working-through-time mental patterns

pyramid2dna

pyramid to dna

A “multi-time dimensional” economic view

for “considering” time-usage alternatives and decisions

Why is this needed and useful?

From a macro standpoint: avoid stagnation

From an individual’s standpoint: avoid stagnation
caused by the macro stagnation

 


 

This page and its links are
attention directing tools
for navigating a
profoundly changing world
— the image above —
a world
increasingly organized by information — one
thing leads to another different thing
which leads to another different thing which …

 

This page is also a big, big-picture
thinking landscape — time and scope —
for navigation thinking. It provides
brainroadS toward tomorrowS. Along these roadS
are brain-addresses that may be
revisited periodically as a means
for escaping the prison of yesterdayS.

Some of the brain-addresses are
foundations for future directed decisions
and some suggest “things” to work on or with.

 


 

For time navigation
we need to be constantly asking

What’s the NEXT effective action?

An adequate “menu” is needed and that menu evolves in time

We can only work on and with the things on
our menu — our current active mental radar

radar_limited-pict-t-400


He’s trying to decide where to jump next?

Areas of interest need to be identified.

Questions need to be developed
and explored … (process)

There are no guaranteed safe options.

The riskiest option
is to keep doing what worked in the past — and here.

ice-floe-post-pict-400

What Everybody Knows Is Frequently Wrong

Base Your Strategy on the Situation (it may constantly evolve),
Not on a Formula

Information is not enough, thinking is needed

Thinking broad and Thinking detailed

Some Basic Processes in Thinking

 

Who was Peter Drucker?

Druckerisms

 

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The following ↓ is a condensed strategic brainscape that can be explored and modified to fit a user’s needs

 

The concepts and links below ↓ are …

major foundations ↓ for future directed decisionS

aimed at navigating

a world constantly moving toward unimagined futureS

history-of-the-world-in-two-hours-03-pict-600

YouTube: The History of the World in Two Hours
— beginning with the industrial revolution ↑ ↓

radar_limited-pict-no-reflect-400

We can only work on the thingS on our mental radar at a point in time

About time The future that has already happened

radar-differences-pict-400

The economic and social health of our world
depends on
our capacity to navigate unimagined futureS
(and not be prisoners of the past)

The assumption that tomorrow is going to be
an extrapolation of yesterday sabotages the future — an
organization’s, a community’s and a nation’s future.

The future is unpredictable and that means
it ain’t going to be like today
(which was designed yesterday)

The capacity to navigate is governed by what’s between our ears ↓

 

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When we are involved in doing something ↑

it is extremely difficult to navigate

and very easy to become a prisoner of the past.

We need to maintain a pre-thought ↓

systematic approach to work and work approach

Click on either side of the image below to see a larger view

Harvest to action

Harvesting and implementing Work

based on reality

the non-linearity of time and events

and the unpredictability of the future

with its unimagined natureS. ↓ ↑

(It’s just a matter of time before we can’t get to the future
from where we are presently
)

larger view

foundations-and-opportunities-2016-pict-400

Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓

Political ecologists believe that the traditional disciplines define fairly narrow and limited tools rather than meaningful and self-contained areas of knowledge, action, and eventscontinue

❡ ❡ ❡

Foundational ↑ Books → The Lessons of History — unfolding realities (the need for a political and social theory and toward a theory of organizations) ::: The Essential Drucker — your horizons? ::: Textbook of Wisdom — conceptual vision and imagination tools ::: The Daily Drucker — conceptual breadth ::: Management Cases (Revised Edition) see chapter titles for examples of “named” situations …

foundational-books-cropped-pict-600

What do these ideas, concepts, horizons mean for me? continue

 

Exploration paths → The memo they don’t want you to see ::: Peter Drucker — top of the food chain ::: Work life foundations (links to Managing Oneself) ::: A century of social transformation ::: Post-capitalist executive ::: Allocating your life ::: What executives should remember ::: What makes an effective executive? ::: Innovation ::: Drucker’s “Time” and “Toward tomorrowS” books ::: Concepts (a WIP) ::: Site map a.k.a. brainscape, thoughtscape, timescape

 

Just reading ↑ is not enough, harvesting and action thinking are neededcontinue

Information ↑ is not enough, thinking ↓ is neededfirst then next

thinking-principles-taskcard-400

Larger view of thinking principles ↑ Text version ↑ :::
Always be constructiveWhat additional thinking is needed?

 

Initially and absolutely needed: the willingness and capacity to
regularly look outside of current mental involvements continue

An now to the “meat” of the story ↓

 

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Recent history and the road ahead: a mental timescape to explore

… and consequently the need to Manage Oneself
(further down the page)

movies in time

movies in time

A Century of Social Transformation — Emergence of Knowledge Society

History of The World In Two Hours
One thing leads to something different … which
leads to something different … which leads to
something different …

Up to Poverty
The Vanishing East
The manager and the moron (knowledge, technology, competition, time-usage …)
Luther, Machiavelli, and the Salmon
The transformation: from capitalism to knowledge society
The most important challenge

 

The Shift To The Knowledge Society

 

radar-differences-pict-600

“Decision making is a time machine
(see the links above and below)
that synchronizes into a single time—the present—
a great number of divergent time spans.

We are learning this only now.

Our approach still tends toward making plans for something
we will decide to do in the future,
which may be entertaining but is futile.

We can make decisions only in the present,
and yet we cannot make decisions for the present alone;
the most expedient, most opportunistic decision—let alone
the decision not to decide at all—
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by PFD


“Economists never know anything
until twenty years later.
There are no slower learners than economists.
There is no greater obstacle to learning
than to be the prisoner
of totally invalid but dogmatic theories.
The economists are where the theologians were
in 1300: prematurely dogmatic” — Frontiers of Management


“Unless we can learn how to
increase the productivity of knowledge workers
and service workers, and increase it fast,
the developed countries will face
economic stagnation and severe social tension
.

Best people engaged in a futile effort

organization evolution

Not just a one time adjustment ↓ chaos

Conditions for survival: Abandonment, Systematic continuing improvement, Organize for systematic continuous exploitation, especially of its successes, Organize for systematic innovation. A destabilizer

Network society

economic content and structure clp

� � � � �

NPO’s — “Human change organizations”

 

Parts and chapters in Drucker’s toward tomorrows and narrower time related books direct attention to economics (e.g., the poverty of economic theory) and the economy (e.g., trade lesson from the world economy or the U.S. economy’s power shift)

 

The New Pluralism (of power)

 

Where do the lists below fit in the illustration above?

forbes lists

Autonomous institutions
that function and perform
are the alternative to TYRANNY

Concept of the Corporation

Organizations are special-purpose institutions

Organization is a tool.

As with any tool, the more specialized its given task,
the greater its performance capacity

The function of organizations is to make knowledges productive

Organizations have become central to society in all developed countries
because of the shift from knowledge to knowledges

The productivity of knowledge is going to be
the determining factor in the competitive position
of a company, an industry, an entire country” PCS

Organization actions: from creating change to abandonment


Concentration—that is, the courage to impose on time and events
[one’s] own decision as to what really matters and comes first—is
the executive’s only hope of becoming the master
of time and events instead of their whipping boy.” PFD

Apple™ events (a unique phenomena)

 

Where and how do news events fit?
my delicious bookmarks
NPR (“sub-plots” reflected in a changing world)
Project Syndicate: Economics, finance, politics, and global affairs from the world’s opinion page
McKinsey Insights
Knowledge@Wharton
The opinions reflected above emerge from their logic bubble

 

larger view of the image below

industry_structure-pict-600

Management Challenges for the 21st Century

 

The two basic functions:
(all the rest are just costs)

Marketing ::: Innovation

a shock to 99.3% of the population —
neither is a departmental activity

micro

global consumer

Larger view

global-consumer-McKinsey_MGI_2016-Mar-31-600

Organization efforts: Problems or Opportunities?

Marketing — the entire organization as seen from the customer’s point of view

Offerings are merely a vehicle
for customer satisfaction.
Satisfied customers don’t ever switch

“The customer never buys what you think you sell.
And you don’t know it.
That’s why it’s so difficult to differentiate yourself.” — Drucker

Knowledge (the central energy in a modern society)
Strengths ::: Knowledge workers ::: The educated person
Information is energy for mental tasks and
the executive/knowledge worker’s key tool
Technology (beyond the usual viewpoint)
Results outside the organization ::: Performance

 

Post-capitalist Society ::: Center of gravity ::: Productivity and social dynamics

 

“Management, in other words, will increasingly have to be based on the assumption
that neither technology nor end-use is a foundation for management policy” — explore

 

Management (a shock to the system)
The managed institution is
society’s way of getting things done today

Try page searches for
Knowledge ::: Society of organizations ::: Information :::
Results ::: Performance
and read the surrounding text
to get a feel for the context.

The manager and the moron (knowledge, technology, competition, time-usage …)

The management revolution (the application of knowledge to knowledge)

Knowledge: its economics and productivity

The Primacy of Knowledge + Doing Business in the Lego World

What executives should remember

what-exec-should-remember-conn-pict-600

What executives should remember

Management Challenges for the 21st Century

 

Luther, Machiavelli, and the Salmon
(beyond the Information Revolution)

 

“The terms
knowledge industries, knowledge work and knowledge worker
are nearly fifty years old …

Now everyone uses them,
but as yet hardly anyone
understands their implications
for human values and human behavior,
for managing people and making them productive,
for economics, and for politics.

What is already clear, however, is that the
emerging knowledge society and knowledge economy
will be radically different
from the society and economy
of the late twentieth century,
in the following ways … ” — PFD

 

Managing in the Next Society (survival actions)

organization evolution

Best people engaged in a futile effort

How to guarantee non-performance

Conditions for survival

Lou Gerstner on corporate reinvention and values

Four steps on the road to organizational growth, dominance or irrelevance


From Analysis To Perception: The New Worldview

“Managers are synthesizers
who bring resources together
and have that ability to “smell” opportunity and timing.

Today perceptiveness is more important than analysis.

In the new society of organizations,
you need to be able to recognize patterns
to see what is there
rather than what you expect to see.”
Interview: Post-Capitalist Executive


The educated person

The road ahead

A radical change in structure for the organizations of tomorrow

Organized for constant change

Making the future

 

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A local view

What needs doing around here?
A local view from Google Earth

local business

Try searching Google for "largest cities" then see what do they look like on the map in overview and in street view.

Along the road to Terra Alta, WV

�

poverty-on-the-rise-pict-t-600

The South Is Essentially A Solid, Grim Block Of Poverty

These 9 Maps Should Absolutely Outrage Southerners

 

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Urban world: The shifting global business landscape

urban world

internet-activity-pict-600

Since information knows no national boundaries,
it will also form new transnational communities of people
who, maybe with out ever seeing each other in the flesh,
are in communion because they are in communication

 

The Primacy of Knowledge + Doing Business in the Lego World

Drucker on Asia

Knowledge-based management is also critical to old multinationals like …
… and how would you go about doing this?

Anthony Bourdain: Parts Unknown (transcripts)

Transnationalism, Regionalism, and Tribalism

Chaotics: The Business of Managing and Marketing in the Age of Turbulence

 

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How can we work on things that aren’t on our radar?

topics and time periods

Career building blocks ::: Long-term work plan

The educated person

 

Managing oneself is a REVOLUTION in human affairs.

It requires new and unprecedented things from the individual, and especially from the knowledge worker.

For, in effect, it demands that each knowledge worker think and behave as a chief executive officer.

It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us still take for granted as the way to think and the way to act.


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves profoundly challenges social structure.

For every existing society, even the most “individualist” one, takes two things for granted, if only subconsciously: Organizations outlive workers, and most people stay put.

Managing oneself is based on the very opposite realities.

In the United States MOBILITY is accepted.

But even in the United States, workers outliving organizations — and with it the need to be prepared for a second and different half of one’s life — is a revolution for which practically no one is prepared.

Nor is any existing institution, for example, the present retirement system.

Management Challenges for the 21st Century

 

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“The terms knowledge industries, knowledge work and knowledge worker are nearly fifty years old … Now everyone uses them, but as yet hardly anyone understands their implications for human values and human behavior, for managing people and making them productive, for economics, and for politics.

What is already clear, however, is that the emerging knowledge society and knowledge economy will be radically different from the society and economy of the late twentieth century, in the following ways.

First, the knowledge workers, collectively, are the new capitalists.

Knowledge has become the key resource, and the only scarce one.

This means that knowledge workers collectively own the means of production.

But as a group, they are also capitalists in the old sense: Through their stakes in pension funds and mutual funds, they have become majority shareholders and owners of many large businesses in the knowledge society.

Effective knowledge is specialized.

That means knowledge workers need access to an organization—a collective that brings together an array of knowledge workers and applies their specialisms to a common end product.

The most gifted mathematics teacher in a secondary school is effective only as a member of the faculty.

The most brilliant consultant on product development is effective only if there is an organized and competent business to convert her advice into action.

The greatest software designer needs a hardware producer.

But in turn the high school needs the mathematics teacher, the business needs the expert on product development, and the PC manufacturer needs the software programmer.

Knowledge workers therefore see themselves as equal to those who retain their services, as “professionals” rather than as “employees.”

The knowledge society is a society of seniors and juniors rather than of bosses and subordinates … ” PFD

“But now the traditional axiom that an enterprise should aim for maximum integration has become almost entirely invalidated.

 

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One reason is that the knowledge needed for any activity has become highly specialized.

It is therefore increasingly expensive, and also increasingly difficult, to maintain enough critical mass for every major task within an enterprise.

And because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence” — Peter Drucker

 


 

… but this ain’t all of the radically different story …

Master economic content and structure

 

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Marketing — Drucker style

The question, What do customers value?—what satisfies their needs, wants, and aspirations—is so complicated that it can only be answered by customers themselves.

And the first rule is that there are no irrational customers.

Almost without exception, customers behave rationally in terms of their own realities and their own situation.

Their logic bubble

Leadership should not even try to guess at the answers but should always go to the customers in a systematic quest for those answers.

I practice this.

Each year I personally telephone a random sample of fifty or sixty students who graduated ten years earlier.

I ask, “Looking back, what did we contribute in this school?

What is still important to you?

What should we do better?

What should we stop doing?”

And believe me, the knowledge I have gained has had a profound influence.


What does the customer value? may be the most important question.

Yet it is the one least often asked.

Nonprofit leaders tend to answer it for themselves.

“It’s the quality of our programs.

It’s the way we improve the community.”

People are so convinced they are doing the right things and so committed to their cause that they come to see the institution as an end in itself.

But that’s a bureaucracy.

Instead of asking, “Does it deliver value to our customers?” they ask, “Does it fit our rules?”

And that not only inhibits performance but also destroys vision and dedication.

 

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“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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