NEW BIO- COMPUTATION- STRUCTURE- INSPIRED REPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT: new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc. 60 TOOLS FOR CREATIVE LEADERSHIP THINKING Learn and Apply 10 THINKING TOOLS in Each of SIX Every-2-Months 5-days-each Courses Tools for Creative LEADERSHIP Thinking BASIC MENTAL INPUT/ OUTPUT HOW TO READ Reading point structures Reading causes and effects Reading actions and images HOW TO MODEL Idea factoring Multi-dimensional naming Fractal concept model building amd the power of certain regularizations to enhance cognitive list limits HOW TO WRITE 3 pass writing: first to discover thought, second to organize it, third to convey that order to particular audience Dramatic path writing Academic evidence/logic compare writing GROUP MENTAL PRODUC- TIVITY HOW TO MEET & DISCUSS Scientific rules of order Stratified responding Phone research events HOW TO EXPAND MENTALLY Educate mind extensions Mind distributions Glass bead game modules CREATIVITY HOW TO INVENT THE NEW Dimensions of difference analysis Social design automata Genetic mutation/crossover, exaptation and bricolage HOW TO THINK BEYOND Fractal model expansion Extreme metaphor generation Cultures of development, risk, high performance FOCUS HOW TO ASK Model based interviews Root cause analysis and interviews Cause distribution diagrams HOW TO AIM —Work Essence Questionless questionnaires of satisfaction Evolutionary Problem Solving Environments of mis-use discovery: Self scaffolding interfaces HOW TO AIM —Work Essence Spec-ing systems as features aimed at satisfying customers of your customer Minimal grammar planning/building Trojan Horse solutions SEEING THE INVISIBLES NON-LINEAR PLANNING Response to response matrices Pain sharing Multi-scale cause-effect analysis—act NOT on scale problem appears on HOW TO NOTICE Update overall knowledge organization Expand personal/group theory repertoire Insert into known knowledge dynamics—recursive re-rise of defeated ideas in a field HOW TO SOLVE Extreme product extrapolation Solution culture building Culture—unpeeling ideas of ok, excellence, good—the costs of all “goods” and “excellences” CREATING PEOPLE HOW TO GROW Self as violin and violinist--adulthood Self change via dis-cue-ing environments & bridge com;munities De-schooling, undoing bad habits from schools and colleges HOW TO INFLUENCE The anthropologic and theologic liberation yearnings Messaging—count-image-name-description- reactionwanted Win attention fights without ego, words, or talk—devices that produce willing curious audiences for you effortlessly HOW TO ENTHRALL Ecstatic engagement “flow” from optimal stretch amount of non-linear system effects The one story that is all stories—all stories are about self growth (monsters are projections of neuroses within) 30 second truth shots—deliver truth with comedy or song or dance CHANGE HOW TO GLOBALIZE Transplanting X across cultures The femininity of productivity and creativity Undoing the cultures of development, risk, and high performance—arrival vs striving happiness (but striving is an arrival happiness) HOW TO LEAD Find tipping points Lead by tuning interactions Lead by alternative delivery of standard leadership functions HOW TO DISRUPT Fallow finding De-institutionalizing info/communication; Reversing who designed everything (de-neuroticizing) COMMONSENSE has changed: from Mechanosense to Biosense DIALOG OF FIVE KINDS OF COMPUTATIONAL SYSTEM machine, social, biologic, mind, brain THE WEB all past knowledge real-time new ideas available to all SOCIAL & IDEA INDEXING to handle vastness we need new skills--great naming, regularized idea orderings, end to bushy-ness MENTAL OPERATORS APPLIED TO IDEA STRUCTURES not single ideas, not 4 or 5, but 60 & 100 FORCES PUSHING US TO CHANGE HOW WE THINK from interviews of 150 MIT- Harvard-Stanford faculty nominated as top thinkers from USA’s top high school’s pioneering metaphoric thinking assessment systems from the world’s top software research lab’s models of new types of thought, XEROX PARC from Richard’s work with Steve Jobs at Next Inc., + work at 7 other global top 50 firms from the EXCELLENCE SCIENCE Research Project at the U of Chicago’s Booth School from Richard’s 18 books and courses at U Chic, U Mich, Keio, Temple, Beijing U.
Transcript
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
Learn and Apply 10 THINKING TOOLS inEach of SIX Every-2-Months 5-days-each Courses
Tools for Creative LEADERSHIP ThinkingBASIC
MENTAL INPUT/
OUTPUT
HOW TO READ Reading point structures Reading causes and effects Reading actions and images
HOW TO MODEL Idea factoring Multi-dimensional naming Fractal concept model building amd the power of certain regularizations to enhance cognitive list limits
HOW TO WRITE 3 pass writing: first to discover thought, second to organize it, third to convey that order to particular audience
NON-LINEAR PLANNING Response to response matrices Pain sharing Multi-scale cause-effect analysis—act NOT on scaleproblem appears on
HOW TO NOTICE Update overall knowledge organization Expand personal/group theory repertoire Insert into known knowledge dynamics—recursive re-riseof defeated ideas in a field
HOW TO SOLVE Extreme product extrapolation Solution culture building Culture—unpeeling ideas of ok, excellence, good—thecosts of all “goods” and “excellences”
CREATING PEOPLE
HOW TO GROW Self as violin and violinist--adulthood Self change via dis-cue-ing environments &bridge com;munities
De-schooling, undoing bad habits from schools andcolleges
HOW TO INFLUENCE The anthropologic and theologic liberationyearnings
Win attention fights without ego, words, or talk—devicesthat produce willing curious audiences for youeffortlessly
HOW TO ENTHRALLEcstatic engagement “flow” from optimalstretch amount of non-linear systemeffects
The one story that is all stories—all storiesare about self growth (monsters areprojections of neuroses within)
30 second truth shots—deliver truth with comedy or songor dance
CHANGE
HOW TO GLOBALIZETransplanting X across cultures The femininity of productivity and creativity Undoing the cultures of development, risk, and high
performance—arrival vs striving happiness (but striving is an arrival happiness)
HOW TO LEAD Find tipping points Lead by tuning interactions Lead by alternative delivery of standard leadershipfunctions
HOW TO DISRUPT Fallow finding De-institutionalizing info/communication; Reversing who designed everything (de-neuroticizing)
COMMONSENSEhas changed: fromMechanosense to
Biosense DIALOG OF FIVEKINDS OF
COMPUTATIONALSYSTEM
machine, social, biologic,
mind, brainTHE WEB
all past knowledgereal-time new ideas
available to all
SOCIAL & IDEAINDEXING
to handle vastness we neednew skills--great naming,
regularized idea orderings,end to bushy-ness
MENTAL OPERATORSAPPLIED TO IDEA
STRUCTURESnot single ideas, not
4 or 5, but 60 & 100
FORCES PUSHING US TO CHANGE HOW WE THINK
from interviews of 150 MIT-Harvard-Stanford faculty
nominated as top thinkers
from USA’s top high school’spioneering metaphoric
thinking assessment systems
from the world’s top softwareresearch lab’s models of newtypes of thought, XEROX PARC
from Richard’s work with Steve Jobs at Next Inc., + workat 7 other global top 50 firms
from the EXCELLENCE SCIENCEResearch Project at the U of
Chicago’s Booth School
from Richard’s 18 books andcourses at U Chic, U Mich,
Keio, Temple, Beijing U.
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
Six sessions, of 5 days each, allow individual and team
homework between sessions--using the tools taught,
testing combinations of the tools, seeing what those
combinations can contribute to revolutionizing learn-
ing, teaching, idea leadership, social leadership, self
twenty-fold as the sessions are completed. No Har-
vard-MIT-Stanford grad will be able to compete with
you when all 6 sessions are cmpleted.
LEADERSHIP--is hard and often dangerous when techni-cal, cultural, global trade, and social media substratesof all organization change at accelerating speeds. Whatlooked good yesterday and worked the day before, isfoolish or suicidal today. A FUNDAMENTAL comprehen-siveness of thought--more coverage, more diversity,more detail, more updates, more testing in experi-ments--is WHAT LEADS, not mere people, not strategiesuntested with social media data, not all that MBA pro-grams taught LAST YEAR!!
SIX TIMES YOU EXPERIENCE THE FIVE-DAY SESSIONS BELOW:
FIVE DAYS CONTENTS Contents of Each Half Day:
Day 1 2 tools 40 min.
Lecture on research basis, basic steps, and results of each tool
Day 2 2 tools 40 min.
Exercise--step by step first try at doing the method
Day 3 2 tools 40 min.
Discussion of application ambigu-ities and difficulties
Day 4 2 tools 40 min.
Group exercise on using the method applied to good topics
Day 5 2 tools 40 min.
Presentation and combining all results into a BEST RESULT, plus fixing any procedural ambiguities or errors. LECTURE on research basis,
steps, history, examples, results
Exercise: step by step doingthe method, asking questions
Discussing issues in doing themethod and what to apply it to
Group exercise using the toolto produce se valued result
Presentation and evaluation ofapplications + ansswer questions
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
Your readings, meet-
ings, events, discus-
sions, trips, web
searches turn into
models:
1) more comprehensive
2) more diverse
3) more detailed
4) more multi-scale
making all your ordi-
nary mental opera-
tions many times more
powerful, complete.
YOUR PERSONAL MODEL REPERTOIRE EXPANDS
This means you have access to all you notice, expe-
rience, do, hear, investigate, experience days,
months, years later, using models to recall every-
thing completely. Your actual experience and
world grow bigger--you notice more, imagine alter-
natives others miss, spot the hidden contexts limit-
ing what others see, do, and imagine. You become,
WITHOUT TRYING a leader.
Fractal of Contents
Are You Creative?60 Models of Creativity and the 960 Ways to Improve Your Creativity that They Suggest
By Richard Tabor Greene
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30
SO
CIA
L
KNOWLEDGE
EVOLUTION
Compilation
FractalRecurrence
Cycle
SystemModel
60Models of
CreativityCopyright 2002 by
Richard Tabor GreeneAll Rights Reserved
US Government Registered
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4
56
CATALOGRecommen-dations
Traits
Question Finding
Darwinian Systems
CombinedThought
TypesGarbage Can
27
8
9
10
11
12
BLEN
D
Culture
Mixing
Disci-pline
Com-bines
Tuning
Paradox
Door-way
ScaleBlend
IdeaMarket-
ing
3 13
14
15
16
17
18
Com-munity
ofIdeas
SocialCompu-tation
Social
Move-ment
SpaceShare
Parti-cipatoryArt & Design
419
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21
22
23
24
GR
OU
P
MassSolving
ProcessDeploy-
ment
OptimizeIdealFlow
Meta-
SocialConnec-tion-ism
Demyst-
ification 525
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30
KNOWLEDGE
EVOLUTIONRelocating
Idea
ProgramsSimple
Dialectics
FractalRecurrence Idea
Waves
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3233
3435
36
EXPERIMENT
Solution
Culture
Policy by Experiments
Creation Events
FractalModelExpan-
sion
SocialAutomata
Create by Balancing
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40
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42
SYST
EM
Non-
Linear Systems
Darwin-ian
System
Effects
Surprise
AdjacentBeyond
PopulationAutomaton
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44
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PU
RIT
Y
Sub-creations
Produc-tivity
Perfor-mance
Influence
Investing
Info
Design
SEL
F
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Courage
AnxietyChannel
ExtendedSelfDeve-
lop-ment
InterestEcstasy
CareerInvent
Perfor-manceCrea-tivity
MIND
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57 58
59
60Insight
CognitiveOperator
Extremes
MakingSense
PerceptInvent
ExperienceRealizatn.
SubstrateUpdate
Cognition
Ecosystems
These models aregiant collectionsbased on single themesor matrix frameworks.
These modelssee creativity as social relations & dynamics of sorts.
Thesemodels see
group-nessmaking
procedurescreative
Thesemodels see
dynamics amongideas themselves that
become creativity
These models seesolids disolved into hypotheses making creativity.
These modelssee non-linearaspects of realitythat make creativityinevitable inthe universe
Thesemodels see
some singlefunction or
aim that donepurely resultsin creativity.
Thedynamics
of creatinga self if
extendedresult increativity.
Within the mind dynamics or constructs that “create”.
Thesemodels are
mixtures, blends,and combinations
of things.
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Page 8 Overview of the 60 ModelsPage 22 Catalog Models HexagonPage 32 128 box Recommendations ModelPage 70 to 74 Scientific Creativity Quad-HexagonsPage 93 48 Culture Dimensions TrianglePage 100 Career 64 QuadPage 114 64 Social Processes QuadPage 121 Catalog Models CombinedPage 124 Blend Models HexagonPage 173 Power Creation Quad 64Page 168 Social Automaton TablePage 202 Blend Models CombinedPage 205 Social Models HexagonPage 260 Cluster Creation SpacePage 281 Social Models Combined
Page 533 System Models HexagonPage 559 Simonton HexagonPage 573 System Effects 128 TrianglePage 579 326 System Effects HexagonsPage 604 Adjacent Beyond 64 QuadsPage 641 Systems Models CombinedPage 644 Purity Models Hexagon
Page 809 Mind Models HexagonPage 876 Mind Models CombinedPage 879 Flow Diagrams of All 60 ModelsPage 982 Grounding Example Tables for All 60 ModelsPage 1056 ReferencesPage 284 Group Models Hexagon
Page 329 General Computation Page 331 Social Process Event Types
Page 332 Ways Orgs Learn 64 QuadPage 336 Organizing for Meta-CognitionPage 344 64 Ways Orgs Learn TablePage 367 Rise of Science TablePage 373 Group Models Combined
Covers:Kaufmann’s InvestigationsWolfram’s Simple ProgramsAbbott’s Chaos of DisciplinesSimonton’s Origins of Genius
and many othersRoot-Bernstein’s Discovering
A Self-Study Text
on Creativity that Any
Person & Any Course
in Any Discipline
in Any College or
Company Can Use
Today!
The MostComprehensiveBookon Creativitythat hasEver beenPublished!
The Next StageAfter R&DArts & Sciences
Individuals & Groups
NGOs & Companies
Ventures & Styles
Fashion & Tradition
P66
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES
USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY
INCREASE OVERALL MENTAL PRODUCTIVITY
THE WEB CHANGES EVERYTHING ABOUT TEACHING,
LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO
ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANY-
WHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE
UPDATES FROM AROUND THE WORLD.
OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING,
DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS
THAT NO LONGER EXISTS.
ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS
HARVARD, MIT, STANFORD, FREE VERSIONS AVAILABLE.
IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES
EXCELLENCE?
Finding information from vast diverse sources
Judging the quality, recency, accuracy of all that
Fusing all that into models, easy enough to use, powerful
enough to impact the worldImproving those models as new information of relevance
is come acrossApplying those models to NOTICE more, IMAGINE more,
ACT differently than others. WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES
USED HUNDREDS OF TIMES EACH DAY, YOU VASTLY
INCREASE OVERALL MENTAL PRODUCTIVITY
THE WEB CHANGES EVERYTHING ABOUT TEACHING,
LEARNING, EDUCATING. IT PROVIDES NOT ONLY ACCESS TO
ALL PAST KNOWLEDGE ANYWHERE ANYTIME, BUT ANY-
WHERE ANYTIME ACCESS TO LIVE NEW KNOWLEDGE
UPDATES FROM AROUND THE WORLD.
OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING,
DESIGNED FOR A WORLD OF LIMITED KNOWLEDGE ACCESS
THAT NO LONGER EXISTS.
ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS
HARVARD, MIT, STANFORD, FREE VERSIONS AVAILABLE.
IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES
EXCELLENCE?
Finding information from vast diverse sources
Judging the quality, recency, accuracy of all that
Fusing all that into models, easy enough to use, powerful
enough to impact the worldImproving those models as new information of relevance
is come acrossApplying those models to NOTICE more, IMAGINE more,
ACT differently than others.
WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED
HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVER-
ALL MENTAL PRODUCTIVITY
THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING,
EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST
KNOWLEDGE ANYWHERE ANYTIME, BUT ANYWHERE ANYTIME
ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND
THE WORLD.
OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
TheTools
Illusion
tools nevermake anyonecreative
ordinary people cannotbe creative,ever
only peoplehaving creative lives create
only peoplecreating newkinds of toolsend up creating
Sourceof
TheseAbsurd-
ities7000+ recommenda-tions by researchers ofcreativity
categorizedinto 128, 64,32, 16, 4 cate-gories by grouping
the model tested against11 others, found to be the
only 1 creators identified with
interviewsof 150creators
producedhighlysimilarmodel
Sub-creations
inventionof life-
place & stylework- place &style innova- tions pre- cede
effective,educated,creative= words usedeasily but with foggy meaning
contra-dictoryuses:
we need more of X.everyone is X,we say both
if all of us arecreative thennone of us are= the rarity ofbeing creative.
Lake Wobegone:where all kidsare aboveaverage!
all arecreative =we allgenerate things;all cannot becreative =creativity is rare,stands out
wantingto be morecreative
than we now are= wantingto stand
be unique,out,
the world needsmore creativitythan it now hascuz it quickly bores us as we
quickly get used to it
we allfeel creativecuz we
all 1st createa self, asour 1stcreation
orthofields =
determineswho rises to top of
all tra- ditional
fields
315, 5 ineach of 63 strata,
nominate 150 ineach ortho field,who define it =Ortho Field Research Project
Models of54 orthogonaldisciplines, including
creativity, effectiveness,
etc.
Result = distin-quish creativityfrom effective-ness etc.; 7000people,9 years.
150creatorsdefine their own modelsof creating =60 overall models
Eachmodel has
about 20 keyvariables andrequired envir-onmental con-ditions
Illusion: assessfirm environmt.for creating--how it hinders
& enables creating
Any envt.that helps
of creatingthereby hindersmany moreother
1 or 2 models
models
MakeInteriorRoom
MakeExteriorRoom
Mental TravelPerceive Paradox
CreateCreationMachine
Think
ConquerManageEmergence:
the emotionalspace for creating
the time and facilities forcreating
the violation ofall boundariesand norms seek- ing the new & rare
embracing whatdoes not work,fails to compute,frustrates,disorients
full panoply ofpreparatory sub-creations that enable the finalcreative work
generateassociate
decompose, &map analogiesamongideas
commit to vic-tory, establishexceptionlessdiscipline, make creating the norm
set up automatonsamong populns.of ideas, then
tune &prune
get rid ofhasslegenerators;achieve greatproductivity toget enough freetime to create
revisingall in yourlife till it
completely andonly supportsyour creating
going whereforbidden,violating all, using the discards of others
loving what allothers hate:failures, anoma-lies, tangles,paradox,delusions
takes 8to 10 years at12-16 hrs./day;those unable towait 8 years tocreate are inca-pable of it
a lifetimeof mindextensions
that amplify youand makeyouintelligent
the nastiness,toughness, &courage of flex-ing parts of life, relations, ways of living
flow fromtuning in-teractions
& pruning noisetill creationsappear
meet 1per 2 or4 week,track progresson 8 functions of the rec. model
coachbosses/execs of
teams to permitthe subcreationsthat enablefinal creative works
the T-shirt cou-rage test: if youhave to wear asuit, too wimpy to create anything
tools for fools= money forfools = sellingcreativity toolsfor $ whileknowingthey donot work
fame,works, and sex;works that rep-resent you whenand where youare not
eliminatewhat
squanderstime, de-focussesyou, and belittles
worthyour
show own kidslife of respect,slough trend/fad;poise from anaudience of the
unborn
find heavenwas alwayshere, neveraway, we justmissedrecog-nizing it
PhonyRoutes
toCreating
CreativityConfu-sions
CreationClarity
How toCreate
Tools don’tcreate;
Ordinarypeople don’t
create;Only creators
create
1 2
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5 6
78
9 10
1112
13 14
1516
17 18
1920
21 22
2324
25 26
2728
29
30
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33
34
3536
37 38
3940
41 42
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45 46
4748
49 50
5152
53 54
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57 58
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64
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67
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81
82
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85
A Fractal Concept Model Summary of All the Points Made in this Chapter
THE NEXT
PROCESSORPROJECT
WORD
My studio willchange all ofworld historyvia inventing
new fundamentalinterfaces!
A NEW WAY TO WRITE:A REPLACEMENT FOR PROSE
A NEW INDUSTRY: THE PUBLISHING OF EXPERT & CLASSIC READINGS OF
TEXTS
READING STRUCTURES OF CAREERS, ARTWORKS, EVENTS,
PROSE, DISCUSSIONS
EACH “READING” PRODUCES A SELL-ABLE PRODUCT, A USE-ABLE
MODEL
APPLY IDEAS IMMEDIATELY AND THROUGHLY
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING WHEN YOU CHANGE MUNDANE WAYS OF THOUGHT, ONES USED
HUNDREDS OF TIMES EACH DAY, YOU VASTLY INCREASE OVER-
ALL MENTAL PRODUCTIVITY
THE WEB CHANGES EVERYTHING ABOUT TEACHING, LEARNING,
EDUCATING. IT PROVIDES NOT ONLY ACCESS TO ALL PAST
KNOWLEDGE ANYWHERE ANYTIME, BUT ANYWHERE ANYTIME
ACCESS TO LIVE NEW KNOWLEDGE UPDATES FROM AROUND
THE WORLD.
OUR OLD WAYS OF THOUGHT ARE UN-INTERESTING, DESIGNED
FOR A WORLD OF LIMITED KNOWLEDGE ACCESS THAT NO
LONGER EXISTS.
ANY TOPIC ANY COURSE YOU WANT IN THE WORLD HAS HAR-
VARD, MIT, STANFORD, FREE VERSIONS AVAILABLE.
IN SUCH A WORLD, WHAT IS NEEDED? WHAT PRODUCES EXCEL-
LENCE?
Finding information from vast diverse sources
Judging the quality, recency, accuracy of all that
Fusing all that into models, easy enough to use, powerful
enough to impact the worldImproving those models as new information of relevance
is come acrossApplying those models to NOTICE more, IMAGINE more,
ACT differently than others. we fear death point of living?
see ego end at ego start
self = brainsystem interplay
degrees ofbeing oneself
we are neuronaltea party
meditation shutsdown brain modules
example: zazenshuts in-body module
example: drugsshut in-body module
injury shutsmodules by degree
death shuts bydegree or at once
what is left ofawareness?
seen it before born time loss in anaesthesia
no sense of gap
life as ecstasy searchecstasy = self
drops away, joy ocean
self as pettynessthat shuts out more
we seek whatdeath provides yet
fear death = strangebuddha self gives
us life as suffering
meditation revealsmind as worry creator
when not led byour own thoughts
suffering goes
when look beyondown mind
suffering goes
when see beyondseparation/worrysuffering goes
when mind dropswhat is left? compassion
creatures torturingselves with separateness
death unneeded =lose suffering in life
by dropping ego, self
the question of our
existence?
brain modules inter- acting create our
sense of self/ego
ways to shut down
specific modules = death in life or
religious experiences
the death question, when all modules
go, what aware- ness is left?
we know the answer: before birth and in
anaesthesia experiences
what we most seek-- ecstasy--equals
self drops away leaving ocean
of joy
we seek yet fear loss
of self yet self causes worry
if escape our own
mind & thought suffering goes
away
when self & mind
drop away what remains-- compassion so
death is unneeded
we fear the most what we week the most in birth, anaesthesia, ecstasy we all know the answer to the death question of what
remains of awareness? degrees of being and not being a self come
from particular brain modules
what we fear loss of creates all our worry so
losing it brings happiness not trouble, so losing self in life makes death unneeded
A Solution to the Fundamental Problem of Human Existence: Degrees of being a self from brain modules create religious experiences, birth, anaesthesia, and ecstasy show us what death brings, namely, an ocean of joy,
so what we fear losing, our self/ego is what tortures us with worry--if we let self drop away in life we do not need death--we can be happy while alive.
Degrees of Being Me We’ve Already Been Dead
Dropping Self Drops Suffering
THE OVERALL ARGUMENT:
The degrees of being our selves come fromour self’s basis in interacting brain mod- ules some of which we can shut down in meditation, with drugs, in ecstasy, all of which bring joy and meaning; Dropping away of brain modules brings oceanic pleasure, because suffering is generated by our minds/egos; when we stop being our own minds, suffering/separateness end bringing joy so we no longer need death for release from suffering.
Being a self is quantal cuz self is inter- acting brain mod- ules some of which we can shut down
Injury, birth, anaesthesia and ecstasy shut down parts of us, pre- figuring death experience
We fear the self-shutdowns we seek, but dropping self relieves us of suffering caused by ego
we all
fear death
what isthe point
of living ifwe die, we wonder.
as kids we
fear ego deathjust as ego
starts developing
self is
from brain
modules inter-acting
so thereare degrees
of being a selfas modules join in
modulesinteracting
create us-ness
injury shuts down
some modules
= be partly us
death shuts downmodules,
gradually orall at once
we wonder
what is left
of awareness?
what was itlike before we
were born--we remember
in surgerywe lost senseof time elapse
closed eyesawoke hours
later, no sense
of time lost
all of life
we seekecstasy
in ec-stasy self
drops away
leaving oceanic joy
self isa petty
thing thatshuts out more than it includes
we seek
in ecstasywhat we fear
in death
butall our
sufferingcomes from self
and its separateness
our
mind isworry
shown bymeditation
creator,
whenbeyond
thoughtssuffering goes
whenbeyondmind
suffering goes
whenbeyond
separationssuffering goes
whenmind goes
what is left?compassion
empathy
for creaturestortured by
their separatenesses
lose ego
= lose suffering= lose need for death
12 3
4
5 6
7
8 9
10
11 12
13
14 15
16
17 18
19
20 21
22
23 24
25
26 27
28
29 30
31
32 33
34
35 36
37
38 39
40
variousreligious
practices shutdown brain modules
zazenshuts down
I am in my bodymodule
drugsshut down
other modules,ex. flow of
consciousness one
Read in order from box 1 to box 40, or, inversely, read from box 14 to 40 first, then read from 5 to 13, then read from 2 to 4, then read box 1 last; these are top down reading and bottom up, respectively.
THIS REPLACES PROSEsee count, names, & order of points at a glance. Replace a bad 8000+ year old interface!
FRACTALPAGEFORMS
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING SCIENTIFIC MEETING MANAGEMENT
THE BIGGEST PROBLEM--BEING TOGETHER
This TOOL--Scientific Meeting ManagementThe Best of East plus Best of West plus Better than Both
Chemical, Taiyo Kogyo, Osaka University Hospital, France Bed Corporation, Uniqlo, Goldman Sachs Manhattan, J
P Morgan Manhattan, Warner Lambert, Pixar Studios, Xerox Parc, Liveboard, Documentum, N V Philips Eind-
hoven, Siemens, General Dynamics, Ten Cent China, Brunswick Corporation, CIA Langley, EDS, Coopers &
Lybrand Consultants, Weston Public Schools, Wellesley College, MIT I-Labs, Matsushita Elec. Ind. Co. Ltd., MITI,
Finance Ministry, others.
IMAGINE A MEETING That starts with a pre-meeting where all design today’s meeting, what toinclude, what to exclude; then the meeting itself; then a post-meeting where all review actionitems assigned by the previous meeting, and assigned in today’s meeting plus who will do whatwhen where with each.
Where the meeting leader lists his/her agenda and all attending add items to it as they enter theroom. The first agenda item is all massaging that ungainly initial agenda into a time-priority effi-cient focussed list. The pre-meeting ends with a great agenda of what to do in the meeting andoutside the meeting.
Where all attending lead application of one treatment to one topic group or more, where thegroup masters more and more effective treatments each month for topic group types, where thefirst agenda item is designing a meeting so that you, if possible, make that meeting disappear;where an agenda item is--topic, group-assigned treatment of that in today’s meeting, group-assigned person to lead applying that treatment to that topic today, time allocated for this, for-mat of result required, customer to receive that form of output. That’s it--the method is justabout that simple.
WHAT THIS DOES FOR YOU Foreign cap firms working in East Asia cannot do meetings in thelocal Asian ways---such meetings are way too slow and too vague about what is agreed on and notagreed on (and Asian managers in them all too often say nothing at all). Foreign cap firms work-ing there cannot do the opposite, that is, run meetings in Western ways---such meetings mayappear time effective to foreign staff in Asia but the Asians in them are totally irritated, lackingthe emotional alignment, full contexts and info, they demand before committing to lines ofaction. If you meet in Asian ways, foreign execs rebel; if you meet in Western ways, good Asianemployees will not work with you and become impossible to hire. What can you do?
GET FOREIGN EXECS & ASIAN LEADERS MEETING A NEW WAY--Neither Asian nor Western. TheScientific Meeting Management course teaches, in 3 sessions, increasingly sophisticated versionsof one simple method--self shrinking meetings, meetings led by all attending them, meetingsleveraging myriad outside-of-meeting sub-meetings, meetings rigorously tracking action itemcompletion. Attendees first lead obvious treatments for typical topic types then learn moresophisticated treatments of them. Then they invent treatments never tried before--aiming forworld best productivity. This one simple method is as much a stretch for Westerners as it is forEasterners--it is neutral ground, where the best of both East and West blend to make somethingimmense and new.
.
Consider the following differences and fixes for them-- What ONE SIMPLE WAY would fix them all?
Asian Way Western Way Ineffectivenesses of BOTH Ways
1. meet to createemotional align-ment
2. meet to create idea align-ment
3. leader imposed limitedagenda
4. whoeverspeaks X must doX--speak out bur-den
5. hypothetical speaking--anyalternative discussed by any-one without commitment beingimplied
6. one leader per meetingassumption--attendees experi-ence “being led” but not “lead-ing”, only one person leadsagain and again
9. unclear contents & com-mitment--ambiguity aboutwhat was said, committed to,omitted, unstated, realistic,likely to fail
10. nemawashi--the pre-meetingmakes formalmeetings tatemae,everything realdecided before themeeting
11. open decisions--meetingswhere real work and decidingget done
12. meetings with both toomuch and too little content--assumption that most of meet-ing contents are inside themeeting itself
13. leader as edi-tor (pre-decider)--in Japan theleader edits“genba” proposalsbut only after pre-arranging meetingoutcomes
14. leader as monarch (com-mander, displaying authorityover attendees)--Captain Kirkof the Star Ship Enterpriseordering people to do what theyalready are doing and to do theobvious = bossyness (a boatwith 9 steering and 1 rowing)
15. non-total-quality--amateurun-evolving treatments of topictypes and sloppy formats ofresults achieved--meeting pro-cesses without kaizen
16. slow commit-ting--attendeesdemand they getALL ultimate busi-ness info and con-text beforecommitting to aline of action
17. fast committing--attendeesdemand what they are assignedand how their results will beevaluated only in order to com-mit (but later may lack enoughcontext to fix unplanned obsta-cles and have little commit-ment to overall goal.
18. sloppy management ofaction items--both those doneinside meeting and those donebetween meetings--tradition ofdeep discountings of what peo-ple promise
19. debate as signof failure--goodmeetings and peo-ple hardly everexpress diver-gence, disagree-ment or objections
20. debate as route to excel-lent ideas--getting right ideasis 90%, implementation is detail= that debate undermines emo-tional alignment so underminesimplementation a cost Western-ers are willing to pay as promo-tions are for flashy launches notboring good completions
21. wrong treatments--of topictypes ruin chances that meetingtime will produce more thaneach individual working alone--non-evolving fixed treatments--most topics treated by “generaldiscussion” that never improvesand wastes lots of time
22. deliver knowl-edge via entireorganization--totalizing treat-ment of quality,robotics, and otherbodies of knowl-edge
23. deliver knowledge via eliteprofessions--follow idea con-sidered “right” due to authori-tative professional source evenwhen idea obviously fail inimplementation
24. the face-to-face assump-tion--assumption that attend-ees of a meeting are thosephysically around some table,not those phone-able, skype-able, survey-able during themeeting itself
25. where allagree = successfulmeetings--if allagree even thoughno one can articu-late what exactlythey agree on,that is great
26. where all understand, whatwas assigned and how evalu-ated--even if why any or all ofthat is needed is totally unclearso emergent obstacles cannotbe understood, agreed on, orhandled
27. successful meetings--getmore done than same individ-uals working alone for sameamount of time; succeed indesigning away so people neverneed to meet, meeting led byall present applying one treat-ment to one topic group ormore
28. historicalroots--buddhism =concepts are stepson road to hell;politics = entireiemoto killed ifsamurai opensmouth wrongly =disagreement =disloyalty
29. historical roots--right ideasimposed imperially crushinglives without situational careand consideration (ChristianSpanish frying alive Americanindians to “save” their souls forcenturies; worship of heros inearliest Greek civilization--immortality via stories repeat-ing one’s great deeds
30. historical roots--in tradi-tional rural societies consider-ation speed unneeded; todayspeed essential to competing;bias for laziest treatment of allideas “general discussion” sogroup never improves in han-dling topic types and individualnever improve leading treat-ments.
Consider the following differences and fixes for them-- What ONE SIMPLE WAY would fix them all?
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
RESULT 1: Meetings with both Western and Eastern alignments achieved RESULT 2: Some topics given Eastern treatments, others given Western ones RESULT 3: Meetings with fully expressive Asians, fully listening Westerners RESULT 4: Meetings with both context action items and content action items RESULT 5: Asians master Western treatments; Westerners master Eastern ones.
WHO IS RICHARD GREENE Richard 1st came to Japan in 1976 setting up mass workshop participa-tory policy-design meetings (Chiiki Condonkai) of 400+ people each in 42 Japanese companies andcities. He won the Deming Prize at Sekisui with his Artificial Intelligence Circles program, theBaldrige Award at Xerox PARC with his Knowledge Systems Circles; taught at the University of Chi-cago Grad School of Business introducing their first quality, neural net estimator, internationalbusiness, and software venture launch courses. His design studio, the Creativity & Novelty Sci-ences SOLUTIONS STUDIO operates in Shanghai at SIVA for Detao Masters Academy where he istheir 49th design master. He is author of 14 books, and revolutionized technology application at9 global corporations 2 in Japan, 3 in USA, 2 in EU.
Richard is a grad of MIT in artificial intelligence programming, and of Wellesley in creative writing,with 3 grad degrees from the University of Michigan including a PHD in total quality forms of research.His 2nd book Global Quality won numerous prizes and was called “a work of genius” by founders of theUniversity of Chicago Grad School of Business who hired him two years before his Phd. He imple-mented high technology circles programs in 7 global corporations: Matsushita Electric, Sekisui Chemi-cal, EDS, Coopers & Lybrand, Xerox PARC, NV Philips, Thompson Paris. He has taught as full professorat Keio University’s SDM grad school and Beijing University in Asia. His book Your Door to Creativityhas just been published in Chinese. He has 23 years of NGO, global corporation, and academic experi-ence in each of Japan, Korea, China, and in the EU.
THINK ABOUT HOW MUCH OF EACH DAY, OF EACH CLASS, OF EACH COURSE, ISFILLED WITH MEETINGS. THINK ABOUT CONDUCTING each OF THOSE MEET-INGS AT 20 TIMES THE ENTHUSIASM, PRODUCTIVITY, AND CREATIVITY AS ISDONE NOW.
IMAGINE MEETINGS IN WHICH EVERY PARTICIPANT LEADS THE APPLICATION OFSOME GROUP SUGGESTED TREATMENT TO SOME GROUP AGREED ON TOPIC.ALL LEAD ALL INSTEAD OF ALL PASSIVELY HEAR SOME UP FRONT MALE.
THIS METHOD ALONE CAN MAKE A GROUP OR BUSINESS DOZENS OF TIMES ASCREATIVE AND PRODUCTIVE AS ITS COMPETITORS. New INDIRECT forms of leadership are emerging and dominating the parts
of the world growing fastest--1) tuning interactions of populations of intel-ligent agents 2) erecting interfaces that bridge separated networks/mar-kets 3) principled defining of business and human essences 4) policy-by-experiment 5) self mutation, self cross-over, recursive embedding, of evo-lution dynamics within 6) ecosystem dynamics--niching, parasitism, symbi-ots, species mixings. This course makes you master of them all.
Non-linear SystemDynamics
BiologicalParallelism Types
SocialParallelism Types
Social EventComputation Types
GameSimulation WorkContinuum
Population Ecologies
avalanches
attractors
catastrophes
butterfly effect
trajectoriesedge of chaos
geneticcompetition
neural nets
fuzzy logics
co-evolu- tionarylandscapes
simulatedannealing
Lamarkian
self- organizing
connection- ist sociality
manage
by
events
social
automataleadership
finite
elementanalysis
simulated socialannealing
coordi-
market- ization
nation
social
order diversity patchingsparameters
connected- ness
physical games
social games
socialgaming
systemsimulations
groupware
social &
cyberwork:
process events
&
& virtual
work-placesubiquitous
cellularworkspaces
researchassemblies
problem
finding &solving
workouts
quality
cabarets
parallel work events
manage
bybalancing
nichepopulation
evolution
symbioticpartnering
parasitecompeting
speciesweave
stabilities
evolution- ary
dynamics
SWAT
authority
JITmanage-
ment
agilealliancing
co-
food webs
evolution
biological
The NewCommonsense
EmergenceReplacing
Design
“We had heard all thiscomplex adaptive systemsstuff, and even hiredthe famous names,Holland, Kauffman,and others, but allthat we learneddid not fit ourstrategies tillGreene’s course madethe fit forus.”
“The way you moved from abstract idea, to illustrative domains, to possible applications, to actual suggested applications for us was the point that made this course so much better than our Santa Fe Institute experiences”
64 NEW FORMSOF INFLUENCE;5 NEW WAYSTO LEAD;Disruptions,Cultures,Techs,evolve &clash so...
LEADING BECOMES a set of functions variously deliver- ed, or self im- posed by em- powered teams. We have entirely new means and ends of influence
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
EVOLUTION OF EVERYTHINGideas, careers, technologies, goals, cultures, opportunities, disciplines
WHERE CAN WE GO TO LEARN HOW TO
LEAD & CREATE?
TO THE MOST CREATIVE PROCESS
IN THE UNIVERSE--NATURAL SELEC-
TION--THE PROCESS THAT CREATED US,
AND
TO THE MOST CREATIVE PLACE
IN OUR UNIVERSE, SILICON VALLEY:
BOTHARE PLACES OF IMMENSE FAST EVO-LUTION--Genetic algorithm styles of
thinking
HOW DO YOU LEAD A FAST MOVING EVOLU-
TION PROCESS?
HOW DO YOU LEAD SEVERAL INTERACTING
FAST MOVING EVOLVING PROCESSSES?
HOW DO YOU EVOLVE YOUR INFLUENCE AND
LEADERSHIP INTERVENTIONS ADAPTIVELY ENOUGH TO STAY ABREAST OF SIMULTANEOUS
FAST EVOLVING SYSTEMS, SUBSTRATES, MAR-
KETS, TECHS?
ARE NICHE GENERATION, SYMBIOTIC PROD-
UCTS, PARASITIC MARKETS, MARKET ECOSYS-TEM STABLE SPECIES DYNAMICS--PART OF YOUR
LEADERSHIP REPERTOIRE?
ARE CULTURE OPERATIONS, CULTURE POWERS,
CULTURE TRAITS, CULTURE DIMENSIONS, CUL-
TURE SOCIAL PROCESSES, CULTURE DEFINI-TIONS, CULTURE USES, CULTURE TYPES PART
OF YOUR LEADERSHIP REPERTOIRE?
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING SURPRISINGLY, THE DYNAMICS OF
TECHNOLOGIES, VENTURES, FUNDERS,
ENGINEERS IN SILICON VALLEY ARE
MORE BIOLOGIC THAN TECHNICAL
THE KIND OF THINKING OF SUCCESS-
FUL SILICON VALLEY LEADERS LIKE
THIEL IS CONTRARY TO ALL THAT CAPI-
TALISM AND U.S. MBA PROGRAMS
TEACH:
competition is bad, users perfect prod-
ucts not engineers, venture funding is
the kiss of death, ride someone else’s
successful product, quality is focus and
proper niche not traits of the product,
users buy where you are heading not
where you are now at.
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING THE NEW MATERIALS AND TOOLS OF
LEADERSHIPS:
1) Five types of computational system indialog, constantly generating still morecomputational system types2) Computation embedded in and aroundand between all products and services3) Biologic dynamics among firms, tech-nologies, ventures, knowledge types,products, markets, cultures4) Cultures of professions, nations,devices, users, at odds with each other5) Narrow deeply talented leaders comeacross as dangerous, vulnerable, toostatic targets of faster developments
NEW BIO- COMPUTATION- STRUCTURE- INSPIREDREPLACEMENTS FOR ANCIENT MEDIA & WAYS OF THOUGHT:new ways to read, write, discuss, meet, brainstorm, plan, present, lead, invent, design, persuade, process work, etc.
60 TOOLS FOR CREATIVE
LEADERSHIP THINKING
SYSTEMS ARE GLOBAL, PRODUCTS ARE GLOBAL, INFO VIA THE WEB IS GLOBAL:
ARE YOU GLOBAL?
WHAT HAVE YOU TRANSPLANTED ACROSS WHICH CULTURES? WHAT WAS THE
RESULT?
GOING OUT REQUIRES GOING IN--THAT IS--REVISING DEEP EMOTIONAL PARTS OF WHO YOU ARE--CAN YOU HANDLE THAT SORT OF
SELF EXAMINATION AND CHANGE?
HOW SURE ARE YOU THAT THE CULTURES THAT CONSTITUTE YOU, THAT YOU NOW
DEPEND ON AND WIELD, ARE SAFE, EFFEC-TIVE ANYWHERE OUTSIDE YOUR HOME
![NETWORKS & CREATIVITY Session Two: Conceptualizing Creativity creativity. from itskay [kala]itskay [kala]](https://static.documents.pub/doc/80x56/5513bb755503464b298b4703/networks-creativity-session-two-conceptualizing-creativity-creativity-from-itskay-kalaitskay-kala.jpg)
