planning Living Strategy

Assumes you can predict the future and develop successful plans based on those predictions Consists of strategic thinking, questions, dialogue, and stories; assumes you can’t predict the future, but you can collectively prepare for what might emerge and therefore, successfully respond to it.

‚ÄĚThe only kind of strategy that makes sense in the face of unpredictable change is a strategy to become adaptive…. Planned responses do not work.‚ÄĚ

Rigidly scheduled and time-bound; e.g., every 1-2 years, looking out 3-5 years into the future.

Assumes that strategy needs to be newly developed, deployed, and implemented each time you do strategic planning.

‚ÄúStrategy as Inquiry‚ÄĚ ‚Äď ongoing and dynamic, designed to change whenever change is indicated.

Produces more stable strategic direction (unless the environment changes drastically), because it only changes when it needs to, not when the calendar says it’s time to generate a new plan.

Planning is done by a select group of leaders and ‚Äúexperts‚ÄĚ within a rigid, hierarchical organization that uses strategy as a political tool to maintain the status quo or jockey for more power, prestige, and resources. After a few face-to-face group interactions, a small number of individuals develop the ‚Äúfinal‚ÄĚ strategic plan. This select group uses a linear planning process, producing a static text document that is meant to serve as the complete expression of the organization‚Äôs strategic direction.

Living Strategy continuously emerges out of ongoing, interwoven:
‚ÄĘ individual reflection and work
‚ÄĘ group face-to-face and virtual interactions and collaborations
‚ÄĘ dialogue across the whole community of organizational stakeholders

It ‚Äúlives‚ÄĚ as compelling stories, images, questions, and expressions of the community‚Äôs aspirations, priorities, and inquiries into the future. It acknowledges that the organization and its environment form an interconnected system, where strategy serves to focus and align the interactions of the whole system toward a future collectively envisioned and evolved by those stakeholders.

Textual expressions of the strategy are considered to be ‚Äúsnapshots‚ÄĚ of the organization‚Äôs strategy at a given point in time. Graphics, such as those produced by a graphic recorder , illustrate and bring to life the textual expressions of strategy.

Like an all-knowing, all-powerful patriarch of old, the organization assumes responsibility for the future of its members and other stakeholders. Yet much of the organization‚Äôs strategy for dealing with the future is its planned response to external forces which it doesn‚Äôt really understand and over which it has little control. Our society‚Äôs revered values of democracy and free speech get lip service, at best, even in many organizations who call themselves ‚Äúmember organizations.‚ÄĚ ‚ÄúThe law of requisite variety‚ÄĚ ‚Äď If a system is to be able to adapt to its external environment, it must incorporate as much or more variety than its environment.

Living Strategy emerges from and supports the organization’s community. This community includes anyone who may have a stake in the outcome of the enterprise, even if they don’t yet know they may have a stake (such as potential new members or markets).

The diversity, intelligence, and passion of the entire community is tapped to creatively seize or make opportunities to co-create its own future, rather than waiting to let it happen to them.

Strategic planning is mainly an academic exercise with little relevance to the daily work of the enterprise, as people must refer to a ‚Äúcheat-sheet,‚ÄĚ wall chart, or web page to even remember this year‚Äôs plan. Everyone in the organization lives strategy as a natural part of their work and relationship with the organization. Each person has a deep understanding of Living Strategy, in their own words but with the same shared meaning. They keep ‚Äúone foot in the present and one foot in the future.‚ÄĚ
Table 2: Traditional approach to enterprise management compared to a living systems-based approach ‚Äď what we call a ‚Äúsense and respond system‚Äô, since that is how living organisms survive and thrive within their environment, by sensing the environment and responding appropriately to what they sense.

Traditional Approach to Enterprise Management
Plan, control, change

The complement to a ‚Äústrategic planning mindset‚ÄĚ is that if you plan everything well enough you can then control everything and everyone in the organization according to the plan.

Mechanistic approach which relies on traditional management processes and information systems to find out what people need to know about the environment, make centralized decisions about what they should do with this business intelligence, and then inform and manage them to implement these decisions. Traditional research methods are used for intelligence gathering and environmental scanning.

Measurements give us the ability to plan and control. If something is within our acceptable measurement range, it’s working fine; if not, we either have to make people improve their performance or we need to change the plan.

Sense & Respond System
Understand, influence, evolve

The organization is an organic, ‚Äúwhole system‚ÄĚ of interconnected, interdependent individuals, informal groups, and formal organizations, who can‚Äôt be predicted and controlled, but they can be understood to a sufficient extent to influence their behavior. By understanding their mindsets, needs, and behaviors, we can try to design a whole system based on our understanding that is flexible and adaptable enough to accommodate the changes and uncertainties inherent in living systems, and then continuously evolve the design based on our observations of the system in action.
The nervous system of the organization is an interconnected, knowledge and trust-based, communication system, consisting of:
‚ÄĘ Sensing ‚Äď supplements traditional information gathering by tapping into the collective intelligence of all stakeholders within the system ‚Äď their existing knowledge + their real-time awareness of significant events, ideas, trends, and needs in the environment. The intelligence they provide is far richer than traditional research surveys and other intelligence gathering methods, since it doesn‚Äôt have a built-in time delay or filter, plus they can provide the context around the data such as the stories and thought processes behind their answers ‚Äď what turns the data into meaningful information.
‚ÄĘ Sensemaking ‚Äď A ‚Äútriage process‚ÄĚ that enables the enterprise to determine the best course of action to take for a given sensory input. Not another mechanistic gatekeeper that impedes rapid decision making and response, but an organic process, driven by a set of simple rules and roles, that builds the intelligence into the whole system that enables this decision making ‚Äď what turns the information into useful knowledge and surfaces the rich underlying patterns and themes that are not evident when looking at independent data streams.
‚ÄĘ Response ‚Äď The organizational capability to quickly respond to sensory inputs that warrant an organizational response, at the point in the organization where the response will be most effective. This means this part of the organization must already have access to the knowledge and the necessary authority and responsibility to respond appropriately ‚Äď what turns the knowledge into effective action. This is the essence of the agile organization and the intelligent organization.

Like with Living Strategy, ongoing dialogue forms the heart of this ‚Äúliving system.‚ÄĚ This is because rich, meaningful dialogue tends to create trust-based relationships and shared knowledge ‚Äď two of the most critical factors in the success of any organization. Uninformed dialogue rarely produces much value for anyone, so the dialogue needs to be linked to the enterprise‚Äôs information and measurement systems and to decision-making elements of the sense-and-respond system. Measurement is about informing this dialogue to make it more meaningful and resultant decisions more effective, not about making sure everyone ‚Äúmakes their numbers.‚ÄĚ Measurement also helps us understand the system better so we can continue to evolve its design and improve the likelihood of getting what we want from our actions by clarifying what in the system drives what outcomes.

The sense-and-respond system uses systems thinking and other whole-systems tools to help understand and guide the enterprise. But systems tools can be applied just as mechanically as any other tool. For that reason, any use of a tool should be accompanied by meaningful dialogue both before it’s used, to provide the context for what we’d like to learn from using the tool, and after it’s used, to gain deeper, shared insights around the questions that prompted its use. This cycling between dialogue and focused, tool-supported action is characteristic of an effective sense-and-respond system.
How Can You Apply These Concepts To Your Organization?

1. Living Strategy/Sense & Respond are about following these principles, not about following a specific recipe or methodology. You can customize your approach to fit your needs and culture any way you wish, as long as you follow these principles. You only need to do just enough to gain a shared understanding of what the future holds and what kind of future you want for your organization and the communities, subject areas, products, and services it supports, as well as a reasonable approximation of how best to navigate the organization toward that desired future (assuming you can make mid-course corrections as you learn more about what you’re facing).

2. Get your senior leadership ‚Äď paid and volunteer, thinking and talking strategically – in deep, meaningful dialogue , not in shallow discussions or political debates. Focus on the real meaning of the content, not on the format or process. Take the wordsmithing offline. World Caf√©s are an excellent way to help you do this because they are based on many of the same living systems principles we are relating here.

3. Invite diversity and inclusion, but be prepared for what might emerge when you do. The best way to do this is get out and engage your key stakeholders. Focus on listening to them, not telling them. Then harvest the wisdom that emerges, such as the most important questions, issues, and opportunities for the organization to be paying attention to. Again, World Cafés are an excellent means of engaging your stakeholders around these questions that really matter to them.

4. Focus the time and attention of your senior leadership and other key staff on these important strategic questions. You don’t have to wait to meet face-to-face to do this. You can continue your strategic dialogue between leadership meetings with email, conference calls, and online document libraries, discussion boards, and other virtual interaction tools.

5. Balance stability with flexibility. Abandon the calendar as the driver of your strategy. Instead, let significant events and information become the triggers of your strategic dialogue and changes in direction. You don’t have to change your strategy every time you review it, but you also need to be flexible enough to change it when your environment indicates its time to do so.

6. Think and work with your enterprise as a whole system. ‚ÄĚThe elements of a living system can be understood only in relationship to the dynamics of the whole.‚ÄĚ There are many systems tools to help you do this , but which tool you use isn‚Äôt what‚Äôs important. It‚Äôs that you are somehow able to create and engage around a shared understanding of the whole enterprise, especially how its different elements relate to each other and their environment. You don‚Äôt have to do this all at once or even get it perfect, since there is no such thing as ‚Äúperfect‚ÄĚ in a living system. You can start with small, simple steps like drawing and talking about how different elements of the enterprise relate to each other, and then evolve this whole systems view gradually through a series of similar dialogues with other stakeholders.

7. Evolve an organizational culture that supports this new way of thinking and behaving. Introducing dialogue as one of your primary means of communication (as mentioned above) is a good start in this direction. To help develop a living systems mindset, begin to introduce a living systems-based language to replace the mechanistic language organizations have been using since the industrial revolution. Examples of more organic terms that can be substituted for some of the more widely used mechanistic terms:

Use Instead of Use Instead of
Elements, aspects Components, parts Sensing Information gathering
System, cycle Process Sensemaking Information processing, analysis
Principles & Guidelines Policies & Procedures People, Communities Human resources, Constituencies
Direction setting Planning Leading, coaching Managing
Guiding, navigating Measuring, controlling Cultural evolution Change management

8. Accept the reality that we can‚Äôt predict the future nor can we plan and control the enterprise according to our predictions using simple linear processes and hierarchical structures. In the non-linear, dynamic system or environment in which we all exist, we can only anticipate what is most likely to happen through continuous feedback, inquiry, and learning, and thus be prepared to respond collaboratively, quickly and intelligently to whatever emerges from the system. This is often more of a personal evolution than an organizational one, since we all have an inherent desire to control the environment around us. Giving up this illusion of control and embracing the unlimited possibilities of the unknown can be very freeing, as we come to feel more comfortable with the increasing levels of uncertainty around us. Even better, it can give us more control over this uncertainty, since we now have the power to serendipitously recognize and act on opportunities that we might have ignored previously since they didn‚Äôt fit our ‚Äúplans.‚ÄĚ We can co-create our own future, rather than letting it happen to us.

Note: These are excerpts from a series of articles on Living Strategy published in the Journal of Association Leadership, the flagship journal of the association industry. If you would like the complete text of these articles, please contact Arian Ward – arianatcommunityfrontiersdotcom.

Who Says It Ain’t Easy Being Green ?! (Sustainable Business Planning Workshop)

How to Create a ‘Sustainable’ Business Plan

AN ONLINE WORKSHOP

.Join Vic Desotelle from DiscoveryFuel.com for an ONLINE collaborative sustainable business planning workshop series.

This session will allow you to preview and inquire about the series, which is for small business social entrepreneurs who have dreamed of owning a sustainable business. Learn how to make a viable business plan that moves your green idea from conception to successful execution. Create a sustainable future for yourself, customers, and community through this sustainable innovation learning series. Click here for more details

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Sustainability Reporting and the Creative Process

Which of you are familiar with the concepts of creativity, innovation, and sustainability?

I seek direction from you on how to incorporate ‚Äėdeep creative‚Äô processes within Discovery Fuel’s emerging ‚Äėsustainability reporting‚Äô CoLaboratories.

The sustainability reporting phenomena is a rapidly growing trend within organizations world-wide and covers all sectors including business, NGO‚Äôs, communities/cities, education, and government. These reports help to clarify and monitor how well companies are improving their ecological, social, AND economic objectives (otherwise known as the triple bottom line); things such as material and energy usage efficiencies, as well as employment and customer satisfaction. These reports are also becoming powerful marketing tools for addressing the rapidly growing ‘cultural creatives‘ marketplace by providing authentic and transparent responses for the consumers who are asking for more value and ‚Äėgreenness‚Äô in their purchases.

Presently, these reports are inspiring – yes, but they are usually organized using self-determined indicators development, which help to monitor company direction. This is wonderful and important, yet the reports can be rather dry in terms of their creation, implementation, and delivery. Staff may step into their reporting process feeling overwhelmed by the additional responsibilities that are generated to deliver a good report; thus adding more weight to their already daunting work load.

That said, these reports can enable so much more. They actually become touch stones for organizational and global transformation. They are a place where organizations can get swept into new realms of design and innovation; a way to expand their understandings of how to architect richer forms of innovation.

Additionally, outcomes from entering the sustainability process are: improved human(e) communication, enhanced product design and development processes, and a renewed awareness of the company’s impact on our Planet

Furthermore, the collaborative process that is necessary for creating these reports opens the door for deeper forms of creativity, thereby helping organizations realize unexpected forms of social and technical innovation, while also building a high sense of meaning among stakeholders and participants.

Discovery Fuel Colabs provides delivery on this vision. Presently, I am in need of more tools that generate brain-shifting, playful, and creative processes for making the reporting process more engaging and satisfying, so that organizations can ‘sustain’ the process of annual reporting. I seek tools that can accommodate specific organizational needs, covering everything from designing amazing new forms of products and services (technical innovation) to changing the way companies greet each other and customers at their doorstep (social innovation).

Got ideas? Post them or email me.
Vic Desotelle

About A More Advanced Form Of Leadership

My good friend Maria Kostelas from Flutes of the World is an exceptional thinker, innovator, musician, and writer. She shared some thoughts with me today. Read up …

Maria says …

“Thought leaders do not wait in silence. Nor do they wait for others’ minds to be opened, or for safe places to speak into. Today’s thought leaders are the openers of minds so that they too may participate in the leading of the group. They are modern day prophets who dare say ‚Äúwe,‚ÄĚ knowing their words spring from a place of unity.”

She suggests this book …

‚ÄúThe Art of Original Thinking: The Making of a Thought Leader‚ÄĚ by Jan Phillips.¬† Have you heard of it?¬† She’s a good writer and quite an eloquent, (w)holistic-synthesizer, offering content that addresses individual needs in relation to corporate and global community, economic conditions, and‚Ķ possibilities.

A quote from Jan Phillips:

“… And this is the great challenge for any emergent thought leader-to know that one’s ideas will be criticized and resisted, and yet to dare to speak, knowing that these thoughts are the only building blocks we have to a new and safer world. …”

“‚Ķ Transformation originates in people who see a better way or a fairer world, people who reveal themselves, disclose their dreams, and unfold their hopes in the presence of others. And this very unfolding, this revelation of raw, unharnessed desire, this deep longing to be a force for good in the world is what inspires others to feel their own longings, to remember their own purpose, and to act, perhaps for the first time, in accordance with their inner spirit.”

Other points that Maria makes …

The poet Audre Lorde reminds us:

“… We have been socialized to respect fear more than our own needs for language and definition, and while we wait in silence for the final luxury of fearlessness, the weight of that silence will choke us… The transformation of silence into language and action is an act of self-revelation and that always seems fraught with danger. We fear the very visibility without which we also cannot truly live…and that visibility which makes us most vulnerable is that which is also the source of our greatest strength.”

Howard Bloom, author of Global Brain and The Lucifer Principle, writes:

“Imagine what it would be like if at every staff meeting you were expected to put the care of the multitudes we mistakenly call ‚Äúconsumers‚ÄĚ first. Imagine what it would be like to go to work each morning in a company that saw your passions as your greatest engines, your curiosities as your fuel, and your idealism as the pistons of your labors and of your soul. Imagine what it would be like if your superiors told you that the ultimate challenge was to tune your empathic abilities so you could sense the needs of your firm’s customers even before those customers quite knew what they hankered after.”

This is not just about your boss. That’s not what the new leadership is exactly. No, this stuff includes you too. And if you are a leader of others: Can you relate to this?! No?? Best you start.

Collaboration: The Dance Between Inner and Outer Realities

So what’s real? And what influences it? Is it all withIN me where the control power lies? Or is it withOUT me? … And what the hec does this have to do with COLLABORATION ?

<p style=”text-align:left”><img src=”http://www.mi2g.com/cgi/mi2g/press/images/h_consciousness.jpg”/></p>
Some say to themselves; I have no power of my own and I am controlled by the outer world, and by the influence of other people, events, and circumstances – an outer perspective. Yet the guru’s say that we are makers of our own reality – an inner perspective. So, if you go within yourself, then all the power you need to change is there. Well I would hereby like to raise the B.S. flag.

From this guy’s mountain top view both are correct. It is not one or the other that brings us to Nirvana. It is the dance between the Inner and the Outer that IS the FULL reality. For my world, your fire’s reality is outside of me. Yet in your world, your life’s flame is within you. So inner and outer are very relative to whose doing the conscious perceiving, right?

So the new Story (I believe) will be based on the relationship between INNER and OUTER reality. Between what happens withIN me and at the same time what happens withOUT me. (Notice my use of the word ‘without’ is different that is normally used.)

Interesting that is what Collaboration is all about. It is an unfolding story of how you the individual and we the collective are considered and co-created together. Diversity is from the individual theme, and Unity is from the collective theme. And COLLABORATION is just another way to describe the dance that occurs between me and them, you and us, I and we.

Innovation and the Great Global Warming Debate

This is a great article. I like the authors that counter an anticipated perspective based on their status; in his case, as a scientist. I agree with Botkin’s perspective here. Note that the author’s points do not counter any of my other social-intellectual points made earlier.

I too have as much concern for the exaggeration of our isolated focus as I do for my sense that humanity is a major instigator in the break-down of the earth‚Äôs eco-system. It reminds me of how humanity clings onto particular points rather than to perceive an ‚Äėecology‚Äô of relationships. We then make decisions based on a mono-nucleic or single-pointed view, while somehow (unconsciously?) assuming that our choice has integrated all the problems within one neat little package. We are a society that reacts to the immediacy of singled-out emergencies that trigger a fear of our own death, rather than to be responsive to the very real intuitive callings within us, of which by the way actually emphasizes life rather than death. In the global warming case, humanity‚Äôs inner ‚Äėcall‚Äô is signaling us to change the way we interact with the planet‚Äôs resources and life systems. Yet that calling has gotten pulled into an outdated learning methodology that encourages the selection of a certain part within the greater whole so that we can adjust it in order to ‚Äėfix‚Äô the whole, all while dropping the other parts in the process. Ironically, a relatively recent advancement of science through complexity theory; more specifically: the butterfly effect, suggests that we must take into effect sources of small changes too, as they are just as important as the big sources of system change. Thus, it‚Äôs the ecology of our science that seems to be lost or forgotten (or maybe still emerging?) right now. In part, I believe this is due to our (also outdated) economic model, which reinforces big payouts of fame and money going to those who come up with the best (so-called) right answer. This is a flaw in today‚Äôs human(e) management model and directly impacts scientific progress, even if science theory suggests otherwise. That is, the original science model is based in the separation of matter in order to see how it got put together and works. Although this process is important, I believe that it is valuable only when balanced with other scientific procedures that incorporate (w)holistic applications which seek to understand how a system works as a whole without separating it into parts.

All that said, can the global warming movement trigger an ecology of understanding that is sorely missing? In the name of generating deeper forms of innovation (rather than shallow), this is both my hope and my concern.

Vic
————–
On 10/17/07 10:09 AM, From Dan J. who wrote:

Another point amongst the discourse on global climate change that leads me to ponder the (science+belief=action) model. So is Botkin one of the naysayer conspirators, of the believers but a concerned observer, or just misguided? What should we believe about the truth from this? He’s reputable enough to get into the WSJ, but then that paper has a pro-business bias.

So having read this, what do you make of his factual points? What will you do with it within your social-intellectual construct of climate change?

Dan

————–
Global Warming Delusions

10/17/2007 The Wall Street Journal
By Daniel B. Botkin

Mr. Botkin, president of the Center for the Study of the Environment and professor emeritus in the Department of Ecology, Evolution, and Marine Biology at the University of California, Santa Barbara, is the author of ‚ÄĚDiscordant Harmonies: A New Ecology for the Twenty-First Century‚ÄĚ (Replica Books, 2001).

Global warming doesn’t matter except to the extent that it will affect life — ours and that of all living things on Earth. And contrary to the latest news, the evidence that global warming will have serious effects on life is thin. Most evidence suggests the contrary.

Case in point: This year’s United Nations report on climate change and other documents say that 20%-30% of plant and animal species will be threatened with extinction in this century due to global warming — a truly terrifying thought. Yet, during the past 2.5 million years, a period that scientists now know experienced climatic changes as rapid and as warm as modern climatological models suggest will happen to us, almost none of the millions of species on Earth went extinct. The exceptions were about 20 species of large mammals (the famous megafauna of the last ice age — saber-tooth tigers, hairy mammoths and the like), which went extinct about 10,000 to 5,000 years ago at the end of the last ice age, and many dominant trees and shrubs of northwestern Europe. But elsewhere, including North America, few plant species went extinct, and few mammals.

We’re also warned that tropical diseases are going to spread, and that we can expect malaria and encephalitis epidemics. But scientific papers by Prof. Sarah Randolph of Oxford University show that temperature changes do not correlate well with changes in the distribution or frequency of these diseases; warming has not broadened their distribution and is highly unlikely to do so in the future, global warming or not.

The key point here is that living things respond to many factors in addition to temperature and rainfall. In most cases, however, climate-modeling-based forecasts look primarily at temperature alone, or temperature and precipitation only. You might ask, ‚ÄĚIsn’t this enough to forecast changes in the distribution of species?‚ÄĚ Ask a mockingbird. The New York Times recently published an answer to a query about why mockingbirds were becoming common in Manhattan. The expert answer was: food — an exotic plant species that mockingbirds like to eat had spread to New York City. It was this, not temperature or rainfall, the expert said, that caused the change in mockingbird geography.

You might think I must be one of those know-nothing naysayers who believes global warming is a liberal plot. On the contrary, I am a biologist and ecologist who has worked on global warming, and been concerned about its effects, since 1968. I’ve developed the computer model of forest growth that has been used widely to forecast possible effects of global warming on life — I’ve used the model for that purpose myself, and to forecast likely effects on specific endangered species.

I’m not a naysayer. I’m a scientist who believes in the scientific method and in what facts tell us. I have worked for 40 years to try to improve our environment and improve human life as well. I believe we can do this only from a basis in reality, and that is not what I see happening now. Instead, like fashions that took hold in the past and are eloquently analyzed in the classic 19th century book ‚ÄĚExtraordinary Popular Delusions and the Madness of Crowds,‚ÄĚ the popular imagination today appears to have been captured by beliefs that have little scientific basis.
Some colleagues who share some of my doubts argue that the only way to get our society to change is to frighten people with the possibility of a catastrophe, and that therefore it is all right and even necessary for scientists to exaggerate. They tell me that my belief in open and honest assessment is naive. ‚ÄĚWolves deceive their prey, don’t they?‚ÄĚ one said to me recently. Therefore, biologically, he said, we are justified in exaggerating to get society to change.
The climate modelers who developed the computer programs that are being used to forecast climate change used to readily admit that the models were crude and not very realistic, but were the best that could be done with available computers and programming methods. They said our options were to either believe those crude models or believe the opinions of experienced, data-focused scientists. Having done a great deal of computer modeling myself, I appreciated their acknowledgment of the limits of their methods. But I hear no such statements today. Oddly, the forecasts of computer models have become our new reality, while facts such as the few extinctions of the past 2.5 million years are pushed aside, as if they were not our reality.

A recent article in the well-respected journal American Scientist explained why the glacier on Mt. Kilimanjaro could not be melting from global warming. Simply from an intellectual point of view it was fascinating — especially the author’s Sherlock Holmes approach to figuring out what was causing the glacier to melt. That it couldn’t be global warming directly (i.e., the result of air around the glacier warming) was made clear by the fact that the air temperature at the altitude of the glacier is below freezing. This means that only direct radiant heat from sunlight could be warming and melting the glacier. The author also studied the shape of the glacier and deduced that its melting pattern was consistent with radiant heat but not air temperature. Although acknowledged by many scientists, the paper is scorned by the true believers in global warming. (DKJ: I would think snow deposition and cloud cover would be variables that link to climate – may be in the article but not mentioned here)

We are told that the melting of the arctic ice will be a disaster. But during the famous medieval warming period — A.D. 750 to 1230 or so — the Vikings found the warmer northern climate to their advantage. Emmanuel Le Roy Ladurie addressed this in his book ‚ÄĚTimes of Feast, Times of Famine: A History of Climate Since the Year 1000,‚ÄĚ perhaps the greatest book about climate change before the onset of modern concerns with global warming. He wrote that Erik the Red ‚ÄĚtook advantage of a sea relatively free of ice to sail due west from Iceland to reach Greenland. . . . Two and a half centuries later, at the height of the climatic and demographic fortunes of the northern settlers, a bishopric of Greenland was founded at Gardar in 1126.‚ÄĚ

Ladurie pointed out that ‚ÄĚit is reasonable to think of the Vikings as unconsciously taking advantage of this [referring to the warming of the Middle Ages] to colonize the most northern and inclement of their conquests, Iceland and Greenland.‚ÄĚ Good thing that Erik the Red didn’t have Al Gore or his climatologists as his advisers. (DKJ: Author’s personal dig at Gore?)
Should we therefore dismiss global warming? Of course not. But we should make a realistic assessment, as rationally as possible, about its cultural, economic and environmental effects. As Erik the Red might have told you, not everything due to a climatic warming is bad, nor is everything that is bad due to a climatic warming.

We should approach the problem the way we decide whether to buy insurance and take precautions against other catastrophes — wildfires, hurricanes, earthquakes. And as I have written elsewhere, many of the actions we would take to reduce greenhouse-gas production and mitigate global-warming effects are beneficial anyway, most particularly a movement away from fossil fuels to alternative solar and wind energy.

My concern is that we may be moving away from an irrational lack of concern about climate change to an equally irrational panic about it.

Many of my colleagues ask, ‚ÄĚWhat’s the problem? Hasn’t it been a good thing to raise public concern?‚ÄĚ The problem is that in this panic we are going to spend our money unwisely, we will take actions that are counterproductive, and we will fail to do many of those things that will benefit the environment and ourselves.

For example, right now the clearest threat to many species is habitat destruction. Take the orangutans, for instance, one of those charismatic species that people are often fascinated by and concerned about. They are endangered because of deforestation. In our fear of global warming, it would be sad if we fail to find funds to purchase those forests before they are destroyed, and thus let this species go extinct.

At the heart of the matter is how much faith we decide to put in science — even how much faith scientists put in science. Our times have benefited from clear-thinking, science-based rationality. I hope this prevails as we try to deal with our changing climate.

Triple Bottom Line Investing: A New Framework for Innovation

I have long awaited the day when business and technology would begin to use principles of sustainability as the foundation for how we create and pay for our products and services. Well, the future has arrived with the concept of “” and socially responsible investing, which holds a whole new framework for innovation to emerge.

If you like to watch your money AND the planet grow green take a look below. Thank you Cliff for all of your years of persevering with GreenMoney Journal. You have helped make a once future idea (green investing) become a growing present day activity.

—-

In GreenMoney Journal’s special 15th Anniversary issue (Summer 2007) they are looking ahead at the next fifteen years through the eyes of several visionary leaders who have shaped today’s green investing and business world.

GreenMoney forecasts offer a greener future, to be sure. Be prepared to see a ‚Äúgreen print‚ÄĚ for a more sustainable world in which both challenge and opportunity abound. If fact, the next 15 years will be more critical then the last as we shift our attention from global war to global warming.

How will we evolve? Petroleum wars will end as people more fully realize the human and environmental costs associated with the finite commodity. The evolution will continue as the clean green energy revolution builds momentum. Issues of political justices and socio-economic justice will become even more closely tied. Higher environmental standards, clear market incentives and the laws of supply and demand will drive the culture of sustainable innovation.

Patriotism will be demonstrated not by SUV bumper stickers, but by responsible ecological behavior. As New York Times columnist Tom Friedman says, ‚ÄúGreen is the new Red, White, and Blue.‚ÄĚ

But this rapidly approaching future for our country is also global. Internationally, corporate accountability will include Environmental, Social, and Governance (ESG) factors as corporate management come to the inescapable conclusion that any financial analysis that excludes these factors cannot safely predict a company’s long-term profitability. According to several of our writers, the next 15 years will see the full integration of ESG into financial analysis and corporate decisions to reflect a triple bottom line.

As more individuals understand that their shopping and investing choices have impacts, they will want to make those impacts positive and sustainable. How will that happen? GreenMoney will continue to provide the answers.

In the special Summer issue: Amy Domini of Domini Social Investments shows us how the ‚Äúculture of capitalism‚ÄĚ will be fundamentally transformed; Gary Hirshberg of Stonyfield Farm outlines a dynamic future from food to technology, examining the challenges and opportunities of climate change; our favorite futurist Hazel Henderson spells out future global trends and counter trends; Spencer Beebe of Ecotrust keeps it green with an environmental discussion on advantages of Bioregions; and Joe Keefe of Pax World Funds shows us the road from Socially Responsible Investing to ESG and sustainable investing.

And if you want to get the 32-page print version (with exclusive features like the socially responsible mutual fund performance chart) of the special 15th Anniversary Summer ‚ÄėVisionaries‚Äô issue for the Special Anniversary Rate of just $15 ( discounted from $50 ), go to the GreenMoney Journal via our website at- www.greenmoney.com . See details below.

You can also find an extensive set of ‘exclusively online’ articles on our web site by sustainability leaders, including Joan Bavaria of Trillium Asset Mgmt, Barbara Krumsiek of Calvert, Woody Tasch of Investors Circle, Allan Savory of Holistic Mgmt. Intl., Jean Pogge of ShoreBank, author and vegetarian chef Deborah Madison, as well as Tessa Tennant and many others.

SUBSCRIPTION Information
Online at- www.Greenmoney.com
US – $15 a year, Canada – $20 a year, International – $25 a year
Cliff Feigenbaum, Founder and Managing Editor,
GreenMoney Journal and greenmoney.com
Co-author, ‚ÄúInvesting with Your Values‚ÄĚ with Hal Brill and Jack Brill
Subscriptions – (800) 849-8751
Email – cliffgmj@gmail.com

Policy Innovations: When Principles Pay

I found this at http://www.policyinnovations.org. It discusses the idea of when principles can be profitable in the world market. I like to think of ‘profit’ as much more expanded and profound than how we use the word in our society today. This video is worth a look. Tell me what comes up for you.

When Principles Pay

When Principles Pay
When Principles Pay

Insights on Team Identity and Self Expression

This is a real experience relating to my own personal authenticty awarenesss and development. I encourage you to do the same. Below are insights from John Voris of Authentic Systems after a healthy discussion on personal development and team building. Go ahead and listen in…

“Vic,¬† It was a pleasure talking with you. We have a great deal in common.

In the beginning, you seemed concerned with being boxed in and I hope that feeling lessened by the end of our conversation.¬† While we don’t like being labeled, we actually spend our entire life ensuring that we are. Individuality is not a state of doing in the sense of achievement but rather a way of life. It is how we pursue our desires. Liberty requires the freedom to choose the conditions in which to aspire toward our goals. Choosing our own direction makes our identity our own freely chosen.¬† Autonomy ensures self-development and cultivation of our faculties in the hopes of finding the best direction for full expression.

This self-direction finds structure by us always heading toward fulfilling our satisfaction of wants and desires and these passions are again structured in abeyance to the living design of our choices, heading toward our individual interpretation of what is fulfillment. The model of self is always imploding and feeding off itself.  Our identity finds definition in moral orientation that exists beneath the culturally imposed topography of self (Synthetic). We frame our inner self (Authentic) within a universally valid commitment and it is this commitment that generates our external manifestation.

If we were to lose this sense of orientation we would not know who we are. It is this linguistically transcending orientation that defines where you answer from when asked “Who are you?”. It is an abstract feeling that attaches to physicality of language. Our orientation is in this moral space–the¬† ontological basis to self. That is, to say that your Authentic Motivator is “Spiritual Connection” is a symbolic simulation at best.

To cultivate the “self” is to cultivate a “way of being” that has form. Even to say that all is relative and absolutes do not exist is still a “way of being.” Freedom is the willingness to be self-shackled.

I thought you might enjoy some additional thoughts on the subject.”

If you’d like to know what truely motivates you at your core, as well as what’s stoping you from achieving your goals, take John’s Authentic Identity Assessment and learn the truth about…you.

Vic on Sustainable Innovation

I have long awaited the day when business and technology begin to use principles of sustainability as the foundation for creating and using products and services. Well, the future has arrived and I’m all over it.

Under concepts like ‘triple bottom line’ and ‘social responsibility’ the idea of innovation is showing up in new ways. Thus, I will be spending ample time discussing these kinds of concepts and looking at how their use in day-to-day development within your company will dramatically improve not only your production but also your companies attractiveness to potential clients and investors.

All of us carry underlying beliefs that drive the creative process, and today’s view of innovation carries many assumptions. Unfortunately, these assumption lead to dangerous results because the correct ‚Äúchecks and balances‚ÄĚ have not been implemented. Because of this, it is now essential that we use a broader perspective when creating and assessing various forms of innovation.

One idea is to blend three different concepts of innovation into one; Social innovation, organizational innovation, and technical innovation. Each of these carry their own individual ability to create cool stuff. Yet, when actively used together during an innovation process as a sort of ‚Äú3-lens perspective‚ÄĚ your outcomes are kept in check and actually pushes you beyond your present level. Furthermore, it will help you to make better decisions for your company and for the planet. Using this 3-lens perspective, you will be able to track and monitor improved efficiency of the solutions or outcome you create.

So stick with me on this one. Let‚Äôs dive in with both feet and talk about this thing called ‘sustainable innovation’. I want you to ask questions and address some of your greatest fears, concerns … and, yes, potential opportunities that you think can arise by jumping into this new form of innovative process. Are you in?

Vic on Team Building

Allow me to set the context for this section of my blog.

For me, team building is a highly important aspect of any organization’s development. Very few of you will argue me that.

However, I propose that it is rare to see team building as a process that is directly integrated into the work that needs to get done. Instead, team building is done using separate programs, like climbing trees together, or goofy games that create bonding. Yeah, it does that to an extent. But there is nothing better than a team that builds itself amidst the project they are working on – and doing that consciously together.

Now ‘that’ is the best way to build teams in my view.

It is a method that I emphasize strongly during the discovery process as I believe it is the way to fuel deeper forms of innovation. When team building is separate from the work at hand, it is harder to relate what happened when you were hanging 100 feet in the air from a rope when – back at the company – a statement is made by someone that just doesn’t make sense. How do you team with that?

Integrate team building with your project and get better more sustained results. Then go out and have some fun outside of the workplace together.

Vic on Keepin' it Green – the Color of "Sustainable Innovation"

As most of you who clicked into this space: green is no longer a do-good concept. No, in fact it has become a manditory part of defining any business, any organization, any city … really anything that we humans have the ability to think about and create will forever be different because of the green movement and its identity with how we manage our home¬† – that big round house we call Earth and all the living communities that inhabit it.

Green for me, goes beyond the idea of ‘environment’. In fact, I find that most talk about the environment often separates us two-leggers with big brains; as if we lived in the environment but were not apart of it. This is a wakeup call: We are “THAT”. And this means that how we address green has to address our interconnectedness with anything that we normally discuss as if its something outside of ourselves.

So, in this section of the blog, we will be having conversations about green as essential to the way we see ourselves. From that we create what we need and what we want. This is called innovation from my view. So as we move into what many believe is a critical period in determining the future of human-kind, we will talk about things that address green (or sustainability) as a catalyst for creating next-generation innovation. This is why we have set the primary theme of this blog as ‘sustainable innovation’. Join me on this journey. Give me some feedback.

911 Revisited: Insights That Reveal Our Limits For Discovery

I find it interesting how our desire for ‘discovery’ is fueled only to the point where our innate fears reside … and then dies. Watch this 9 part youtube video series and then ask yourself. Why do we still feel the truth has evaded us? How does this reveal weaknesses in our social, cultural, and individual character? And what can we learn from these character flaws that allow us to create a world that works better?

http://www.youtube.com/watch?v=PSVgnsIJH4Y

Bottled Water – The Joke’s On Us (video)

http://storyofbottledwater.org

The Story of Bottled Water, released on March 22, 2010 (World Water Day) employs the Story of Stuff style to tell the story of manufactured demand‚ÄĒhow you get Americans to buy more than half a billion bottles of water every week when it already flows from the tap. Over five minutes, the film explores the bottled water industry’s attacks on tap water and its use of seductive, environmental-themed advertising to cover up the mountains of plastic waste it produces. The film concludes with a call to take back the tap, not only by making a personal commitment to avoid bottled water, but by supporting investments in clean, available tap water for all.

WATCH THIS GREAT VIDEO.
THEN CONSIDER WHY YOU ARE BUYING BOTTLED WATER.

 

Aug 11th Webinar: Sustainable Innovation from the Amazon

Runa: Energy, Sustainability & Innovation from the Amazon

A forefront conservation enterprise, Runa is partnered with native agronomists in the Ecuadorian Amazon to achieve market-driven restoration. The venture will be the first to market read-to-drink Wuayusa tea, a traditional beverage similar to Yerba Mate, that enhances mental clarity and personal energy.

Tyler Gage, Runa CEO, will be holding a WebEx conference to discuss the sustainable model that has won Runa awards from Brown University and the State of Rhode Island.

Date: August 11, 2009
Time: 1:15 pm, Pacific Daylight Time (GMT -07:00, San Francisco)

Please follow these easy steps to join the WebEx meeting:

1) Please note the meeting password: amazanga

2) Click on the link below to join the meeting. ( If prompted for security warning, please select Yes)
https://meetings.webex.com/meetings/j.php?ED=7004492&UID=0&PW=199d41050c4c4a120a5a50

3) Call the teleconference number below if host has selected the teleconference.
When prompted for meeting number enter: 613 050 667
Teleconference: Call-in toll-free number (US/Canada): 866-469-3239
Call-in toll number (US/Canada): 1-650-429-3300
Toll-free dialing restrictions: http://www.webex.com/pdf/tollfree_restrictions.pdf

If you need help joining this meeting, or would like to set up your computer prior to the meeting, click the following link
.

We look forward to your participation…

Andrew Mount
Development Officer
Runa LLC / Fundacion Runa
www.runa.org (site under construction)

Vic’s Supplements Plan For Wellness … and Sustainability

Our wellness influences what we create as human beings and how it either supports or depletes the world’s complex ecology of life – a planetary well being, so to speak.

Our individuality is made up of a physical body, mind(fulness) and thoughts, emotions and attitude, and spiritual connection with something greater than us. The interactions between sustainability, leadership, collaboration, and innovation (my favorite subjects) start inside ourselves. That is, how we treat the inward effects the outward. Each then, are tightly connected to other bodies, thoughts, emotions, and spirits that make up a collective of creativity, and the outcomes of our innovation and creativity start with you and me feeling whole as individuals. Keeping our bodies attuned within a now toxic environment becomes very important. To be global change agents, we must recognize that all four areas of inner being affect the same four aspects of an outer being that is realized within our communities and the earth as a whole. This is why some people call the earth ‘Gaia’, because it better represents our planet as a living being made up of an intertwined ecology of living things. This way of thinking is in fact at the source of all human development within the context of understanding a deep ecology. Let us come to recognize that giving credence to our individual wellness directly influences the next generation of innovation, and will be the result of a more conscious, collaborative, global design process.

That said, the outline below suggest some ways to use supplements to keep our bodies well. Everything below comes from a body-wellness perspective and is based on three key points …

1-Clean the colon (the ‘inner’ toxic environment)

Plain and simple: 90% of all human disease starts in the colon, so a clean colon is will prevent most of the stuff that’s killing or making us sick.

2-Alkalize the body (an acid world is an angry world)

pH balance is the best indicator of human health. Our body organs regenerate and rejuvenate when alkaline and get sick when acid. For example, cancer can not live in an alkaline body but thrives in an acid one. Also, a balanced set of healthy bacteria help to keep bad micro-organisms from passing further into your body, including one that seems to be prevalent in today’s highly food processed world known as candida.

2-Assimilation of nutrients (know how to take in the good while shielding ourselves from the bad)

I have found that, just because you take supplements does not mean that your body is taking in the ingredients. The body’s ability to break down and utilize supplements is as important as the supplement ingredients themselves. Laboratory-made ingredients usually are far less capable of assimilating properly than supplements made from natural sources because their molecular structure is often too large to pass through cell membranes and often do not have the carriers that help with the exchange processes in the body. So be sure that you consider this as part of your supplements selection process.

.

My solution:

This is not, by any means, a perfect solution – there isn’t one. I’m posting this because I want to share what I know through my own studies, hoping that it will encourage more of you change agents to build your own wellness solution.

1-Alkalize the Body

(a) Alkalize the body with pH drops

Drink lots of water throughout the day with drops in it. Try Cell Power pH drops and/or try Phion pH drops.

(b) Drink raw lemon juice

Lemon juice with touch of B grade syrup as lemons are a great alkalizer to the body and makes my stomach feel good. It cuts my apetite so its easier to eat way less food during day, which is very important. This program is called the Master Cleanse which uses just lemon juice. I‚Äôve gone 10 days with just this and no other food ‚Äď It was great, but takes will power I don‚Äôt have right now.

2-Cleanse the Digestive System

Clean out the colon and keep it that way. I like using Dr. Schultz 5 or 30 day bowel detox system, or something similar. Listen to his lectures on how he describes the interaction between a healthy colon and overall wellness – his approach is wise and sound.

 

3-Add Highly Assimilable Nutrients

(a) Nutraceutical
s

Vitamins do not get into the body due to size of dissolved particles, and our diets (even if healthy) no longer have the nutrients they once did due to destroyed soils. New vitamin products are called ‚ÄėNutricuticals‚Äô help get those needed extras, especially ingredients that get lost during food processing, such as aminos, enzymes, healthy bacteria. These are the two I use: IntegraMax and sometimes Eniva Vibe. Try both and see which one works for you.

(b) Superfoods with Juicing

Make lots of juices with live fresh vegies and fruits and add super foods. Top superfoods are seaweed, raw honey, wheatgrass juice, and whole crushed flax seed. Add Dr. Shultz superfood to your juice. Also, go get 2 to 4 ounces of wheat grass juice from a local juice bar a couple times a week. It is one of the highest forms of nature-made nutrition on the planet. Also add seaweed to your diet as it contains the macro and micro minerals that our diet does not provide anymore. And when you can, use raw honey in green tea and or just by the spoonful. The tea is high in antioxidants and the honey is high in enzymes, which are normally heated out of most all of our foods but essential for nutrient breakdown and assimilation. I often add all or any of these into my juice concoction, plus dark greens, carrots, raspberries and blueberries. All are extra high antioxidants, vitamins, and minerals. Mix up a juice to satisfy your taste buds, but just get it into your body.

(c) Probiotics and Fish Oil

An unbalanced flora allows the bad bacteria to populate and they generate major acid. Plus omegas help to reestablish cell membranes thereby reducing irriation. Take Jaro probiotics or Blue Rock probiotics (mix of 4 to 7 billion healthy bacteria types), along with a balance of omegas that come from clean fish oil pills that have total of 1000mgs of dnl and hcl (see backs of bottles).

 

4-Exercise to burn off stress

My stress level has been chronically off the charts for too long and is main reason for my acid reflux and stomach problems. Exercise helps but I still don’t do this one enough, but am walking now very often. It helps a lot. Looking forward to things has also has helped to calm down my anxiety. (Special note: I have also recognized that taking too many supplements causes stomach problems Рmore is not better. Monitor the quantities that work for your body.)

 

5-The ‘Magic Nine’ Foods For Wellnes

I have added eight foods into my diet that combine high levels of the magic that the body needs to run well. Note these foods are either ‘raw’ or properly ‘processed’ to retain their magic. They are: Fish Oil (omegas) Seaweed (minerals), Raw Honey (enzymes), Wheatgrass Juice (vitamins/minerals), Whole Flax Seed (omegas/fiber) [ground at time of intake], Blueberries (vitamins/antioxidants), Green Tea (metabolism/antioxidants), Cayenne Pepper [metabolism and circulation], and a Superfood Blend (vitamins/minerals) [best ‘processed’ combo I’ve found is from Dr. Schultz.

.

Note: I’m a believer in the products I’ve listed here through my own research and experimenting. I suggest you try them, but by all means, find the ones that work for you! In principle, emphasize prevention or cure solutions, and the use of earth-grown substances instead of lab-based pharmaceuticals. And recognize that BOTH supplements and pharmaceuticals have their place in wellness and well being.

.

If you have any suggestions regarding this list, please email me and let me know.

Vic Desotelle

.

Seemingly "green" state ballot propositions

The language of propositions can be quite manipulative. I often think I’m voting yes when no is what I wanted, and visa versa. Below is a trust-able source – the Union for Concerned Scientists (http://www.ucsusa.org), to help you choose well at the polls on Tuesday.

When you go to the polls this Tuesday, November 4, you will face a pair of seemingly “green” state ballot propositions.

As you may remember from our earlier e-mails, a closer look at both initiatives reveals fundamental flaws that make each initiative harmful, not helpful. Based on our thorough analysis of each proposition, the Union of Concerned Scientists urges you to vote:

NO on Proposition 7, which is loophole-ridden and so poorly drafted that it could actually hinder the development of new clean, renewable energy sources in California, like solar and wind power, and
NO on Proposition 10, which would throw nearly ten billion taxpayer dollars into a program promoting natural gas and other transportation fuels that could achieve little or no reductions in smog or global warming pollution.

On a more positive note, we encourage you to support a pair of helpful ballot propositions by voting:

YES on Proposition 1A, which is a bond measure to begin construction on a California high-speed train system. Once built, the train system is expected not only to ease growing automobile and plane traffic, but most importantly, to reduce emissions of global warming pollution and save energy overall.
YES on Proposition 2, which will ban some of the worst practices of polluting CAFOs (confined animal feeding operations), and is an important step in promoting a modern approach to agriculture that is productive, humane, and more healthful.

Read more on all four ballot propositions below and don’t forget to vote on Tuesday, November 4. Polls are open from 7:00 a.m. to 8:00 p.m. If you have a vote-by-mail ballot and haven’t already mailed it in, you can drop off your completed ballot at your polling location on election day. Thanks for your support.

Sincerely,

Chris Carney
California Outreach Organizer
Union of Concerned Scientists

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More Information about California’s Ballot Propositions

NO on Proposition 7
Shifting our country’s reliance from fossil fueled electricity to clean and renewable sources is one of the most effective ways to reduce global warming pollution. Combating global warming is the most significant challenge of our time. That is why it is so important to get the solutions right. Unfortunately, Proposition 7 gets it wrong, creates more uncertainty, and would likely set back our efforts to transition to a clean energy future.
Based on the experience of UCS experts on the design and implementation of renewable electricity standards in California and across the country, we are convinced that the serious flaws of Proposition 7‚ÄĒsuch as creating new compliance loopholes for utilities, setting counter-productive policies on energy pricing, and discouraging smaller-scale renewable projects-would prevent California from achieving our state’s clean energy goals. Worse still, if Prop 7 passes, fixing the initiative’s serious mistakes would require another new ballot measure or a two-thirds super-majority vote in the state legislature.
UCS strongly supports effective policies to increase renewable energy in California and is actively working towards increasing the state’s renewable standards in ways that will help, not hinder new renewable energy development in the state.
Read our detailed Prop 7 fact sheet online.
NO on Proposition 10
Because of its flaws and weaknesses, Proposition 10, would be a poor use of public bond funds at a time when the state is facing a multi-billion dollar budget crisis. Prop 10 would cost the state about $10 billion over 30 years to pay off both the principal ($5 billion) and interest ($5 billion). UCS is dedicated to finding and promoting cost-effective alternatives to petroleum fuels that will reduce the pollution that causes global warming, but Prop 10 is neither a smart nor a cost-effective solution. Three quarters of the $5 billion in bond funding in Prop 10 would be dedicated to incentives with flawed or inadequate environmental criteria. Prop 10’s rebates give natural gas an unfair advantage over other alternatives, while excluding or providing inadequate support for vehicle technologies that could provide much greater environmental benefits than natural gas in the long run, such as hybrid heavy duty trucks or plug-in hybrid electric passenger vehicles.
California has better and more cost-effective regulatory and legislative policy options available to reduce air pollution and global warming emissions from passenger and heavy duty vehicles. UCS urges Californians to reject Prop 10.
Read our detailed Prop 10 fact sheet online.
YES on Proposition 1A
This $9.95 billion bond measure will fund construction of a high-speed rail system in California which will eventually cost $40 billion when fully built out. The High Speed Rail Authority expects additional funds to come from federal and private sources. While we do acknowledge that the cost of the high speed rail is significant compared to other climate change solutions, UCS considers high speed electric trains crucial to solving our long term transportation problems and reducing the pollution that causes global warming. If ridership expectations are met, this high-speed train system would help reduce traffic demand along certain corridors, decrease the number of air flights, and help reduce harmful global warming pollution. Prop 1A has broad support among the environmental community. More information can be found here.
YES on Proposition 2
Many CAFOs (confined animal feed operations) use crates and cages to crowd too many animals into too small an area. Raising animals in these unnatural and unhealthy environments pollutes water and air, lowers property values in neighboring rural communities, and fosters excessive overuse of antibiotics leading to harder-to- treat human diseases. Passing California’s Prop 2 is one important step in promoting a modern approach to agriculture that is productive, humane, and more healthful.
Read our new issue briefing: “The Hidden Costs of CAFOs” (PDF file size of 1600 KB)

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Tell your friends about this message and the Union of Concerned Scientists.

If you received this message from a friend, you can sign up for the Union of Concerned Scientists.

Unbounded Particulates of Spirit

Unbounded (Particulates of) Spirit

work to be integrated

 

see the world differently

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Value Density (gravitational lensing):

All things manifest once a certain level of mass-density occurs; from galaxies, to planets, to organizations. This density can be realized physically, emotionally, mentally, or spiritually (we usually only consider ‚Äėphysical‚Äô densities in our science). ‚ÄėLensing‚Äô then, is way to bring focus to something and is what makes it apparent (a parent). Awareness and attention (a tension) of it initiates gravity and allows its birth into the world. [For example, when a telescope sees a star, … {not complete}].¬†¬†Values themselves are concepts (mental particles) that are like spinning star-dust. As these particles begin to cluster, they form into groupings (like planets, etc.) that take on identities of their own ‚Äď separate from the individual particles that created them. This is ‚Äėvalue-density‚Äô and is identified by the organizing principals that initiated their gathering (relates to WILL-gravity). Initially, the gathering comes from a desire to connect or be with other (relates to INTENTION-grace). [The {3rd point? of this trinity} relates to gratitude, …{not complete}]. This trinity is otherwise known as one point in a higher trinity set, that is called ‚ÄėLOVE‚Äô (the other 2 points in this set are Truth and Beauty). Love is a compassionate way of saying ‚Äėvalue-density‚Äô. http://www.inknowvate.com/inknowvate/trinity_concepts.htm

What I am describing here can be one of the deeper levels of the organizational mapping system.

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I saw Peter Russell last night, and it trigger my connection with the Great Archives of Knowledge (or a psychotic state of Self-absorption (same thing)). As part of our watchfulness, it was interesting that the main theme that came up in his presentation for me was the idea of WATCHING. In my trinity model (structure, pattern, process), I believe that the ‚Äúthought-geometry‚ÄĚ we discussed is the ‚Äėstructural‚Äô aspect for release (or escape), where the tetragramatron configuration associated with the Egyptian pyramids allows for focus and amplification of consciousness entering (becoming) Matter. The watching part is the action or ‚Äėprocess‚Äô necessary for the structure to become ‚Äėbendable‚Äô (like the spoon in Matrix (Ecology to Economy)), thereby allowing for the shaping of a portal from which we can move from the entramped feeling of being in a box we no longer want to be in, to the outside of the box ‚Äď all, by the way, done through a change in perception. Seeing the ‚Äėpatterns‚Äô that emerge then is the art of the Master shaping his/her World (Equity to Ecology). Once the cell wall of the intentional field is closed (or completed), thereby holding in the pattern (i.e. The mondala‚Äôs vessel for expression), then consciousness in‚Äôforms‚Äô the mind through permeation (or vibration) of the cell wall, which is how our newly emerged pattern identity stays in relationship with all that is (i.e. no One is alone (Economy to Equity)). It is the birth of a new view of the Universe (the god Argo). Now our new cell‚Äôs identity can‚Äôt not be seen by others until a percentage of other cells (usually ones that are also in the flux of its own emergence- i.e. Cultural Creatives) also identify (or resonate) with the new cell‚Äôs view. [I believe that it‚Äôs not as much a percentage as much as it is a spiralic influence (or rate of spin of activity) that ultimately creates the whirling movement into a black hole; which is Matter becoming dense.] It‚Äôs interesting to note that there is a relationship between this concept and DEpression. As Spirit impresses Itself on the cell, the cell becomes EXpressive (anouncing to the World who he/she is), and through that expression Spirit gets COMpressed into Matter (another way of saying manifestation). Depression then, is the return cycle of release, where the Myth generated by the first downward incorporation of Spirit into Matter (Flow), now returns to its Source (Eb) to be remember with the Greater Whole (God). This Eb process begins with a DECOMpression point of awareness (consciousness) realizes that its own pattern identity is no longer in resonance with the outer cells vibration(s)(change). With ‚Äėdepression‚Äô comes the inherent release of emotion (Spirit) from what has Mattered. During the Return, we pass again through the state of expression. But since there is hysteresis involved, it is MUCH more difficult to unleash Spirit from its previous Matter realization (hysteresis is Matter‚Äôs gate-keepers (the Lizards) holding onto what it knows. Love then is sensed during the downward entry of Spirit into Matter (a moving rush of joy- Birth), and Fear mostly comes during the return (release) of Spirit back into the Greater Beingness (motionless- Death). Since our work is emergent and not yet identifiable by enough other cells, the gravitation field is too small to be sensated by the human condition. Thus, it is important for us to converse, write, etc. about our new reality through a ‚Äúwatchful‚ÄĚ subtle eye. It is that watchfulness that allows a higher amplitude of vibration to be expressed (i.e. Outword from our cell). As other‚Äôs begin to resonate with that vibration, the gravity of the subject becomes more and more objective ‚Äď i.e. Manifestation from Spirit into Matter, whether that Matter is a mate or a career.

 

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Be Watchful Today:

Vessel of Matter

– What is your question? (the question is your answer)

Catalyzing Agent

– Is your touch stone in your pocket? (resonate with patterns that you are attracted to)

Blood of Spirit

– Who and what comes into your field of intention? (the stage is set; let the play act out)

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Sustainable Enterprise By Design:
 
Today’s emerging global market system requires companies to take a dramatically new view on how to develop their products, services, and clients. It requires businesses of all sizes to evolve their “organizational architecture” in order to compete. inKNOWvate proposes that an expanded economic model known as the ‘triple bottom line’ is a vehicle for enterprise change and success. inKNOWwate’s knowledge-base and provider-network is one of the highest in its field. Consider how Accenture may benefit from a relationship with us. I can be reached as per below.

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yes – here is the logic/flow/delusions/etc/etc…

Proficiency is another word for efficiency.

Efficiency in turn is tightly coupled/related to effectiveness.

And together, effectiveness and efficiency drive performance.

Performance is significant to creating maximum value.

Optimal value creation occurs when it is can be sustained for the long

haul.

Sustainable organizations create the greatest value, for the largest

number of stakeholders over the longest period of times.

So, the answer is yes because inKNOWvate is all about sustainable

enterprises….

ahmen

drew ;->

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‘Transmutation’ relates to the alchemical process of changing from one type of form into another. It is different than ‘transformation’ where this identifies form-change without atomic alteration (such as changing lead into gold, which is atomic alteration). Mythically, this relates to our cultural DNA altering its potential resulting in a new way of being. Myth underlyes the way we see the World and thereby how it forms itself. Myth is the story that, once unfolded, reveals the essence of -how- we are from -who- we think we are. Once realized and expressed, Myth can ‘morph’ (as in transmutation) into something that it was not previously. I see that our global (Gaia) system is undergoing a Mythical transmutation. As we become aware of the Myths from which we each independantly engage our World, we come to see that they are no longer working well. Thus, a new Myth will be created. Through an awakening process, this new Myth can emerge consciously (rather than the old myth, which is innately unconscious). Our separate national cultures will become understood within a global identity; a new more integrated Mythology for existance. Unlike the Phoenix which dies first and from its ashes comes renewal (transformation), the new ‘transmuted’ Myth will be more like the alchemical process of turning one metal into another.

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freedom > fate

slavery > destiny

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… you are working on a VERY profound and important ideal that bridges the gap between Spirit (Godness), Consciousness (the Bridge), and Matter (physcial Universe). As I like to say: “It’s in the Spirit (father) of what Matters” (mother) which results in our Offspring (Child) {new World]. By identifying human patterns of communication – through our use of symbology – we can influence physical phenomena. In a word “Magic” … real Magic, not hocus pocus magic. This is the realm where the Dark and Light Powers of the Universe (the Gods) play ball. It is the place where All becomes manifest. The Taro, and all other forms of Mythic representation, are merely a result of man trying to express the Energetic focal points from which interference patterns are generated … thus Matter emerges. The interplay of the 10 points on the Kabalistic framework are merely reflected images of the Taro cards and are expressions of Consciousness realizing Itself. It is this critical stage when we Humans go from being conscious (magical experience) to Beings that are aware of Consciousness (Magic-makers), and thus defines the chasm before us. Will we fly or fall?

A couple thoughts regarding symbology itself:

1- Through personal review, I propose that the ‘dimensionality’ of our symbolism be considered. That is, not just the kinds of symbolisms that are used, but also the symbolism of symbolism (what I call the ‘squared principle’) be contemplated as well. It is this level of awareness that will be necessary to penetrate the veil of deception (neutral statement) that we are all under at this present time.

2- It will be necessary to use an additional language (i.e. symbolic set) in parallel with the English language (the pprimary communication tool of the global community). This is because the linear-ness of the English language inhibits us from sharing/expressing wholistic concepts.

3- The Mythology (neutral) from which we realize ourselves is collapsing. This time of chaos, which carries both danger and opportunity, is what the Consciousness edge IS.

4- As Joseph Campbell (my Myth-mentor) said: Heaven IS on Earth.

What an amazing time to Be alive.

Vic

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What are your underlying concerns about religion? My question relates to the following: The way we humans organize is deeply linked to our underlying values, of which are often connected to our religious belief systems. Religion is the primary framework that we use (often unconsciously) to see our World. Thus, in order to be agents of change (assuming change is needed), I propose that ‘change agents’ need to consider what holds our exisiting orders of organization in place. I have found that the deeper I journey into the ways we humans organize (at any type or level of culture), the closer I find the need to review religious belief systems.

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the triple bottom line (and its overall 5-point architecture) as a framework for managing community values and assets.

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organizing hierachy:

community mythology

regional commerce

enterprise architecture

organizational development

business methodology

company practices

– we offer unique value as a company by integrating facilation (fluid, patterning, enabling, learning) with training (structured, directed, teaching) … i.e. ‘whole-system’ by definition

– link ‘learning collaboratories’ process with follow-up ‘needs assessment’ recommendations, drew sherlocks the symptoms while vic leads the facilitation

– write an article on the relationship between the science of company DNA and the ??? (not myth) of an organization

– myth defines the whole-system interdependency of art and science expressed/interplaying within a culture

– announcement of the new inknowvate, the first to tell: Hina Pendle, Coleen Douglas, Daniel Robin, Michael Kaufman, Gary Merrill, Firehawk, Gine Johnson, Carter (chamber of commerce),

 

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4/8 As I mentioned, here’s what Monica and I have used for resolving and building our relationship: <http://www.imagorelationships.org/workshops>. We’ve learned so much about ourselves and about relationship. Together we are becoming mirrors of each other’s realities. I am finding that the deeper I look and see Monica, the more I end up seeing myself (Alice’s reflection in the mirror). My goal is to reach a level of compassion for both Monica and myself that I can step into the looking glass. The other thing we learned, is that the more we exposed our issues to friends, the more we learned that they too have been going through things. As a result, the support we have received has been incredible, and is what I believe to be what a whole community is really about.

 

4/5 innovation shows -up almost exclusively- through “story telling”

 

3/31 a ‘society-wide reorientation’ is necessary. Until this happens, putting ANYONE into political leadership positions (conscious or not) will be mostly futile. The reorientation he speaks of can happen if/when a few gather to review the mythology from which our cultural mythologies emerge. Only then can we change our world view and thereby our methods of manifestation (the magic of moving Spirit into Matter).

 

 

Vic Conceptual Book Notes (Misc)

– k(no)w is the source, that’s why saying ‘non’violence gives violence power

– ink Values Mapping: Value occurs when 2 or more things intcercept each other. Money exchange works when value is determined. (real or false value)

– blessing means ‘wound’

– braking molecular bonds are like breaking a curse

– religion is a bonding which relates to geometric shapes (st pat proc) and relates to bonding … sacred architecture (truth is about moving toward healing)

– negative ‘principle’ ?

– principle-making principles:

– any principles made must be created together (across aligned nodes) with awareness of 2 levels above itself

– idenity (loss/gain) paradox principle: our self identities are enhanced and more clearly defined when in collaboration with others

– alignment means enhancing identity by integrating into a whole

– cosmic is shaped like an egg: elongated and narrow at top and compressed and wide at bottom (i.e. electromagnetic field is not identitical across horizon equator but is across slice-cut of egg

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Ideally “Media” becomes the conversational thread that binds the community domains together. It IS the managing system that allows communication to occur between the domains, thus helping a community¬†to realize itself as an interdependent¬†whole-system. Recognize however,¬†that today media is merely a reporting vehicle of separate incidents that are disconnected from the over arching purpose of communty. Thus what is generates is a presentation to the community that distorts and disables its own innovation (i.e. innovation can only occur when the system being interpreted is viewed from a level (or two?) beyond itself. That’s what a ‘vision’ and a ‘mission’ are all about. This said then, media returns to being a carrier of the message rather than media itself being the message.

i want to thank you again for an interesting and engaging meeting – the best part for me being the networking and getting to know more folks…

also, i was thinking about the question you posed (last night) regarding the issue of what the future meeting “themes” could be.

well, attached is something that our friend vic put together as a “wholistic” framework for integrating the essential dimensions of sustainability called the The 15 (+1) Domains of Community Development”

perhaps you may find this useful for planning future meetings.

what may need to be added, is the aspect of a “twist”.

for example, last night’s meeting centered on the organic food component of the Food Domain.

the coming meeting in june will focus on the media; TV, print, etc.

ok, i suppose that media could be a blend of the following domains: Commerse, Learning, and Art.

you get the idea.

the benefit of applying such a framework, is that we can comprehensively “cover all of the bases”.

yeh, it will take a while (16 x 2 months = 32 months = uh, over 2 yrs…).

but, we will have seen quite a complete picture of what it takes to make sustainability happen…

anyway, just thought i would float the idea past you…

 

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Convergence and balance of what I call the ‘triple bottom line’ (Economy-system management, Ecology-system interdependencies, Equity-system relationships)

Equitability: The development of a learning community of professionals committed to global transmutation – where development of a diverse set of choices (which inherently generate interest-based responsibilities) is seen as an essential ingredient for the larger system’s survival and vitality (i.e. chaordic innovation).

Economically: Development of a micro-system of participants choosing to manage themselves and their organization with a broader comprehension of its participation within a larger organism – planetary, cosmical.

Ecologically: Design processes that flow with Nature’s (universal) emergent tendancies; where cyclic feed-forward and feed-back looping occurs in ways that create integration and inter-reliance on every other sub-system within a greater whole.

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change-learning facilitator = a person who creates a

learning environment where a group can creatively explore and discover new

ideas, thinking, etc. The primary focus of the facilitator is to ask

questions that focus the group’s attention on re-framing their outlook as

much as possible – in other words – to “change” their outlook on whatever

the issues they have choosen to meet about. “Change-learning” then, is an

approach to learning that focuses on exploring how much individuals and

groups can change the entire framework of their understanding for a

particular issue, problem, etc.

>From a Systems Theory POV, change-learning refers to the process of

understanding the issues, problems, designs, etc at hand as parts of a

system . This system, in turn, is part of a series of larger systems that

expand in ever-inclusive rings of concentric circles. Ultimately, the final

system of analysis is Universe. At the core, change-learning is the process

of understanding how the sub-system fits into Universe. To accomplish this,

would most defintiely require constant change of not only the understanding

but also, of how one actually learns….

The benefits of change-learning stem from the new and innovative solutions

that it fosters. These benefits arise out of fundmental changes to the ways

people understand the issues they are meeting about. This approach not only

provides more effecitve and efficient use of people’s meeting time, but also

provides long term benefits as well. Once an issue is undstood at a deeper,

more comprehensive level, the systems that comprise the context of the

issues can be better managed, predicted and communicated.

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As with most technology proposal requests, this one mentions nothing about the need for a “learning environment” from which innovations can emerge more readily. In most cases, a technology is only as good as the garden in which it grows. “Design Squared” suggests a framework for preparing that garden: www.inknowvate.com/design2

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inKNOWvate principles:
– conversation is the thread that holds ALL systems together; from Nations to airplanes– asking a question grounds you into the present, the source-point of all manifestation

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3e trinity word mapping

primary emphasis

ecology:    beauty, aesthetic

economy: truth, efficient

equity:     love, effective

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I feel that the emerging global economy will be based on a model of how Nature’s economy works which is nonlinear, cyclic, interdependent, etc. (Note that Nature is not conservative, but rather only creates HIGHLY consumable products – i.e. all waste is food for other systems). The new economy will be based on a model where macro systems are bounded by the activities of micro systems (rather than the present other way around). Additionally, it will operate with multiple localized currencies intertwined with a single global currency. … etc.

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(www.inKNOWvate.com). It relates to what I call “Organizational Architecture”, which I believe is an emerging field. (Note the word ‘field’ for me is a verb, not a noun, that correlates with pattern recognition, which relates to mandalas, which relates to sustainability, mythology, technology, and Nature¬†… more on that later).

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I’ve come to the conclusion that this ‘sustainability’ stuff is no longer just a good thing to do. Rather, it has become a founding principle for which we define and shape our businesses, cities, and nations. … big stuff.

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We see that your company is also working toward a ‘triple bottom line’ business model. Terra Nova seeks to work with other companies like yours that know committing to a higher level of strategic planning and market determination will reap them rewards. For example, we believe that the investment your company chooses to make by allowing “x” will return itself 10-fold. How? By aligning our organizations, we will be participating in an already existing market-share that awaits our presence. Otherwise known as the ‘Cultural Creatives’ marketplace, these customers are interested in buying from companies that offer more than a good product, and they’ll pay more for it. They are buying from those companies who have defined a set of principles and have made commitments that directly influence the social, environmental, and economic conditions of our children’s future. This is the reason for our present difficult economic times: i.e. its not being appropriately addressed.I propose that, by looking at our bid from a single ‘bottom line’ point of view and determining we “cost too much” compared to your other bidders is like telling a caterpillar that its taking too long to become a butterfly.¬†Our present comparative approach does not work any more. Instead, I suggest that¬†together we consider how our costs reflect the development of a sustainable landscape¬†and how it can indirectly improve (not deplete)¬†your financial concerns.

We would like to create a long-term relationship with you and your land. We will work with you over a period of time to implement your landscape and install elements that match your budget. This way, you can begin to demonstrate your commitment to a triple bottom line (sustainable) management program. Your INVESTMENT will (1) result in a better “x” that has less or zero impact on the environment, (2) incorporate social learning spaces that help to build community knowledge capital (which of course will be sponsored by your company),¬† and (3) allow our companies to develop a ‘Cultural Creatives’ market strategy that addresses a 21st century client-marketplace which chooses to invest sustainable businesses for their own future. (See

www.LOHASjournal.com). 

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the importance of DIRECT experience

…. awesome
 
True experience has recently become a primary theme in my life. I mean to DEEPLY saturate myself in what Life has to offer. I don’t always seem to enjoy it, however it seems to be taking me on a journey of ‘over’standing what I once stood under.

 

Henry David Thoreau

                              Walden 1854

       

        “The student who secures his coveted leisure and retirement by

systematically shirking any labor necessary to man obtains but an ignoble and unprofitable leisure, defrauding himself of the experience which alone can make leisure fruitful.¬† ‚ÄėBut‚Äô, says one, ‚Äėyou don‚Äôt mean that students should go to work with their hands instead of their heads?‚Äô¬† I don‚Äôt mean that exactly, but I mean something which he might think a good deal like that: I mean that they should not play life, or study it merely, while the community supports them at this expensive game, but earnestly live it from beginning to end.¬† How could youths better learn to live than by at once trying the experiment of living?¬† Methinks this would exercise their minds as much as mathematics.¬† If I wished a boy to know something about the arts and sciences, for instance, I would not pursue the common course, which is merely to send him into the neighborhood of some professor, where anything is professed and practiced but the art of life; to survey the world through a telescope or a microscope, and never with the natural eye; to study chemistry, and not to learn how ones bread is made, or mechanics, and not learn how it is earned; to discover new satellites to Neptune, and not detect the motes in his eyes, or to what vagabond he is a satellite himself; or to be devoured by the monsters that swarm all around him, while contemplating the monsters in a drop of vinegar.¬† Which would have advanced the most at the end of the month,- the boy who had made his own jackknife from the ore which he dug and smelted, reading as much as would be necessary for this- or the boy who had attended the lectures on metallurgy at the institute in the meanwhile, and had received a Rogers penknife from his father?¬† Which would be most likely to cut his fingers

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jlfoqel@sbcglobal.net

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51 out of 100 economies are corporations (51 corps, 49 countries)

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“Ecology challenges us to vigorous complexity, not passive simplicity.”

¬†¬†¬†¬†¬†¬†¬†¬†¬† –Joseph W. Meeker, June 1973

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11/12 Remember that what we are establishing in this business plan is that¬†‘economics’ does not directly have anything to do with money. It is not in and of itself useful (I believe) in a triple bottom line model to identify the economic sphere as ‘financial’. Instead, ‘economic viability’ means ‘how well are we managing our system’?¬† Healthy economics within a company means that the system has a management framework that generates organizational stability, including the management of its product/service development processes and also its cash flows [the river]. A company’s resulting representation of financial effectiveness (i.e. how much money it makes or looses¬†[the lake]) is a reflection of the organization’s management plan, which is inherently dependant upon the other two spheres as well.

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11/9

Something struck me a few years ago regarding construction and development. It occurred to me that the underlying mythology for how we build our cities is visibly evident, revealed within a primary archetypal pattern: the square. From rural farms to urban neighborhoods, our primary organizing pattern for building is done via a matrix of crossing grid-lines bounded by a square.
 
It bothered me for some time until I worked with a Sacred Architect friend of mine. Then, my concern changed into questions: What if that revealing square pattern was different? How might a different kind of pattern reflect a vitality that is missing within our societies and ecosystems? These questions helped me to discover that, our human technical society builds itself primarily based on squared straight lines set at 90 degree angles whenever possible.
 
Then, further insight came to me during a¬†recent study with the …………. institute. Nature does not grow herself along straight lines and squared angles. Rather, she emerges along non-uniform squiggles (rivers)¬†bounded by irregular circles (watersheds).
 
I began to imagine what we could create as a human(e) society if we shifted our underlying design principles (realized in the metaphor of the square) FROM [building isolated houses along a connecting grid of roads contained within squares] TO (growing interdependent habitats connected by squiggly rivers bounded by encircled watersheds)?
 
My belief is that, if the construction industry can create questions within this realm, within ten years we would see our communities transform from dying fractured-parts into enlivened fractal-wholes.
 
Food for thought.

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11/5/2003

Theme:   Commission-based programs can not work in a true triple bottom line organization
I’ve been struggling with the old commission-based sales model for a company. Although I believe it works well for a traditional single bottom line (1BL) company, I do not believe a commission program can work for a triple bottom line (3BL) organization.
 
Reasons are as follows (partial thoughts at this point):
 
– In a 1BL model (which itself is misinterpreted), the driving force is financial profit margins. That is, how much a business can make ($)¬†relative to how much it takes ($) to create and sell a client a widget. The money gets measured in isolation without regard to (or linking it to) the company’s product and services value propositions. From a 3BL perspective, although we are supposedly in a TQM-oriented business environment, financial quantity (low end economics-structures) over-ride product quality (ecological design-processes) and consumer satisfaction (social equity-behavior patterns).
 
– Commission-based sales programs are counter intuitive to creating relational-based client management programs. Putting them together by commissioning a sales person to build relationships¬†only generates employee resentment and client dissent, and a sales person’s inability to continue to build client relationship through and beyond the LIFE SPAN of the product or service being offered. Ironically, it has been determined that the greatest expenses in a business is building clientele, and yet there are no insentives to build long term relationships with them, since there are no money incentives (i.e. value proposition points) that are prolonged after a sales is made.
 
– In a 1BL model, consumerism is the driving force behind business development lead by sales and marketing (with design engineering and innovation lagging). In the new 3BL, conservationism is in relationship with consumerism (note consumerism doesn’t go away … i.e. Nature is a MAJOR consumer), and is lead by ‘whole-system’ design integration (business and/or R&D will either lead or lag based on company emergence¬†(CAS) and an¬†eb&flow¬†dynamic).

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Being involved with this kind of Work, i.e. creating vibrational sacred centers, aligns with my highest objectives and purpose. I have offerings, perspectives, and relationships that can be helpful for creating these temples. However, my view may or may not be in sync with what you are considering, so we need to talk further.
 
For example: The deeper meaning of ‘sacred architecture’ (for me) goes beyond the structural design of buildings and landscapes. It also deals with the way Life organizes¬†Itself via the Consciousness Flame; otherwise known as the Bridge between Spirit and Matter. Applying organizing frameworks that allow our human cultures to learn and evolve upon themselves is key to successfully manifesting ‘purpose’ within the structures and environments that you mention. Incorporating ‘Organizational Architecture’¬†can help your temple projects to shift¬†cultural behavior patterns that allow for the realization of a more sustainable, sacred, global¬†culture. This is the process of integrating the World’s presently independent village-oriented Myths (myths are transparent cultural belief systems) to bring forth a new interdependent Global Mythology … thus the concept of ‘sacred architecture’ has deep meaning for me.

 

 

Sustainability as a concept can be defined as a "set of principles" that

preempts a “way of practice”. That is, SUSTAINABILITY (a set of principles)

carry the seeds for determining what INNOVATION (a way of practice) will

look like in this 21st-century. Or, to put it in other words: To actually

become sustainable, we cannot focus on sustainability as actions (or ways of

practice) but instead see sustainability as guidelines (or a set of

principles) for creating and innovating. Seeing sustainability as guiding

principles rather than direct actions can help us to differentiate what we

define, what we do, and what is the result where becoming sustainable is a

result of seeing our world differently (principle) and then acting based on

that new view (practice). In this way, we can create a human(e) World in

symbios with our Earth as a whole … a whole of which we are intimately

apart, not upon. Differentiating ‘sustainable principles’ from ‘innovative

practices’ can help us to re-build our communities so that they (we) are

aware of ourselves as part of a more conscious, peaceful, creative, global

culture.

Similar to sustainability, peace is not an action in and of itself, but is

instead a -result- of practices based on a set of principles that exemplify

peace. If we want peace, let us not spend our energy protesting war because

it gives focus to an old, no longer useful mythology for creating our World;

one which sees ourselves as groupings of empires and kingdoms. In that myth,

the idea of war carries power. Let us instead become part of a culturally

creative movement that can shape a new myth for how we see ourselves. To do

this, we must first come to know what peace is and what peace would feel

like inside ourselves and within our communities. Then, together we can

create a set of guiding principles, followed by enacted practices that can

move us toward a way of life where sustainability and peace are inherent in

who we have become.

Vic

 

————

Whole-systems modeling

PRACTICAL

See www.inKNOWvate.com¬† under ‘triple bottom line map‘ for a useable business systems model.

I can explain how I am using this with a couple small businesses I am consulting.

 

PHILOSOPHICAL

generating           receiving                resulting

archetype            anomaly                 condition

 

(imply)                 (apply)                      (exply)

 

pattern –>¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† inspiration –>¬†¬†¬†¬†¬†¬†¬†¬† principle¬†¬†¬†¬†¬†¬†¬†¬†¬† [spiritual – energy]

process –>¬†¬†¬†¬†¬†¬†¬†¬† innovation –>¬†¬†¬†¬†¬†¬†¬†¬† practice¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† [mental – conscious bridge]

structure –>¬†¬†¬†¬†¬†¬† invention –>¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† policy¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† [material – form]

I often describe ‘systems’ perspectives to technology-oriented companies by describing the difference between INNOVATION and INVENTION. From a systems perspective are always looking at the emphasis and interdependencies between structures (inventions), processes (innovations), and patterns (inspirations). This concept is a whole book, but I will work with you on creating a conversation piece that works for your group.

An an example, in the space industry, an example of -invention- is the rocket-ship; a structure that took us to the moon. The -innovation- was the -inspiration- that catalyzed an ecosystem of people, organizations, concepts, and principles (most important), which in turn enabled an -invention- like a rocket-ship to come into existence.

To create innovation, the mind must co-relate ideas in ways never before conceived. It is the result of -inspired- aha’s that show up in dreams, walks in the forest, and through conscious questioning of our state of being. There is very little innovation in our society today. The reason (I believe) is because of the intense focus on invention in relationship to our present economic system, where making a dollar relies on one being able to sell something. In this state, inventiveness carries more weight than innovativeness. This is not a bad thing but rather out of balance in a time where innovation (not invention) is necessary to move us into the next stage of human(e) consciousness. Note that the idea of -inspiration- is critical here (a premonition of innovation) but I will leave this for another time.

That’s innovation. To create invention, the mind simply improves or tunes existing mental patterns and processes (a result of the original innovation) that make an idea better and better, such as the rocket-ship that is now known as a ‘space shuttle’. The original innovative -principles- along with improved -processes- resulted in dynamically more effective -structures- … that’s invention.

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Any Whole-System – of which the Trinity expresses its interdependent experiences necessary for wholeness – is ascribed with the Fourth aspect. Thus, the number 4 realizes its deeper meaning and purpose … completeness, which becomes known (consciousness) through the characteristics that emerge from the relationships between the 3 trinity aspects. The result of their relationships, generates an inner fullness (value/overstanding) and an outer emptiness (learning/understanding), which -in their comparative differences- Spirit is ‘allowed’ to move into Matter (or into ‘what matters’).

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MORE WHOLE-SYSTEMS MODELING

Your workshop exercise is the *quantifiable* (strategy) piece. Below is the *qualifiable* (values) piece. Together they create the potential for “whole-system” transformation via a new way of making DECISIONS.¬†Energetically the energy of each of 3 aspects [authority, power, and responsibility] reverses its direction in the transition from old to new myth.
 
Static time (mechanistic) reveals a snap-shot of a spinning top making times of transition difficult since there is a resistance to the inevitable nonlinear change that is now recognized (i.e. it passes knee of curve). Dynamic time (metabolic)¬†reveals an ebb & flow of these 3 aspects spinning/spiraling, with one leading and another lagging, and so on. An organization can awaken to the greater system of which they are a part by playing with #dynamic-states# (the union of movement and stillness) … thus a ‘whole-system’ emerges.
 
 
Beginning of workshop
 
old myth transform:
keeping things as they are … an emphasis on ‘WHAT’ … needed for inventing
 
-from without-                (embedded process)         -given to-
AUTHORITY   utilizes   POWER   to   delegate   RESPONSIBILITY
(embedded structure)     -for self-                           (embedded pattern)
 
 
 
***EXERCISE ***
 
 
 
End of workshop
 
new myth transform:
creating what’s to come … an emphasis on ‘HOW’ … needed for innovating
 
-comes from-                         (generating structure)                   -for another-
RESPONSIBILITY   creates   AUTHORITY   which   enables   POWER
(generating pattern)                -from within-                                (generating process)
 

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I became an ‘authority’ in my dream last night (I was driving a police car). I know that receiving¬†this gift comes with a new level of ‘responsibility’ along with a ‘power’ that must be kept sacred. This may be the dream I’ve been waiting for. It *empowers* me to be *responsible* for my own¬†and others well-being, which is my quest at this time in my Life. If the dream is what I sense, I¬†can now become one of the *authors* in the creation of a new¬†Myth; one for my-Self as well as the Planet. This feeds me and may help¬†to fill my emptiness with¬†^Spirit^ rather than¬†^spirits^. With your permission, I will stay in contact with you (and a couple other key people in my life) to help me <mentor>, <manage>, and <monitor> my transformation.

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What is Organizational Architecture?

It’s relationship to Creativity:¬†¬† Creativity is more related to ‘pattern’ than to ‘process’ but includes all three structure/pattern/process interacting together. Creativity is also connected to ‘organization’, especially where organs/organisms/organizations are identified by their patterns of behavior based on procedural activities and structural configurations.

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Community Development

Over the next year, we will focus on three key areas of community development:
 
First:      What it means to be a community and how the underlying principles and
              mythology of who we think we are as a community may be changing.
 
Second:  How we can evolve the practices within our community 
¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† by defining ourselves as a¬†‘learning culture’.
 
Third:      Suggest the kinds of policies that can monitor the
              efficiencies and efficacies of our evolution.

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What is an Organizational Architect’s Responsibilities?

***removed

 

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Together -along WITH our differences- we could¬†make a project like this happen. One that can ‘sustain’ itself beyond mind and matter.¬†It would be a real collaboration. One that is (of course) with more that just you or me, but where many would be included for their passions and expertise. A true¬†dance of Spirit.

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(ps) something you’d understand completely, I’ll bet. The honeybee population has been dying, can’t fight off mites and other diseases. A man got the notion to build a hive as nature has designed rather than the filing cabinet shape that humans have been using in the last hundred or so years. He built a hive with the same geometry as natural order would have the bees build, and his bees are now thriving!

Regarding the bees:¬† I believe that Energy is SPIRit which thrives by moving in SPIRals …¬†It dies when it encounters ANGles (ANGels), which is what happened to the bees. Since the human bee-box¬†‘architecture’ was not inclusive of energetic principles, the bees essence (or energy) became weaker and weaker. As Energy enters the corners of the box, energy-losses may be due to its transition into other dimensions and/or its attempting to become crystallized Matter . Living systems know how to balance the dance between spirited-matter and angular-energy (integrated dual opposites), which manifest as bodily-vessels that are the expressions of Aliveness. The bee-hive is a whole-system that is the result of this dance.

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I am presently working with groups looking to create change within their organizations, and I do believe they can affect change by initiating a -request- for change. This is done by building an internal group of individuals that are of the same weave of cloth and building a position for their request to be considered. However, this is only a request for change. The company (I believe) can not actually create -sustainable- change without going to its core to determine and transform its organizing mythology (organizational architecture). This process is initiated with “values-based” conversations, evolves into changing the *principles* on which the company was founded, which is then linked to new *practices* based on those principles, and finally development of company *policies* that can monitor its new practices relative to the espoused principles.

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8 gate process

I’ve applied your list to my framework to see where the strengths and weaknesses are for providing a whole-system solution. This will help me in our design conversations. Below is an organizing arrangement that can be used as a vehicle evolving a company’s processes.

 

o- MYTHOLOGY realization that underlies our views and actions {PRINCIPLES emerge, 1st cycle}

[how do we see the world?, what is our filter/lens? how do we want to see the world?]

 

i- AWARENESS of the present

[why are we here?, what has inspired us to move?]

 

 

ii- ACKNOWLEDGEMENT of the past

[who have we become?, what is our core myth?]

6) identify underlying values of the group

 

 

iii- VISION of the future

[what can we be, what do we intend?]

 

iv- MISSION to realize our place in that future

[what is our role/purpose in that future?]

1) develop a road map for Terra Nova aligned with Triple Bottom Line

economics (which will take the form of a business plan)

 

v- OBJECTIVES to get us there  {PRACTICES emerge, 2nd cycle}

[what do we want to do?, how does it help us/them?]

7) identify a ‘learning path’ for individuals and possibly for the group

2) identify goals (profit goals, other goals?).

3) discuss and become aware of the profit sharing options

5) brainstorm on operating effectiveness/efficiencies that improve

customer satisfaction and profitability

 

vi- STRATEGY to make it happen

[how do we go about doing it?, what relationships will enable those activities?]

4) become familiar with the financials of the business

8) develop a timeline with milestones and action items (including

roles/responsibilities)

 

vii- COMPLETION to know when we’ve arrived {POLICIES emerge, 3rd cycle}

[what makes us feel accomplished?, how do we monitor our success?]

9) Design the newsletter

 

viii- COMMUNICATION to others about sharing in our success

[who do we make a part of our community?, what is our message to them?]

 

 

in the second cycle, we become aware of the myth for which we are and begin to choose ways that begin to define the myth for which we want to become

in the third cycle, we are that new myth, the difference from the old myth era being that we are aware that the matrix and not unconsciously immersed within it

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I support your comments. Some of the sustainable modeling that I’ve been working on is based on the ‘triple-bottom-line’ concept which seems to be catching hold internationally. However, I am defining and using the term differently than how I am seeing it used at present.

The emergence of sustainability (for me) means that first there is a growing gut-feeling of something not working right. That ‘something’ has triggered the sustainability movement and suggests that we are beginning to recognize a accelerated break-down of existing cultural norms and community structures; not just at local isoloated levels but at a global inteconnected level. This, I believe is validated by the common threads of conversation occuring online relating to sustainability from all forms of communities on all continents. Thus, sustainability seems to be a request coming from an emerging collective consciousness desiring change out of a necessity to sustain our well-being. This is not just a systemic change, which to me means we would be using the same view or framework for seeing and changing our World, but instead is a quantum-system change which means that we have stepped out of our exising framework or mythology of who we think we are and how we make choices. Ultimately, it means the redesign of our human identity.

Now, this identity change directly relates to the design and innovation conversations that O2 members subscribe to. It is this deeper conversation that I believe will help us as designers to develop, and also receive acceptance for, new forms of products and offerings that are more appropriate for a conscious global culture. They will be the result of a new framework for organizing ourselves and our activities and relates to what I like to call a ‘regenerative commerce system’; one that provides Ecological, Economical, and Equitable products and services to our global communities. This is the triple bottom line, also known as the 3E’s.

Just as sustainability is defined in many different ways, these three E’s are also used in many different ways. ‘Ecology’ for example, is often used as another word for ‘environment’ when actually the word means interdependency of systems. It’s really an activity; a verb or adjective and not a noun. Even the related word ‘environment’ is seen as a thing separate from the human condition rather than intimately apart of who we are. Its definition actually means: The complex of social and cultural conditions affecting the ‚Äėnature‚Äô of individuals and their communities, both human and non-human.

Similarily, the understanding of what Equity means. Equity is often categorized with the idea of justice and human rights. This may be true, but when the word is studied a bit further, it actually relates to our notion of ‘choices’. For me, the word equity means the ability for a community to offer diverse choices to its stakeholders and community members and depends on those members having the know-how and ability to accept the responsibility of making healthier choices from a broader framework of understanding and questioning. Choices that can sustain not only the individuals doing the choosing but also enhance the well-being of the greater community.

The third ‘E’ is Economy which is also often used as a same-as replacement for the word money. However, it actually has nothing to do with money directly. The dictionary’s definition says it means ‘management of home or place’, where that place can be an ant colony, a forest, a company, a city, a nation, a planet, etc.

Finally, the inter-relationship between these 3E’s is what makes up a measureable system for exchanging money. Money is merely the symbol for the actions of exchange that occur between people as a result of seeing the whole system’s inter-dependencies (ecology), system relationships (equity), and system management (economy). I like to use a dollar sign with three lines rather than one or two lines running through the S to help identify the difference between single and triple bottom line.

This ‘sustainability’ topic actually triggers a larger conversation about ‘innovations’ and how it is different than ‘inventions’. I would like to share my thoughts on this with you but will leave it for another time.

 

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‘learning community’ by design

How do you avoid the ‘old’ principles, and help them grow into principles that are really new?¬†¬†

‘avoiding’ old principles is .. ‘un-avoidable’
growing new ones is also unavoidable if the garden is well prepared

How does your ‘learning environment’ work so this facilitation/growth can happen?¬†¬†¬†

zero-zero: … (premonition) activitity is based on the assumption there is a need for conscious change (rather than derived change), [more feeling than thought]
 
zero: the ecosystem (community) is watched to learn its Nature and a geometry (DNA) is proposed that does not de-stroy an old way, or de-fine a new way ,,,,¬†but merely allows for the re-alization of itself and give it the ability to re-fine, re-new, [more thought than feeling] …. (there is energetic geometry at work here)
 
first: a peptide bee flies into the garden seeking a desirable colored flower (leadership)… more important than what it takes from the garden (pollen) is what it provides the¬†garden: the ability for it to talk with other flowers (re-production) (communication)¬†
 
second: permission comes¬†from the top gardener to ‘create’, but¬†he/she/they themselves are not the changers, only the¬†catalyst to what’s to come
 
third:¬†a core group is developed based on conversations about integrity and principle (conversation cafes used) …. new PRINCIPLES are emerging
 
fourth: a network of creative people is formed and aligned based on passions for ascribed activities (learning exchange markets used) …. new PRACTICES are being formed
 
fifth: a practicing community is now vibrating, vibrant, alive …. (Collaboratories are used to build strategies and plans) …¬†¬†government now gets its new rightful place managing the relationship between originally committed PRINCIPLES and actual PRACTICES …. this is POLICY which is a way to -monitor- (or re-gulate) ourselves, not rule ourselves
 
there’s more at www.inKNOWvate.com
click on ‘learning community design’
 

How did you attract these community leaders to you? 

 
years of nurturing and building the soilby the way, in my first conversation with the mayor and councilmember, we discussed generating an elders council that would reside at the periphery of the government and act as a mentoring/advising committee. Those on this council would not come from traditional government status, but rather be held for those carrying the wisdom of the community

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Environment (our applied definition): 

The complex of social and cultural conditions affecting the ‚Äėnature‚Äô of individuals and their communities, both human and non-human.

 

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We recognize . . .

As a global society, a healthy environment can no longer be established without redefining the way we create our communities. Therefore, the Environmental Council has established a collaboration framework for bringing our region into economic, social, and environmental balance as part of our quest to heal the planet, starting with our own Santa Cruz and Monterey region.

 

 

Balancing The 3E’s of

Community Development . . .

 

Economic Vitality Ecological Stewardship Social Equity
System Management 

 

(Monitoring)

System Dependencies

 

(Connecting)

System Relationships 

 

(Choosing)

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What is a Sustainable Learning Community?

 

Sustainable:

Taking care of today’s needs while regenerating the means and opportunities for future generations to meet tomorrow’s needs.

Learning:

The ability to continually acquire, disseminate, and utilize knowledge that allows innovation to emerge, especially during times when change becomes an urgent requirement.

Community:

People aligned under common global values, energized by a rich diversity of choices in work, play, and service within their local sense of place. Together they envision and nurture a healthy, whole environment * for the well being of all living there.

 

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What is memory and how does it relate to soul, consciousness, and evolution? How does memory relate to technology?

 

www.inKNOWvate.com is a matrix of ‘sustainable-learning’ technology incubators that will be aligned across the planet. The first one will probably occur in California. The model is based on a 14-domain new-culture framework.

 

– Guided Evolution of Society (book)

– Servant Leadership (book)

www.spiraldynamics.com (values-based leadership framework)

– enfolding vs unfolding

 

– spirit/science synthesis

– syntropic dynamics within whole systems

– creating technologies based on the relationships between physics, biology, energy, and living systems

– modeling technology in the wisdom of nature

 

– the importance of switching to a 13 month (moon-based/sus-influenced) calendar system to transform our connection with earth and thereby our creations of/from it.

what happens when the Mayan/Aztec calendars end? … We get to create our own as creators of the new myth.

 

– is it art or is it science? … how can it be both? what are the deeper understandings of what art and science mean?

 

–¬†¬†¬† knowing that you know that you know

–¬†¬†¬†¬† corporation sole

–¬†¬†¬† periodic table¬†

–¬†¬†¬† emergent culture geometries)

                14 capacitive chambers

                12 inductive pathways

                64 interference points

                108 faces of God

                

–¬†¬†¬† 7 Rays

–¬†¬†¬† Life Mysteries News Briefs

–¬†¬†¬† Nyquist law of 2+ (awareness happens during the 3rd cycle)

–¬†¬†¬† -concept and behavior merge to create form-

–¬†¬† add definitions listing of new economy, ecology, equity, sustainability, …

–¬†¬†¬† (vic’s library of online sites)

–¬†¬†¬† www.ThinkFarm.org (under construction)

 

– generating multi-perspective decision-making concepts that can push us out of our existing innovations processes into something that is truly symbiotic with life.

 

– GREAT QUESTION YOU POSE:

“How do you model relationships between technological design, organizational learning, and cultural development?”

This is looking at 3 things:

        Рtechnological design [structure]

        (that which we create and how we create it)

        Рorganizational learning [process]

        (how we learn to learn rather than what think we need to learn in order to adapt to required change

        Рcultural development [pattern]

        (how the intent of technology impacts global culture(s), i.e. the interplay of unity and diversity also important here so   that mono-techno-societies are not estabished

 

ethics links

http://www.business-ethics.org/

http://www.business-ethics.com/

http://www.luc.edu/depts/business/sbe/

www.firo.net (relations training)

www.innov-ethics.com 

 

 

a rural renaisance: vibrant communities (Utne)

 

 

resilient communities links

 

– the separation of man from God (the original sin which occurred when man created man’s laws in favor over God’s laws):¬†¬† [an acceptable stage in any growth process]¬†¬† planet is going from teen-hood (independence, separation, self-identity, child) to adulthood (matured ego, relational, interdependent, parent) (Carl’s work)

 

– “transparency“: the paradox of being made safe by fully exposing or revealing one’s self to all, rather than making effort to stay hiden (ex: trying to stay hidden from ‘big brother’) When in full view of God, no one can touch you [corp sole concepts]

 

– Servant-Leadership www.greenleaf.org

 

– ???¬† electron phoenomena moves along .. straight (curved space) lines … physical surfaces

¬†¬†¬†¬†¬†¬†¬†¬†¬† magnetic moves multidimentionally across the volume of a sphere (radiant) … etherical spaces

 

– the masculine side of all of us … that part of culture that needs to manifest … existing culture attempts to kill that getting done creativity …. ego (susie herrick) development (sacred technology development)

 

 

– manifestation: heart cells (disheartened) same as brain cells, heart-field … brain-form

manifestation

womb is mother from which no-thing emerges

spherical mother matter (yin with dot of masculine electron expression) ,

seed is the germ within the womb for which some-thing IS

vectoral father (yang with dot of feminine magnetic expression),

SPIRal ….. SPIRit …. the messenger, carrier,

it is light itself, the bridge between father and mother, making up the trinity

heart generates the life emergence field (the feminine womb)

brain is the form-maker (the masculine seed)

conceptual idea _____ CAZUM ____ behaviorial practice

 

 

– the collective story book written by ‘alluvous’ rather than ‘anonymous’

 

 

– mirroring:¬†¬†¬† technology is an extension of our senses reaching out into time and space in an attempt to touch and see God, He as creator … to be God, We as Creator … one in the same

– bringing the divine into matter

 

– to be in the world but not of the world ….. >> transform >> to be in the world AND of the world (heaven on earth)

 

Рa mythology relating to the formation of the technical/wisdom council:      Narcissus and Echo

arrogance (opposite of confidence) is the first step in imagery (identity) of one self relative to the whole [the diversity/unity relationship of divinity], see dictionary for definition of Narcissism, Narcissus, and Echo

– my view on technology council re-presents the revelation in the myth, i.e. offering the gift of the past into the present (gift) … narcissus arrogance is the first cycle (stage) of seeing himself as the carrier of godliness, second level arrogance, one sees himself (the reflective mirror) for who he is in relation to other (echo was a woman he loved who became a mere echo)… going from her separateness into being a reflection of narcissus being, i.e. one with him … i.e. in love with himself … at the second level of arrogance this becomes clarity, narcissism is a misunderstood because it is seen as a crystalline form rather than also seeing it as a fluid morphic process…. a transformation …. how the tech council forms itself it directly related to this light container reflection so that those of it and the technology itself can not only be seen, but through that seeing also see itself ….. i.e. consciousness

 

 

РAlchemistry Websites   http://www.alchemylab.com/websites.htm

    home learning course 

 

 

– things to be aware of but NOT to focus on (create a special container to store items like this)…

Nanotechnology and International Security

http://www.foresight.org/Conferences/MNT05/Papers/Gubrud/index.html

 

 

Рarchetype:  an original model or type after which other similar things are patterned (synonym: ideal)

Рarch:  unattested

 

– using words (alphabets) as vibrational conceptions (fluid forms …. dynamic¬† … what is becoming) rather than as blocks of information (crystaline forms … static … what has been)

 

– to source knowledge beyond mind, one must learn to be in the now (tole) … today’s point in evolution is to go beyond mind (the beast that controls society) to a higher frequency of consciousness … result will be a pulsation between thought (moving toward form matter) and & no-mindness (movement toward spirit energy) … it is in this dynamic gap that creation emerges (vic) … the mind merely gives form to the creative (no-mind) essence …. wow <—> now ….

 

– Decarte: “I think therefore I am” was the beginning of the separation between God and Man. (it is a flawed philosophy)¬† It stopped us at the point of mind rather than knowing mind is merely a bridge connecting spirit to form.

 

– “Budda” means ‘awakened state’ (more quantum wave based).. it is a verb and is NOT the noun meaning this guy named ‘budda’ as it is normally taken to be¬† …. ‘Christ’ is the same issue … it is a verb meaning awakened (more quantum particle based … geometric ‘chryst’al form emphasis)… it is not synonomous with ‘Jesus’ for he accessed his Christo .. we all have that potential …

 

– three key shapes that relate to the trinity:¬† is the sphere (spirit here, femine, nonlinear, STRUCTURE crossover?), vector (directional, masculine, linear, PROCESS crossover?), spiral (also spirit all, movement, consciousness, the interdependence of sphere and vector, PATTERN crossover?) [note that ‘wave’ is actually a 2-dimensional image of the real 3D spiraling action]

 

– three (trinity) levels of evolution of all expression/comprehension … (for example, understanding the term arrogance … 1-being its existing surfacy comprehension—structure, 2-proceeding into its deeper purpose through use, 3-seeing a deeper level of meaning) ….. the movement of expanding and contracting consciousness reaching its own boundary (1, journey out), being of that boundedness (2, the return), seeing that of which one is bound (3, awakening) ….. placing no judgment on boundedness since it is the grail (womb) for which the essence (spirit of child creation) can be held …

 

– god knows of Itself through the relationship between father spirit energy and mother matter form … a deeper knowing of GOD is that It is the interplay .. the dance … between spirit and matter … not just spirit which also points to mans separation from god through a half understood whole. God is not above form, It IS form as much as It is spirit. … concepts like these are critical to the creation of sacred technologies (i.e. that which we create being conscious of its true essence)

 

 

 

– Word Mapping …

Centering Focus Word Set …>>>>¬†¬† Language/Values/Learning/Sustaining

Language play: {create a page} many key words have now taken a 180 degree shift in meaning [ex: chaos] …¬† other words have been distorted [ex: cohort (business partner) is from co-heart] …. build a list of these words as fodder for collaborations, gate1/awareness stage?

 

 

– In a post-industrial society, sustainability has become the driver of innovation (and thereby economic stability)

 

– 2 key questions for any technology created: 1-what is made, 2-how its used

 

_____________________________________________________________________________

Company $ Value Description

Clarifying mixed messages

Executive Summary: An Overview of

A-   Market Impact  (economic profit) and

B-  Values Relationships (ecological & equitable profits

                1- Rolltronics multi-dimensional organizing framework

                           Below is a 2 dimensional view using the triple bottom line concept

Market Impact ->

Organizational Relationships

ECONOMICAL

$

new manufacturing process

ECOLOGICAL

$

reduced footprint

EQUITABLE

$

emerging global ethics

3-line

dollar sign

STRUCTURES (frameworks)purpose of Rolltronics and how the world benefits
PROCESSES  (Flows)(technologies)

Developmental Flow Diagram (see next page)

Description

Links

For each box

PATTERNS  (Vibrations)(behaviors)

 

 

2- Corporate responsibilities to Stakeholders

For a 3rd dimensional view of above:

(see  www.skyboom.com/desotelle/TripleBottomLineMatrix.htm )

 

 

3- Commitment to closed Loop Technology Processes

For a 4rth dimensional view of above:

(see www.skyboom.com/Closed4LoopMetabolicDevelopmentSystem.htm  )

 

                4- Integrated 3E Developmental Flow Diagram

                                    For a systems view of the above 3 items, see next page flow chart

 

***  INVESTOR Value Add comes in

COMPARING the above framework with

 today’s 1 dimensional view of  profit ($)

 

 

– chaordic

– resonant communication

– from fixing problems to generating solutions

– evolution of market …… product -> service -> information -> knowledge (see global com presentation)

– forget (gate 1, awareness) to forgive (gate 2, acknowledge) to forsee (gate 3, envision) to forgo (gate 4, mission), to forge (gate 5, object-ives)

– cloak of anonymity: transparency¬† …¬†¬†¬† private information, zero knowledge (knowing emerges through relationship which is not proprietary)

– quantum concentration

– candice pert: you body is your subconscious mind … our bodies are more like a flickering flame, chakas are minibrain convergers: im-unity

– misinterpreted truths: such as pythagorous (a mystic much more than a mathimetiion … yet, at a deeper level, myth is the math of God …

– emerson: to return to a place and see it again for the first time

– of culture and council

– CLUSTERING a growth concept of gravity generated by co(m)passion

– Fluidic Crystal concept: uniform marbles of same size lock up (crystalize), nonuniform marbles of many varied sizes keep the interns of the sphere moving … associate with the need for corporate (global) businesses in collaboration with small (local) businesses [big fish /small fishes] feeding the vitality of a community’s creativity and economic fluidity

–¬† add Vic’s old symbol sketches that were done in MSWord to inKNOWvate environment

Рcreate a catalytic word map using:   values, learning, language, sustainability

–¬† www.periodicchart.com (3D rotating map of elements relates to organizational geometry)

http://www.sonic.net/bernard¬†¬†¬†¬† the meaning of dimensions behind the globe’s pyramids, the philospher’s stone

– ‘borderland’ newsletter on plus-one energy (larry spin?), through randy masters

Your perspective .. your Work .. is an important part of the emergence of global-culture. I hope to blend my own Work with yours so that, together, we can participate in the co-creation of a world with those seeking renewal, intrigue, innovation, and remembrance. To once again KNOW who we are as a human(e) race.

 

———————————

Drew Conversation

– Japanese traffic flow (to enable PRT project)

– multi-nucleus mushrooms (relate to 3E tri-nucleus regional diagram)

– nature’s DNA works on a 4-fold (3D triangulation)

– from architypes to embodiment (relate to sacred geometry pre-form-ance_

– energy, shared distribution (coop principle)

– we learn between the concepts, (organizational learning principle)

differences, by contrast

– symmetry is when no variables (emergence, emergency, sustainable design)

are changing

– bifrication at maximum diversity (how to relate to a mono-cultural (minimal change)

society needing to change)

 

 

> I have been working on frameworks for engaging organizations and communities

> in new-culture-making. A major part of that work has taken me to a deeper

> understanding of what ‘sustainability’ really is about. I have learned that it

> VERY different than ‘environmental’ practices and thinking.

> Einstein’s believed that we can not solve our problems using the same thinking

> that got us into those problems. Similarily, I believe that we will not be

> able to solve environmental problems by focusing on the environment itself.

> Instead, we will need to take a much broader, more systemic approach. The

> environmental crisis is a result of our linear, non-wholistic thinking. By

> staying with that perspective, we will only allow ourselves to clean up our

> messes rather than resolve them, and at a slower (not faster) rate that we

> create them.

> I have accumulated some insights that may be of help your new position. New

> thinking that will be essential for ability to politically manage the crisis.

> By the way, crisis actually means ‘danger AND opportunity’. See description of

> Chinese symbol: at http://www.energycrisis.com/ch/crisis/

 

– organizational learning sites

5 dimensions of co-intelligence:   http://www.co-intelligence.org/I-fivedimensions.html 

Communities of the Future. http://www.communitiesofthefuture.org/

Laszlo Syntony Quest.

Heiner Benking, Conceptual Institute.http://www.ceptualinstitute.com/genre/benking/landscape.htm

http://newciv.org/cob/members/benking/

Banathy, International Systems Institute. The New Agoras

 

 

– 13 moon (mo(o)nth) calendar (governance of cosmic time), 12 month calendar (man’s time)

– portals: a movement through, from something old into something new

– confusion: con=with, fusion=coming together, square principle: coming together together, the state before a new identity is realized … where organizations, and society as a whole, are at the present time

——–

Doing more with less is a very important starting-point. However stand-alone, it is a dangerously limited perspective.¬† It’s true that we are making better thinking tools using less and less material. However, more-with-less does not account for sales to increasing market populations and increasing rates of next-generation products.¬†‘More with less’ is about efficiency and must be incorporated into the (7Ee) model, but alone it is not a sustainable model.
 
…. note also¬†the ‘rebound effect’ concept.¬†
 
(the 7Ee’s)
 
3 are emphasized under
BUSINESS DEVELOPMENT
¬†¬†¬† The 3E questions (big E’s) :
            How is it Ecological? (system dependencies)
            How is it Equitable? (system relationships)
            How is it Economical? (system management)
 
4 are emphasized under
TECHNOLOGY INNOVATION
¬†¬†¬† The 4e questions (small e’s):
            How is it effective? (design value)
            How is it efficient? (design conservation)
            How is it esthetic? (design beauty)
            How is it empathetic? (design compassion)

———————————————————–

concepts, and principles for the Technology Center at Fort Ord in Monterey.

We will be discussing:

1- … Ideas relating to ‘Building Sustainable Learning Communities’ using your concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.

2- … The knowledge domains of inKNOWvate which are Awareness, Transition, and Implementation, as a suggested framework for realizing innovative forms of global community.

3- … How TECHNOLOGY can become a primary vehicle for realizing and expressing emerging global-culture value systems, knowing that integrating such principles into organizations (including the perpectives of Ecological Stewardship, Social Equitability, and Economic Viability) will be key to business success in the new millennium.¬†

4- … How to offer a reachable languaging system that allows these concepts to become understandable, acceptable, and applicable for those less experienced in defining the dynamics of an interconnected global society.¬† This will include discussion around the value of incorporating dynamic group-learning processes and environments as part of a knowledge-based technology business center.

————————————————

 

Creating Resilient Communities

inKNOWvate focuses on ‚ÄėRegenerative Commerce‚Äô, a system based on a broader understanding of the term ‚Äėtechnology‚Äô. Housed in the future ‘inKNOWvation’ center, we will be considering how advancements in: energy generation, home building, food growing, clothing manufacturing, complementary medicine, transportation, and other industries can be leveraged to create a unique identity for the greater Santa Cruz/Monterey Region; one that is interdependent rather that codependent on Silicon Valley.¬† The center will offer tools including decision-making frameworks such as the 3BL matrix to help create balanced organizations and communities.

------------------------------------------------

Vic carries six years in sustainable business and community development. He also has thirteen years of engineering and management experience in the high tech electronics industry. His primary focus is to unlock the learning potential within organizations so they can begin to create products, services, jobs, and habitats that fulfill the social, environmental, and economic needs of today’s communities.

 

“What drives the economy is: 1- education of the people and 2- their innovations.” Amazon Books CEO

———-

3BL corporate value frames

Chaordic principles are important to my consulting work, which focuses on ‚Äėsustainable enterprise development‚Äô. This involves helping companies and cities define themselves using a triple bottom line framework. It includes values and organizational learning as central themes for allowing companies to realize sustainable change. Transitioning companies from a single to triple bottom line architecture guarantees chaos, and I seek to offer clarity and safety as they move toward there new state of operation – one that balances the ecological, economic, and equitable aspects of the triple bottom line.

 

Corporate $ Value Description

Clarifying mixed messages

 

Executive Summary: An Overview of

A-   Consumer Market (broaden term) Impact  (economic[financial] profit) and

B-  Values Relationships (ecological & equitable profits ?)

               1- Rolltronics multi-dimensional organizing framework

Below is a 2 dimensional view using the triple bottom line concept

Market Impact ->

Organizational Relationships

ECONOMICAL

$

new manufacturing process

ECOLOGICAL

$

reduced footprint

EQUITABLE

$

emerging global ethics

3-line

dollar sign

STRUCTURES (frameworks)purpose of Rolltronics and how the world benefits
PROCESSES  (Flows)(technologies)

Developmental Flow Diagram (see next page)

Description

Links

For each box

PATTERNS  (Vibrations)(behaviors)

2- Corporate responsibilities to Stakeholders

For a 3rd dimensional view of above:

(see  www.skyboom.com/desotelle/ TripleBottomLineMatrix.htm

3- Commitment to closed Loop Technology Processes

For a 4rth dimensional view of above:

(see www.skyboom.com/ Closed4LoopMetabolicDevelopmentSystem.htm )

                4- Integrated 3E Developmental Flow Diagram

For a sytems view of the above 3 items, see next page flow chart

 

***  INVESTOR Value Add comes in

COMPARING the above framework with

 today’s 1 dimensional view of  profit ($)

 

visual example of a linear/nonlinear interdependent image (of california coastline?) (from artbell website)

 

——————–

sacred technology:¬† the spirit of the ‘matter’The Pelican represents one stage in a series of alchemical processes
 
The soul, in the meditations of soul alchemy, touches upon the spiritual world, and brings something of this back into the outer life again. The birds as symbols mediate between the physical and spiritua1 worlds, they reflect certain archetypal experiences encountered by the soul in its development through the alchemical process.

——————-

 

Notes from a conversation between Vic & MTW
– The key to building a company is through stories
The essencial question of story (essence) is : How do we reveal ourselves?
       (image representation: this line floats across a web page)
– Stories are a past/pathway/portal into a company’s soul
– We reveal soul through the telling of our stories
(revelation/insight/aha comes through the experience of story-telling)
– … and through it, we create new myth:
A blending of emerging archetypes that hold/express the way in which we create ourselves.
– Dialogue: it’s about trust … Done through conversations that do not have a fixed PRE-agenda
How do we give permission, to US as a company, to have ongoing conversations that allow
emergence (not knowing the outcome) and see them as crucial to our success and our own sustainability.
– The responsible ‘voice’ of the company
– We are coming to represent the new myth. Yet, we exist in between the old myth and the new (i.e. living on the bridge)
and must live in that place of creative tension.
– We are becoming an intentional community.
– People dont read websites, they read what interests them. Our web site will not be a static medium.
It’s intent is not to as much to present and promote RTC as much as it is to mirror and reflect the evolution of our organization.
It’s to TELL rather than SELL.

—————————————

Advaita Vedanta: the path of non-duality

In the Sankrit language Advaita means “not two” and Vedanta means “the END OF KNOWLEDGE”.

—————————————

vic’s book: Fire in the Rose:

Beyond a Dualistic Nature (about a knowing)

—————

‘ Vay ‘ as the fundamental sound of creation.

How does the fundamental sound ‘ Vay ‘¬† (VEdic) (innoVAte) relate to

————–

noosphere technoetics

the collective learning organization
(past thinking is becoming present behavior)

“No one can deny that a network (a world network) of economic and psychic affiliations is being woven at ever increasing speed which envelops and constantly penetrates more deeply within each of us. With every day that passes it becomes a little more impossible for us to act or think otherwise than collectively.”

– Pierre Teilhard de Chardin (1881-1955)

(The Formation of the Noosphere, 1947)

 

sphere of energy in motion (dynamic Enneagram)

————————

‘ego’ is a misperceived notion: to evolve consciously, one does not kill the ego but instead matures it to It; an awareness of the difference between personal self and higher Self. Manifestation and use of technologies have everything to do with ego maturation. A mature ego has integrated the masculine and feminine principles of existence.

—————–

we are adjectives, not nouns

—–

– The key to building a company is through stories
The essencial question of story (essence) is : How do we reveal ourselves?
       (image representation: this line floats across a web page)
– Stories are a past/pathway/portal into a company’s soul
– We reveal soul through the telling of our stories
(revelation/insight/aha comes through the experience of story-telling)
– … and through it, we create new myth:
A blending of emerging archetypes that hold/express the way in which we create ourselves.
– Dialogue: it’s about trust … Done through conversations that do not have a fixed PRE-agenda
How do we give permission, to US as a company, to have ongoing conversations that allow
emergence (not knowing the outcome) and see them as crucial to our success and our own sustainability.
– The responsible ‘voice’ of the company
– We are coming to represent the new myth. Yet, we exist in between the old myth and the new (i.e. living on the bridge)
and must live in that place of creative tension.
– We are becoming an intentional community.
– People dont read websites, they read what interests them. Our web site will not be a static medium.
It’s intent is not to as much to present and promote RTC as much as it is to mirror and reflect the evolution of our organization.
It’s to TELL rather than SELL.

———————-

humans developments occur by creating adaptive pressures through conversation

———————

combining living system theory (feminine) with organizational development modeling into a broader experience for companies (masculine)¬† … creating a curriculum & exercises

———————-

– Mayan ‘calendar’ is NOT an obsession with time:¬† its not a calendar … not linear but radially reciprocal …

– a circuit is stream of energy who’s origin and end are one (Jose Arguelles), the galaxy is a giant circuit, galactic core

 

image of organizational form within a fluencial sphere

 

 

 

http://www.johannesburgsummit.org/

Johannesburg Summit 2002

The official United Nations website for the ten-year review of the

United Nations Conference on environment and development.

 

http://www.angelfire.com/sys/popup_source.shtml?Category=people

Why does consciousness exist at all?

 

What Number Is God? Metaphors, Metaphysics, Metamathematics, and the Nature of Things
http://www.novia.net/~shv/webdoc2.htm

 

 

 

 

 

con/fusion:¬† … to come together together (squared principle)

 

technology innovation     is the structure
values alignment            is the pattern
business development    is the process
whole thinking
(is different than ‘systems’ thinking)

———————

 

1-  Use a model to frame discussions.  For example:

 

The EME(cubed) Question Model: 

 

   ·What MAP will we use to guide us?                ·Is it ESTHETIC?                ·Is it EQUITABLE?

(Clarify Shared Intentions, Purpose, Direction)

     Consensusrequired

 

   ·What MEASURES will we use to direct us? ·Is it EFFICIENT?               ·Is it ECONOMICAL?

(Define Goals and Strategies for Success)

Compromise required

 

   ·How will we MONITOR our journey?                        ·Is it EFFECTIVE?              ·Is it ECOLOGICAL?

(Align the Measures with the Map)

Consistancy required

 

 

 

РWHAT we think creates our world.      HOW we think transforms it.

 

– I have touched the core of the myth. We must see it in order to transform it. When the Anunakee genetically linked their male sperm with an Earth mother’s egg, it was their intention to create a slave being that ‘seeded’ our culture’s servant-based revolutions which has been the basis for ourselves and our Earth’s destruction. Revitalization begins by seeing the truth behind the myth and then begin to build a conscious world’s new myth .. the story of our time, not the time of the past.

– It’s in the communion of coming together as a global planet that we come to know of each other’s needs and through this greater conversation, compassion becomes the basis for manifestation and collective knowledge. Corporations must identify themselves with this message and recognize their responsibility to empowering communities to their own learning so that they can build their own cultures and they too must know their responsibility to know of all other cultures including ours.

– in order to transform myth we must also comprehend a different dimension of time. Therefore, the inKNOWvation center will be run under a 13 moon calendar so that we can begin to see the world differently, be in it differently, and create in it differently.

 

– manifesting the new myth

– the optimal S-curve is the human spine

——————

Notes: 

Silver Coast Consulting: procedures for establishing a factory in a region (‘advocacy’)

Robert (Monica’s friend’s husband) San Diego land sales

———————————————————–

con–fusion:
The word ‘confusion’ does not mean chaos, but instead¬†is a¬†state¬†where there is a lack of¬†clarity. This state is most prominant when the –part-iculates that ‘matter’ move toward a new¬†center of identity. The state that results just after a state of confusion is a new thing, form, or organization.
con & fusion combined original meanings:
‘con’ = to bring together,¬†and ‘fusion’ = the merging of different elements into a union, or coming together. Therefore confusion can be described as: coming together-together (a squared principle) (or … in other words: seeing one’s self or organization converge (i.e. a higher state of¬†consciousness))
At present, there is a sense of confusion that’s contained within our company’s -part-icipants. This is exactly where we want to be as long as we are conscious of its presence (pre–sense). This moves us into Gate 2 of the 8-gate alignment process where the parts (part-icipants)¬†are acknowledged for their place within the whole.

———————————————————–

VIC¬† …..¬† EOS: greek myth figure / Goddess of the dawn
E:   Engineering (Electronic) Design Process
O:  Organizational Learning & Architecture
S:   Sustainable Business Development
The peddles are formed where the ‘fluential spheres (working pods) intersect each other.
Organizational beauty (i.e. the peddles of the flower) are the result of each sphere’s interdependencies.
 
… just for the art of it

—————–

revision:      edits to something that already exists

Re-Vision:  to see differently (from no-thing to some-thing)

—————-

Ideas relating to ‘Building Sustainable Learning Communities’ using concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.

 

How TECHNOLOGY can become a primary vehicle for realizing and expressing emerging global-culture value systems, knowing that integrating such principles into organizations (including the perpectives of Ecological Stewardship, Social Equitability, and Economic Viability) will be key to business success in the new millennium. 

 

How to offer a reachable languaging system that allows these concepts to become understandable, acceptable, and applicable for those less experienced in defining the dynamics of an interconnected global society.  This will include discussion around the value of incorporating dynamic group-learning processes and environments as part of a knowledge-based technology business center.

 

My desire for a MUCH greater collaborative process between people and companies, unfortunately, breaks traditional proprietary, secrecy, and trust barriers that can burn bridges. … more lessons learned

– Udjat: a sustainable clearing house in colorado

 

————————————————-

> Concepts and phrases for you to integrate into your money request

statements:

]] ]]>

> – Understanding sustainability will allow your organization to see the

world through a multi-dimensional lens. It will give you a

> unique perspective on customer needs. By organizing your corporations

around its principles, you will learn how to become responsive

> rather than reactive to the new global-customer’s needs.

]] ]]>

> – SBI encourages value-relationships between business and media where

innovation is the story and sustainability is the message.

]] ]]>

> – Presentations are fodder for generative conversations. By engaging your

audience through their participation will be how you will

> turn ideas into valued concepts, and valued concepts into long term

commitments, and long term commitments into financial support.

]] ]]>

> – SBI’s intentions to align with perifery organizations (12 is ideal) will

accelerate organizational success and of sustainability

> itself.

]] ]]>

> – Creating a ‘technology renaissance’ that can sustain the demands of

global culture into the 22nd century.

]] ]]>

> – Including and integrating perpectives of Ecological Stewardship, Social

Equitability, and Economic Viability will be key to

> business success in the new millennium.

]] ]]>

> – Once understood, sustainability becomes a framework for the corporate

community to develop more advanced business language systems

> that can define the dynamics of an interconnected global marketplace.

]] ]]>

> – Deterimining how to leverage the emerging global marketplace will

require us to incorporate collaborative learning processes as

> part of all new technological developments.

]] ]]>

> – Sustainability has very little to do with environmentalism. In fact, the

state of our environment today is actually the result of

> companies not applying principles of sustainability as a tool for

effective business development.

]] ]]>

> – Like it or not, sustainability has become a movement that is building

momentum. It is quickly becoming a part of an emerging

> global ethic that is represented by the fastest growing market sector in

the world (quote Paul Ray’s Cultural Creatives statistics).

]] ]]>

> – From product markets, to service markets, to information markets: All

have been a relatively simple process for gaining access to

> evolving markets. However, because of telecom technologies, the next

market evolution we are now defining as a knowledge market.

> This next generation will require nonlinear thinking, processing, and

relating. Recognizing sustainability as a new way to

> developing profit share will be crucial to any organization’s ability to

sustain itself within the global market system.

]] ]]>

——————————————————————————–

All of the problems you cite are the direct outcome of linear, non-holistic

thinking. People who consider the long term, the consequences of actions, who think

about the effect on the 7th generation, don’t make these kinds of mistakes.

“You cannot solve a problem at the level it was generated from.¬† You must go

to

a new level of awareness”.¬† Albert Einstein

——————————————————————————-

From my view, the new myth can be initiated through conversational experiences, which is the purpose of 1/2 my work including www.portalcafes.com (presently a dormant, undone site), also see ‘community mapping’ on my webpage. The other half focuses on reinstilling creativity (i.e. global techno-cultural design) that is¬†in¬†collaboration and symbiotic with the Universal community.

 

—————–

The despair can get overwhelming. I have been spending much time in business attempting to awaken ‘business’ to the greater system for which it serves. … not too many awake … frustrating.¬† Yet I’m seeing glimpses of hope which I feel we must leverage. We’ve got to offer enough inspiration to the children of the next generation that they can go from¬†their present state of anger and move into a place of action. My mission is to create an environment for which the ‘new myth’ can emerge. The myth itself will be created by them.¬†I’d like to encourage us to keep in touch to build on the glimpses of inspiration that are out there and to help us buffer our own despair.

————-

transformation, translation, transmutation, … etc

————–

 a few missing pieces make your  long term success questionable.  Respectfully, I offer you the following for consideration:
1- As I see it, cultural transformation is what you and JV are doing. I believe you personally have 50% of the big picture; a level that not too many have.  However, for JV to be an influence long term, I believe that a deeper understanding of what sustainability is and how it relates to innovation will be necessary.
2- You personally have great potential to be a leader of the culture change. However, (and I say this with¬†tremendous¬†respect for your abilities) I see you as stuck running JV using an older form of control-based management.¬† Leadership,¬†¬†on the other hand, is what’s needed which is about enabling others both outside JV (which you do so well) as well as within JV.¬† JV’s present state is critically unstable because, if you’re not there, the organization can not ‘sustain’ its momentum.¬† Therefore, I encourage you to bring others into the organization so that it is not all up to you whether JV’s mission lives or dies.¬† From the perspective of my 8-gate alignment model, an organization (whether¬†it a company, city, region, nation, etc) goes through 3 stages of evolution that relate to empowered leadership and transformed community development: 1-group intention, 2-value network, 3-community of practice.¬† The group intention stage is where JV needs to be strengthened since I do not see your intention being a group effort within JV itself.
3- JV’s indicators are quite evolved, and again I commend you for being able to get results by delegating others. I recommend in addition that you consider expanding the indicator generation process¬†by basing¬†results¬†on a closed loop set of determinants that includes both early stakeholder value sets and envisioning descriptions along with your existing data so that the resulting indicators express both input and output information. The difference between output and input responses is¬†where we humans do most of our learning and can therefore evolve our direction and decisions based on dynamic feedback rather than fixed information (Note another term for dynamic feedback is called ‘communication’.)
4- As I mentioned in meeting, my 14 domain model matches closely with JV’s 2010 goals. Here again though, I will encourage you to expand the goals to include a few key culture-change issues. First and foremost: energy.¬† When we change the way we see and use energy, we inherently change the way we create¬†our communities.
4- Finally, you mentioned that I need to make my views clear and I fully agree. What I know inside is dramatically different that what I have been able to describe, although I am getting much better.¬† Additionally, I’ll add that real innovation is necessary at this time, not rehashed invention. True innovation can rarely be understood in the first description for it is not based on what the receiver already knows.¬† It must be taken in over time and experienced for themselves.¬† The key to ownership of¬†innovation is done through the generation of¬†powerful questions … innovation’s catalyst.
1- As I see it, cultural transformation is what you and JV are doing. I believe you personally are connected with a large part of the big picture at level that most doing this work have yet to experience.  Howvever, based on your responses, I believe that JV will need to evolve its understanding of what sustainability is and how it relates to innovation.
 
2- You personally have the potential to be a great leader. However, (and I say this with¬†tremendous¬†respect for your abilities) I see you as stuck running JV using an older form of control-based management.¬† Leadership,¬†¬†on the other hand, is what is needed to empower others both outside JV (which you do so well) and inside JV.¬† JV’s present state is critically unstable because, if you’re not there, the organization does not have a distributed knowledge based to¬†‘sustain’ its own¬†momentum.¬†Therefore, I encourage you to bring others into the organization that have the leadership skills to share your knowledge and responsibilities. It is not healthy for you or for JV to have it be all up to you whether JV’s mission lives or dies.¬†
 
3- JV’s indicators are quite evolved, and again I commend you for being able to get results by delegating others. I recommend in addition that you consider expanding the indicator development process¬†by basing¬†results¬†on a closed loop set of determinants. This would include both early stakeholder values and their¬†envisioning descriptions along with your existing data so that the resulting indicators express both input and output information. Then, direction and decisions will be based on dynamic feedback rather than fixed information.¬† By comparing inputs to outputs rather than just¬†reviewing outputs,¬†we accelerate our learning.
 
4- As I mentioned in meeting, my 14-Domain Community Development¬†model matches closely with JV’s 2010 goals. Here again though, I will encourage you to expand JV’s goals to include additional culture-change issues; first and foremost: energy.¬† When we change the way we see and use energy, we inherently change the way we create¬†our communities.
 
5- Finally, I’ll add that¬†I believe one of JV’s highest principles needs to be about¬†quantum innovation, not rehashed invention. True innovation can rarely be understood by another while hearing a single description, including yourself. Innovation is created by generating¬†out-on-the-limb questions while giving it a safe space to grow and evolve. You mentioned society doesn’t pay for innovation and yet, I sense that deep with in yourself you know it is essential that we begin valuing it. And you have the authority make innovation happen.
 

memory as soul

memory relationship to technological development, and organizational behavior

(reMEMbrance)

 

——————————-Vic has done a tremendous amount of consulting about sustainability and “triple bottom line” as well as organizational development around these principles.¬† I think Rolltronics has a great site.¬† It helps to illustrate how Vic took many of his ideas (which are informally organized and presented is his personal portal) and put them to use in an organized structure for a company.
 
  If you have time, take a look at http://www.rolltronics.com/. I think it will give you some more insight has to how Vic works and what he can bring to a company.  He is not employed with them, he consulted with them and provided assistance to their Chief Sustainability Officer as well as the other officers of this very forward thinking company.

 

————————————————————————————-
Vic Desotelleph  831-465-0377

efx 509-753-74062870 S. Palisades Ave.

Santa Cruz, CA   95062
inKNOWvate Cultural Transforms
“Within the Principles¬†of Sustainability are
¬† the Seeds for Next Generation¬†Innovation”
————————————————————————————-

————–

“Sustainability is the Catalyst for¬†Next Generation¬†Innovation”

—————————–

After reviewing my notes from our talk today,
I’d like to learn a bit more about your 2 categories for business:
1st: Manage
        Relative Advantage (over existing practices)Compatibility (with local belief and cultural systems)

Complexity (More complex is less adoptable than more complex)

Trialability (can it be tried out in a small way before major implementation)

Observability (can others see the results of the change)

2nd: Principles for company resilience (sustainability)¬† …
            + limit liability
            + reduce cost
            + innovate new products
            + manage competition

———————-

Chief-chief … hmmmm … that’s the squared principle at play. In the new ‘quantum physics’ era, we are all centers of our own universe … in a multi-universe-universe. Chief-chief is the basis for the ‘concentrix management’ model. It is closer to the way things actually organize and allows for each of our egos to represent themselves fully without depletion of another. Imagine a world where we are all Chiefs and Indians at the same time.

 

————-

Finally, consider over the longer term showing the interdependancies between Orbus purpose and [the tools and contractors you offer] … kind of a systems map. Your ‘services/guide’ page would be a good in-roads to this if the challenge and/or problem was explained a bit more. Although your work is about ‘solutions’, the door into companies is throgh ‘problems’, since that is the (unfortunate) way we have been taught to ‘do business and science’ … solve problems, not create solutions. These so-called problems¬†could be described to them via a set of questions .. maybe via a needs survey which then links them into solution. Otherwise I’ll leave your site thinking its cool but for somebody else who has extra money to spend rather than seeing it as crucial to doing business in the 21st century.

——————–

innovation survey

 

 

Take the Survey

 

1. How prominently does innovation feature in our company’s mission or values statement?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

InnovationIsn’t Mentioned

 

InnovationHeads the List

 

 

2. Does your company differentiate between technical or product innovation and business concept innovation?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Not at All 

As a Company, weUnderstand the

Difference Fully

 

 

3. Would business concept innovation rank among your company’s top four or five priorities?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Innovation isNot Among Our

Top 5 Priorities

 

Innovation HasBeen Declared to Be

Our No. 1 Priority

 

 

4. How often do you hear your CEO or Chairman challenging the organization to become more innovative or improve its innovation performance?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Never 

Often 

Ceaselessly 

 

5. Within your company, is innovation widely regarded as a critical competitive advantage?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Only NarrowlyRegarded as a

Competitive

Advantage

 

UniversallyRegarded as a

Competitive

Advantage

 

 

6. Is there a senior executive who has been given explicit responsibility for improving your company’s innovation performance?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

No 

Yes 

 

7. What percentage of senior management’s time is spent looking for and developing businesses and/or business concepts outside the boundaries of current businesses?
<10%¬†¬† 10-20%¬†¬† 20-30%¬†¬† 30-40%¬†¬† >40% 

 

8. When you think of the time and effort your company has invested in building capabilities like efficiency, time-to-market, quality and customer service, has the time and effort invested in building innovation as a capability been . . .
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Much Less Than We’veDevoted to Building

Other Capabilities

 

More Than We’veDevoted to Building

Any Other Capabilities

 

 

9. What percentage of people in your company have had any formal training in the area of innovation (such as attended courses in corporate entrepreneurship or studied with lead thinkers in a systematic way) ?
0-5%¬†¬† 5-10%¬†¬† 10-15%¬†¬† 15-20%¬†¬† >20% 

 

10. What percentage of people in your company feels personally responsible for and/or motivated to pursue innovation?
0-5%¬†¬† 5-10%¬†¬† 10-15%¬†¬† 15-20%¬†¬† >20% 

 

11. Are there performance metrics that focus explicitly on business innovation in your company?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

There Are NoBroadly Used

Innovation Metrics

 

We Have a Numberof Broadly Used

Innovation Metrics

 

 

12. To what extent are these innovation metrics widely used and widely understood across your company?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Not at All 

Everyone Understandsand Uses Them

 

 

13. To what extent do other performance metrics reward or penalize innovative individual or team performance?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

RewardHandsomely

 

Penalize Badly 

 

14. How explicitly does the monthly or quarterly business review process focus on innovation performance (as compared with overall financial performance)?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Innovation isNot One of the

Review Criteria

 

Innovation is AKey Review Topic

 

 

15. How regularly and systematically does your company benchmark its innovation performance against other companies?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

We BenchmarkPatents (at most),

but Not Much More

 

We Benchmarkon a Wide Range

of Innovation

Parameters

 

 

16. To what extent has your company’s IT system been designed to support innovation?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Innovation HasNot Been a

Central Issue

in IT Design

 

Support forInnovation Has

Been a Central

Issue in IT Design

 

 

17. Does your company have any awards or recognition programs tied to explicitly to (non-technical) innovation?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

No 

Yes 

 

18. How unusual is it for a specific individual to reap a sizable financial reward for a particular instance of innovation?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

We Never RewardIndividuals for

Their Innovations

 

Individuals RegularlyReceive Large

Rewards for Their

Innovations

 

 

19. To what extent does your company have a formal innovation process (beyond R&D and new product development) that surfaces, develops and supports new business concepts?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

We Don’t HaveA Formal Process

To Manage

Innovation

 

We Have an Innovation Processthat is Widely

Used and Understood

 

 

20. To what extent do you believe existing corporate management processes support business concept innovation?
1¬†¬† 2¬†¬† 3¬†¬† 4¬†¬† 5 

Fully 

Not at All 

 

 

 

Your Company: 

 

Your Position in the Company (optional): 

 

The length of your tenure in the company (years): 

 

Click here to contact theStrategos Institute

—————

ken jacobon’s ‘sustainabilty diffusion’ article

fiskel’s sustainable strategy doc from bruce

dupont’s ‘sustainable way’ HBR article (under sust. orgs. on computer)

etc.

——————

discernment over judgment         (trust allows one to not have to judge)

overstanding over understanding

——

Commit to something and expect that something else will show up. For its in the difference between those two things where one will find his/her own true path (vic)

—–

time-space-matter continuum

meta vs mega

quantity vs quality

——

joy can be known through fulfillment¬† …. what fulfills me?

—–

Innovation emerges through the creation of new boundaries.¬† It is the egg shell that holds a place for which innovation can be conceived, nourished, and eventually birthed. … and sustainability is the matter that makes up the shell of the egg.

——————–

***removed

————-

philosophy is way the next reality creates itself

—————

The next generation of technology will emerge through a collective compassionate creative process and will quickly build a new world where terror by your neighbor is but a memory. Below must be in place before we consider building anything new. ….

Today the human soul asks the question: What can I do to preserve the

beauty and the wonder of our world and to eliminate the anger and

hatred-and the disparity that inevitably causes it – in that part of

the world which I touch?

Please seek to answer that question today, with all the magnificence

that is You.

What can you do TODAY…this very moment?

A central teaching in most spiritual traditions is: What you wish to

experience, provide for another.

Look to see, now, what it is you wish to experience-in your own life,

and in the world. Then see if there is another for whom you may be

the source of that.

If you wish to experience peace, provide peace for another.

If you wish to know that you are safe, cause another to know that

they are safe.

If you wish to better understand seemingly incomprehensible things,

help another to better understand.

If you wish to heal your own sadness or anger, seek to heal the

sadness or anger of another.

———————————————————

The source for new innovation is in defining and hiring your staff differently. … Not by reviewing one’s resume assets, but instead by learning how a potential candidate can attain, implement, and sustain KNOWLEDGE CAPITAL for the company. I am one of those people. Who can I talk to about getting hired as a staff member to enhance its INNOVATION core?

————–

Innovation emerges through the creation of new boundaries.¬† It is the like the egg shell which holds the place for innovation to be conceived, nourished, and eventually birthed. … Sustainability is the matter that makes up the shell of the egg. Learning is what the chick is doing onto itself.

——————————————————————————————————————

use in part for future potential CMapping SUBcategories under 14 domains (108 ? facets) (from www.ccn.org )

Category Subcategories Related Areas
Abortion and Reproductive Issues ? ?
Abuse, women and children ? ?
Agriculture ? Food, Environment
Animals and Animal Rights ? ?
Appropriate technology ? ?
Biodiversity ? ?
Brotherhood and sisterhood ? ?
Business ? Sustainability, Politics, Science & Technology, Appropriate Technology, Energy
Charity ? Philanthropy
Children’s issues ? ?
Communication systems ? ?
Community Development ? ?
Counseling ? Drug abuse, Mental health, Psychology
Creative Arts Creative Arts, Applied Arts ?
Cultural Creatives ? ?
Culture & Civilization ? ?
Deforestation and desertification ? ?
Disease prevention ? ?
Drug abuse and trafficking ? Counseling, Mental health, Psychology
Ecology ? ?
Economic Development ? ?
Economics ? ?
Education ? ?
Energy Renewable Energy, Fossil fuels, and Nuclear Energy Business, Education, Science & Technology, Politics
Entertainment ? ?
Environment ? ?
Ethics ? ?
Faith Based Activities ? ?
Finance ? ?
Food ? ?
Government ? Politics
Healing ? ?
Health ? ?
Housing ? ?
Human Rights Rights of indigenous peoples ?
International government ? ?
International relations ? ?
International Trade ? ?
Internet, The ? ?
Invention and innovation ? ?
Investing Socially responsible investing, Mutual funds, Venture Capital, Angel investing, Retirement funds Finance, Taxation, Business, Sustainability
Job training ? ?
Law ? ?
Media ? ?
Medicine ? ?
Men’s issues ? ?
Mental health ? ?
Metaphysics Astrology, Ageless Wisdom ?
Non Government Organizations (NGOs) ? ?
Penal System ? ?
Philanthropy ? Charity
Politics ? Government
Pollution ? Environment, Appropriate Technology, Politics, Business, Science & Technology
Population ? ?
Psychology ? Drug abuse, Counseling, Mental health
Publishing ? ?
Recreation ? ?
Religion ? ?
Research ? ?
Restoration ? ?
Science and Technology ? ?
Spirituality ? Religion, Faith-based organizations, Metaphysics
Sports ? ?
Sustainability ? ?
Taxation ? ?
Transportation ? ?
Travel ? ?
War & Weaponry ? ?
Water ? ?
Women’s issues ? ?
Writing ? ?

———-

Networking is a requirement for Business and Individual alike.

The ONLY security these days is how wide your network is and how shrewdly you market yourself.

¬†———-

Tough times …. I guess to REALLY understand sustainability, one has to know his own.

——-

figure out what mind set and language we will need to use to explain sustainability and make it appealing to the folks you work with and the customers you serve.  Think of it as an anthropological field study.  What are the rituals, beliefs, practices, etc. that punctuate their lives.  What common links can you find with the people you rub elbows with every day?

———–

Here is a framework for working with the kids that can
define, clarify, and ‘sustain’ a long term successful learning program:
            Ecology:     What {are/will-be} the interdependencies of their needs? 
            Economy:   How {will/can} they best be managed?
            Equity:       {What/how} can relationships best be generated and maintained?
Together, these¬†3 concepts can be used as the foundation for the learning exchange markets you are considering.————————-
As i mentioned, i think that ‘culture’ is the whole thing (see http://www.inknowvate.com/inknowvate/14Domains.htm). However, in our ‘culture’,¬†the word ‘culture’ is used as a subset of that whole … namely ART (and education) which is(are) usually discarded during times of financial difficulty. Note that mythologically, art is the source from which innovation comes via the channel of¬†‘inspiration’.¬† It grounds itself in this world and eventually becomes ‘invention’.¬† HP is about invention for example. Invention is the result of innovation and is crystalized in the form of physical ‘laws’ via science that¬†allows innovative, artistic inspiration to materialize.
Anyway, as a¬†best-fit for in3, I’d use ‘culture and the arts’ as a category¬†
… people can connect with this.
Will you be coming by on weekends during visiting hours?????

———————-

As a man today …
 
    As a child of the Universe I feel ecstatic
    As a son I feel abandoned by my father and fully accepted by my mother
    As a brother I feel deeply supported yet unable to return the love
    As a walker of the Path I feel determined to experience joy yet know not which road to take next
    As a husband I feel committed, shame, misunderstood, and incapable as a lover
    As a father I feel irresponsible yet totally dependable and knowing
    As a visionary I feel unacknowledged and avoided
    As a man I feel vulnerable, insecure, and unable to manifest
    As a human-being I feel destined for glory

———–

to architect businesses with new sets of processes and values …” and “… creating ‘whole organisms’ … and … producing ‘sustainable innovation’.¬† As an ‘organizational architect’, this is my work as well through inKNOWvate.¬† I have developed a set of working models and workshops that bring together values, ethics, sustainable technology, organizational learning, regenerative commerce, triple bottom line, and other related concepts.

———————-

inKNOWvate offers 

organizational learning frameworks 

for those who choose to participate in the

emergence of  a conscious

global culture

inKNOWvate is creating a network of globally linked culture-centers which focus on the creation of ‘intentional’ technologies that are symbiotic with Natural laws.¬†The nodes of this matrix will take the form of¬†collaborative incubators that help businesses and organizations¬†learn new development principles and behavioral practices that¬†work for a 21st century globally conscious¬†society.

————————–

work is ” … based on a phased planning process which takes place before programming begins …” My engineering skills are preceded first by 1- innovation development (which comes before planning) and 2- strategic planning (which is the actual implementation of innovation). See my R&D site at www.inKNOWvate.com .

Underlying my corporate background is a commitment to innovation which can be viewed at my R&D site: www.inKNOWvate.com .¬† inKNOWvate can help to push the edge of your company’s design creativity.

—————————————-

how our myths play out the processing of food from pigs to pies, ‘jack’ (from john meaning ‘human’ ?) is often used as the male person in stories

—————–

men letting go of authority

women accepting their new leadership

——————-

complexity generates simplicity:

ex of computer icons, a higher level of language that simplifies our comprehension. The information within the icon (higher level structure) is a wholistic integration of many combined simpler language (previously separate sub-structures) that are woven together (via a process to do that) to create something more comprehensive (newly formed pattern)

————————

Sustainability consulting will (should) definately be a value-add extension to the in3 services portfolio. Just as Dave Davison attempted (or did?) to put together a VC support team that increase his VC money’s potential for success, so should we help our VC investors increase their potential for success by offering/supporting the organizations we end up funding with management and structural developments that make them a strong tri-capital (economic, social, natural) enterprise.

—————–

gate 6:  STRATEGY (begins 1st harmonic of gates 1-4 (i.e. 1st reflection), 2nd reflection occurs at gate 8 (defining the message allows one to see oneself from another’s viewpoint .. i.e. reflection, 3rd reflection occurs in the transition from the 8th gate into the 1st gate (of the 2nd cycle)

————————

Eintstein Quotes

A finely tempered nature longs to escape from the personal life into the world of objective perception and thought.

A man’s ethical behavior should be based effectually on sympathy, education, and social ties; no religious basis is necessary. Man would indeed be in a poor way if he had to be restrained by fear of punishment and hope of reward after death.

A question that sometimes drives me hazy: am I or are the others crazy?

Any intelligent fool can make things bigger and more complex… It takes a touch of genius — and a lot of courage to move in the opposite direction.

Weakness of attitude becomes weakness of character.

Anyone who has never made a mistake has never tried anything new.

As far as the laws of mathematics refer to reality, they are not certain; and as far as they are certain, they do not refer to reality.

Common sense is the collection of prejudices acquired by age eighteen.

Do not worry about your problems with mathematics, I assure you mine are far greater.

Do you believe in immortality? No, and one life is enough for me

Everything should be made as simple as possible, but not simpler

Example isn’t another way to teach, it is the only way to teach.

Few are those who see with their own eyes and feel with their own hearts.

Gravitation is not responsible for people falling in love.

Great spirits have always found violent opposition from mediocrity’s. The latter cannot understand it when a man does not thoughtlessly submit to hereditary prejudices but honestly and courageously uses his intelligence

He who finds though that lets us penetrate even a little deeper into the eternal mystery of nature has been granted great grace. He who, in addition, experiences the recognition, sympathy, and help of the best minds of his times, had been given almost more happiness than one man can bear.

He who joyfully marches in rank and file has already earned my contempt. He has been given a large brain by mistake, since for him the spinal cord would suffice.

How strange is the lot of us mortals! Each of us is here for a brief sojourn;for what purpose we know not, though sometimes sense it. But we know from daily life that we exist for other people first of all for whose smiles and well-being ou own happiness depends.

Human beings, vegetables, or comic dust, we all dance to a mysterious tune, intoned in the distance by an invisible player

I am enough of an artist to draw freely upon my imagination. Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world.

I am neither especially clever nor especially gifted. I am only very, very curious.

I believe in standardizing automobiles, not human beings

I do not believe that the Good Lord plays dice

I don’t believe in mathematics.

I hate crowds and making speeches. I hate facing cameras and having to answer to a crossfire of questions. Why popular fancy should seize upon me, a scientist, dealing in abstract things and happy if left alone, is a manifestation of mass psychology that is beyond me.

I have deep faith that the principle of the universe will be beautiful and simple.

I have no special talents. I am only passionately curious.

I know not with what weapons World War III will be fought, but World War IV will be fought with sticks and stones.

I love to travel, But hate to arrive

I never think of the future – it comes soon enough.

I think and think for months and years. Ninety-nine times, the conclusion is false. The hundredth time I am right.

I want to know God’s thoughts…the rest are details.

If A equals success, then the formula is: A = X + Y + Z, X is work. Y is play. Z is keep your mouth shut.

If we knew what it was we were doing, it would not be called research, would it ?

If you are out to describe the truth, leave elegance to the tailor.

Imagination is more important than knowledge.

Insanity: doing the same thing over and over again and expecting different results.

Intellectuals solve problems; geniuses prevent them.

Isn’t it strange that I who have written only unpopular books should be such a popular fellow?

It gives me great pleasure indeed to see the stubbornness of an incorrigible nonconformist warmly acclaimed.

It is high time that the ideal of success should be replaced by the ideal of service.

Joy in looking and comprehending is nature’s most beautiful gift.

Lasting harmony with a woman (was) an undertaking in which I twice failed rather disgracefully.

Learn from yesterday, live for today, hope for tomorrow. The important thing is to not stop questioning.

Life is like riding a bicycle. To keep your balance you must keep moving

Nationalism is an infantile diease, the measles of mankind

Not everything that can be counted counts and not everything that counts can be counted.

On the big Bang theory: “For every one billion particles of antimatter there were one billion and one particles of matter. And when the mutual annihilation was complete, one billionth remained – and that’s our present universe.”

Only two things are infinite, the universe and human stupidity, and I’m not sure about the former

Perfection of means and confusion of ends seem to characterize our age.

Politics is more difficult than physics

Problems cannot be solved at the same level of awareness that created them.

Put your hand on a hot stove for a minute, and it seems like an hour. Sit with a pretty girl for an hour, and it seems like a minute. THAT’S relativity.

Quantum mechanics is very impressive. But an inner voice tells me that it is not yet the real thing. The theory yields a lot, but it hardly brings us any closer to the secret of the Old One. In any case I am convinced that He doesn’t play dice.

MacMillan has this particular quote simply as “God doesn’t play dice.” and notes that it is often quoted as doesn’t play dice with the universe”

Reading, after a certain age, diverts the mind too much from its creative pursuits. Any man who read too much and uses his own brain too little falls into lazy habits of thinking.

Reality is merely an illusion, albeit a very persistent one.

Science is a wonderful thing if one does not have to earn one’s living at it.

Science without religion is lame, religion without science is blind.

Scientists were rated as great heretics by the church, but they were truly religious men because of their faith in the orderliness of the universe.

Setting an example is not the main means of influencing others; it is the only means.

So long as there are men there will be wars

Subtle is the Lord, but malicious He is not.

The hardest thing in the world to understand is income tax.

The ideals that have lighted my way and time after time have given me new courage to face life cheerfully, have been Kindness, Beauty and Truth.

The important thing is not to stop questioning

The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift.

The most aggravating thing about the younger generation is that I no longer belong to it.

The most beautiful thing we can experience is the mysterious. It is the source of all true art and all science. He to whom this emotion is a stranger, who can no longer pause to wonder and stand rapt in awe, is as good as dead: his eyes are closed.

The most incomprehensible thing about the world is that it is comprehensible.

The only reason for time is so that everything doesn’t happen at once.

The problems that exist in the world today cannot be solved by the level of thinking that created them.

The search for truth is more precious than its possession.

The significant problems we face can not be solved at the same level of thinking we were at when we created them.

The true value of a human being is determined primarily by the measure and the sense in which he has attained liberation from the self.

The value of a man resides in what he gives and not in what he is capable of receiving.

The world is a dangerous place to live, not because of the people who are evil, but because of the people who don’t do anything about it.

There are two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.

There remains something subtle, intangible and inexplicable. Veneration for this force beyond anything that we can comprehend is my religion.

Things should be as simple as possible, but not simpler.

To get to know a country, you must have direct contact with the earth. It’s futile to gaze at the world through a car window

Truth is what stands the test of experience.

Try not to become a man of success but rather to become a man of value.

We are in the position of a little child entering a huge library filled with books in many different languages. The child knows someone must have written those books . It does not know how. It does not understand the languages in which they are written. The child dimly suspects a mysterious order in the arrangement of the books but doesn’t know what it is. That, it seems to me, is the attitude of even the most intelligent human being toward God. We see a universe marvelously arranges and obeying certain laws, but only dimly understand these laws. Our limited minds cannot grasp the mysterious force that moves the constellations.

We know nothing at all. All our knowledge is but the knowledge of schoolchildren. The real nature of things we shall never know

When forced to summarize the general theory of relativity in one sentence: Time and space and graviton have no separate existence from matter.

When his wife asked him to change clothes to meet the German Ambassador: “If they want to see me, here I am. If they want to see my clothes, open my closet and show them my suits.”

When the solution is simple, God is answering.

When you sit with a nice girl for two hours, you think it’s only a minute. But when you sit on a hot stove for a minute, you think it’s two hours. That’s relativity.

Where there is love there is no question

Wisdom is not a product of schooling but of the life-long attempt to acquire it.

With fame I become more and more stupid, which of course is a very common phenomenon.

You teach me baseball and I’ll teach you relativity…No we must not You will learn about relativity faster than I learn baseball.

Technology must not outweigh our humanity. – Albert Einstein

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myth falsity:  separation of church and state (thus encouraging man seeing himself as separate from God) occurred when corpsole (pg 346: the creed of Nicea) was developed

myth truth:  the creator of an entity is its god

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the freedom to take responsibility for creating our reality (tawn kennedy)

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betty sue flowers, mythologist to corporations, edited with joseph campbell/moyers book,

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google on ‘intelligent design’ … and god of the gap
 
 
the big bang as a neural synapse releasing chemical particulates (a thought)
 
 
gradients of awareness

 

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Yes.

The ‘Arc’ (as in archetype) is what the Grail holds .. its ultimate purpose is to generate archetypes which, in turn generates new form. The question (or quest) is the ‘lixer within the Grail. (Once drunk, awakening occurs and visions begin to emerge through mythical expression and art. Its quest (as in question) is what our present (as in gift) offering is to Ourselves (as in God-manifest).

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The process is the Law of Natural Development.

***removed

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‘form follows function’ is an old way of thinking
instead .. form IS function … and geometry (sacred architecture)¬†¬†is the stage for manifestation
(note also that function is directly related to process/pattern interdependencies, where form is to structure/process)
 
 ***removed

 

 

 

 

Alice walks through the mirror at the complete of the third cycle .. no reflections … shadow is a result of reflections … clarity contains no reflections

 

My process consists of enabling new culture through community alignment of culturally creative individuals that are committed to revering what is sacred and creating in symbios with Nature is the foundation for enabling our children to their own future.

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Hello
 
I received your request for membership renewal. At this time I question the value of my participation, and ask for your review of the prinicples and direction of the organization to see whether my own is in line with them. My work is based on organizational mythological change. That is, a quantum shift in the way we run our organizations and restructuring the values and processes that direct them. My concern is that, during times of dramatic change, organizational developers are still attempting to apply strategy-only concepts to companies. It is an approach that is guaranteed to fail. Instead OD consultants need to integrate their expertise into what I call a ‘whole-system’ methodology that can increase their own skillsets as well as truly generate global social and organzitional evolution.
 
I offer presentations and ‘world cafe’ conversations relating to the following concepts:
 
– Regenerative Commerce: a commerce system based on principles, not policies
– Ethical Appropriateness: a committment to acting on internal personal values that are integrated into an organizational strategy
– Multidimensial Enterprise Redesign: a method for shifting an organizations structure, its processes for development, and the social patterns it generates.
 
If these are areas that your organization would like to consider, I would gladly consider membership and presentation with the BAODN organization.
 
Kindest regards,
Vic Desotelle—————————————————————————————————————————————-

 

unbounded_particulates_page2

 

con/fusion:¬† … to come together together (squared principle)

 

technology innovation     is the structure
values alignment            is the pattern
business development    is the process
 
whole thinking
(is different than ‘systems’ thinking)

———————

 

1-  Use a model to frame discussions.  For example:

 

The EME (cubed) Question Model: 

 

   ·What MAP will we use to guide us?                ·Is it ESTHETIC?                ·Is it EQUITABLE?

(Clarify Shared Intentions, Purpose, Direction)

     Consensusrequired

 

   ·What MEASURES will we use to direct us? ·Is it EFFICIENT?               ·Is it ECONOMICAL?

(Define Goals and Strategies for Success)

Compromise required

 

   ·How will we MONITOR our journey?                        ·Is it EFFECTIVE?              ·Is it ECOLOGICAL?

(Align the Measures with the Map)

Consistency required

 

 

 

РWHAT we think creates our world.      HOW we think transforms it.

 

– I have touched the core of the myth.

We must see it in order to transform it. When the Anunakee genetically linked their male sperm with an Earth mother’s egg, it was their intention to create a slave being that ‘seeded’ our culture’s servant-based revolutions which has been the basis for ourselves and our Earth’s destruction. Revitalization begins by seeing the truth behind the myth and then begin to build a conscious world’s new myth .. the story of our time, not the time of the past.

– It’s in the communion of coming together as a global planet that we come to know of each other’s needs and through this greater conversation, compassion becomes the basis for manifestation and collective knowledge. Corporations must identify themselves with this message and recognize their responsibility to empowering communities to their own learning so that they can build their own cultures and they too must know their responsibility to know of all other cultures including ours.

– in order to transform myth we must also comprehend a different dimension of time. Therefore, the inKNOWvation center will be run under a 13 moon calendar so that we can begin to see the world differently, be in it differently, and create in it differently.

 

– manifesting the new myth

– the optimal S-curve is the human spine

———————————————————–

con–fusion:
The word ‘confusion’ does not mean chaos, but instead¬†is a¬†state¬†where there is a lack of¬†clarity. This state is most prominent when the –part-iculates that ‘matter’ move toward a new¬†center of identity. The state that results just after a state of confusion is a new thing, form, or organization.
con & fusion combined original meanings:
‘con’ = to bring together,¬†and ‘fusion’ = the merging of different elements into a union, or coming together. Therefore confusion can be described as: coming together-together (a squared principle) (or … in other words: seeing one’s self or organization converge (i.e. a higher state of¬†consciousness))
At present, there is a sense of confusion that’s contained within our company’s -part-icipants. This is exactly where we want to be as long as we are conscious of its presence (pre–sense). This moves us into Gate 2 of the 8-gate alignment process where the parts (part-icipants)¬†are acknowledged for their place within the whole.

———————————————————–

VIC¬† …..¬† EOS: Greek myth figure / Goddess of the dawn
E:   Engineering (Electronic) Design Process
O:  Organizational Learning & Architecture
S:   Sustainable Business Development
The peddles are formed where the ‘fluential spheres (working pods) intersect each other.
Organizational beauty (i.e. the peddles of the flower) are the result of each sphere’s interdependencies.
 
… just for the art of it

—————–

revision:      edits to something that already exists

Re-Vision:  to see differently (from no-thing to some-thing)

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Ideas relating to ‘Building Sustainable Learning Communities’ using concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.

 

How TECHNOLOGY can become a primary vehicle for realizing and expressing emerging global-culture value systems, knowing that integrating such principles into organizations (including the perspectives of Ecological Stewardship, Social Equitability, and Economic Viability) will be key to business success in the new millennium.

 

How to offer a reachable languaging system that allows these concepts to become understandable, acceptable, and applicable for those less experienced in defining the dynamics of an interconnected global society.  This will include discussion around the value of incorporating dynamic group-learning processes and environments as part of a knowledge-based technology business center.

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technology as an extension lens that connects us with the greater Universe, all technology is this

————-

add data, info, communication diagram done for FGC and correlate it to the interdependencies with product and behavioral technology

————-

the importance of ‘council’ to take technology forward

————-

building strategy through relationships rather than building relationships through strategy

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integrate workshops on values and sustainability and correlate them to principle, practice, policy

————-

Tetrahedral model for inKNOWvate:..the Rythmal plastic lens is example of SPP (structure pattern process) modeling; put it flat and its a very stable structure that doesnt move, put it upside down and its a wobbly structure that has flexibility and stays in relatively the same place, put it on its side and it rolls back to the top .. wont stay on side unless you spin it, …………. all are processes that are used to create differences in the structure … each of which generates different patterns of identity invisibly as to how the structure looks and how we identify it …. patterning is identification …. the name ‘rythmal’ is the next key word in SPP which is ‘rhythm‘ which is a conscious dance that a subject or object chooses to identify with, the dance is the essence of character of an organization, SPP and the way they are modeled generate the rhythm of an organization, and through that rhythm creates meaning … this gives me a tetrahedron of SPP on the center 3-point plane with two extending points: one is rhythm, the other is meaning; these are actually two pyramids (3sided,not 4) with their bases connected to each other … as these two move in and out of each other, rhythm and meaning amplitudes cross each other’s points, … also within it are two directional spirals within each pyramid that cross each other generating the dualistic masculine/feminine nature where rhythm is feminine and meaning is masculine in nature .. SPP are neutral unless you gone onto the plane, the structure its masculine, process is interdeterminant, and pattern is feminine ??? not sure yet … so how does this rythmal ball model and the above dynamics help inKNOWvate create 3-dimensional enterprise that can withstand the dynamic stresses of a 21-century organization??

————-

relate the 3 primary colors red, yellow, blue relate to the trinity concept? ecology, equity, economy? …. use to create a color map

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integrated conversation uses 4 trinities: grace gratitude gravity, love truth beauty, principle practice policy, ecology economy equity .. others … what is the emergent geometry that is generated??

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the depletion of the planet and our religious belief are tightly connected … the way we (not what we consume) is directly connect to our religion values and traditions .. christmas is the best example … its original form however was related to abundance; now it has been turned inside out into taking as much as we can get, which an overshoot from being deprived previously??

————

how does bouncing relate to boundaries … tigger is able to bounce, but he was very overwhelming to others because he bounced into others boundaries

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the best analogy to describe a ‘whole-system’ is the rainbow, where it is a refraction of light through millions of separate raindrops, yet somehow our eyes decipher it as an integrated whole rainbow in the sky … the fractal whole would be the larger rainbow … the separate rainbows are generated from each raindrop and are the fractured parts use this to describe whole-system innovation

————–

to describe org arch as a 3D sphere i suggest that plains are formed by 2 spheres intersecting each other … how does this relate to org. development formations relate to this spherical interference view?

—————————————————————————————————————————————–

MEMORY INSIGHT (structure process pattern related)

mkaufman’s finding old hendrix work he did … he has forgotten that he had already done the same hendrix book we are now doing together: INSIGHT – in the trinity cycle/path of energy movement, an organism can not create memory while in the first cycle of being since it can not be aware of itself because it only IS itself without identifying by seeing (or stepping out of) itself. It cannot even really create memory in the second cycle (process) … Memory occurs in the transition from the second to the third cycle where the hero snaps back to the place in which he started (a break in the process flow continuum) (only to know of the place ‘again’ for the first time) time collapses … then, not until the third does the pattern get set which is the structural aspect of memory actually being established as embedded behavior (thus pattern generates a transformed physical form (structure).

 

METAPHOR APPROACH IN BUSINESS ORGANIZATIONAL DEVELOPMENT 
As for your question, I used to do that kind of consulting for small businesses and individuals, but¬†I haven’t written anything about the process, although I have sometimes considered starting again as MetaphorWorks Consulting. Right now I don’t have the reason, the energy, or the inclination to do that and the MP too.
 
Although the MetaphorWorks process is usually quite interactive and personal, the general rule of thumb is to get people brainstorming about their favorite childhood stories, best liked pictures, movies, and the images that have the most energy for them, and then move them to trying to identify the images (most people can come up with visual metaphor more easily in dialogue) that form the core of their dreams for their businesses. An example of a business I helped this way is Mercury Moving in Berkeley. They used to be Acme Moving and didn’t like it. Their slogan became

“we move with winged feet” and the logo was a version of the famous image of Mercury (hat with wings). This probably worked best¬† in the university town Berkeley is, so context is also important.

—– Original Message —–
 
I’m doing some work now with a couple small firms interested in sustainable design and development.
I¬†am interested in how the ‘metphor’ can help these orgs. establish an identity … in symbol and/or language form.
Do you have anything on this?

 

 

Organizational Geometries: Emergent Design

NOTES:

the chemical periodic table and its relationship to organizational configuration and development

energetic flux is generated by geometric configuration which then results in form & function

Economical, Equitable Leadership. Organizational Geometries.
Vibrational Organization. (physical) [ PROCESS

(coming in the future). Organizational Geometries: the chemical periodic table
and its relationship to organizational configuration and development.

 

Generative Dialogue Framework. Aligning Comprehension with Behavior. Ecological,
Economical, Equitable Leadership. Organizational Geometries.

Unbounded Particulates of Spirit
Memory as soul. – My focus: organizational geometries that can enhance learning
(relationships), sustainable business development (creativity that accounts

Creating Learning Communities
My focus: organizational geometries that can enhance learning (relationships), sustainable
business development (creativity that accounts for next generation
www.creatinglearningcommunities.org/resources/consultants.htm

relationship to Concentrix Management

– the geometry of space