pyramid2dna

Just reading is not enough …

book harvesting

Harvesting and action thinking are needed …

Managing oneself should be the action foundation

You can select and note areas of interest. You can employ what does this mean for me? (illustration), dense reading and dense listening plus thinking broad and thinking detailed with operacy to see where that takes you. The potential effectiveness of our thinking depends on our existing mental landscape — experts speak. What’s the next effective action?

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harvest

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harvested outline

… every row above is a potential brain-address / brainroad …
some may be just vacant lots

What does this ↑ ↓ mean for me?

Larger view of challenge thinking (below) and an alternative — operacy

Note the fog and reflection ↓

challenge thinking

Dense reading and Dense listening and Thinking broad and Thinking detailed

thought generation

Questions ::: Thinking canvases

thinking canvas

time spans

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plan

Even with excellent analytical tools, concepts, thinking habits …
there is a missing element — the “ecology” of the current time period …
It alters conclusions

Check out trends at the top Managing in the Next Society — they alter conclusions

Luther, Machiavelli, and the Salmon
an example with major implications.

radar differences

Victims of success

What Really Ails the U.S. Auto Industry

Manage by walking around — Outside!

“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

Change and Continuity

Doing business in a Lego World

From Analysis to Perception — The New Worldview

… “Peter observed that we are now in another critical moment: the transition from the industrial to the knowledge-based economy … We should expect radical changes in society as well as in business. “We haven’t seen all those changes yet,” he added. Even the very products we buy will change drastically. … He spent the better part of the next two hours defining and pulling this idea (the application of knowledge to knowledge) apart: the importance of accessing, interpreting, connecting, and translating knowledge” more …

More than a one time event …
and there are multiple intersections
between the previous links
And nobody is going to send you a text message
giving you a heads up.

What are the social and economic implications
of ignoring the non-subject related concepts
that are reshaping the world?

A basic system view for selecting and organizing
work and time investments
as the world moves on

harvesting

In addition to action harvesting from a specific topic, there is a need to create an “interest profile”. Actually this need probably comes first for most people.

As a person is exploring they need a way to note areas of interest, quotations, and where they found them.

These are the action areas where they want to spend more time.

This is part of their mental radar system.

These are their conceptual tools.

What areas would you select from this page? These areas (radar blips) point toward your horizons.

These may be used in periodic review sessions (what needs doing?, activity and annual — in a secret office).

This introduction is just the tip of an iceberg … Consider the timelines on this page.

Larger view of image below — a thought container.

Scrivener

Fitting things together with a work map (ignore the content)

Self-development

How does a person keep their brain
focused on the road ahead and what’s next
without it naturally slipping back
into the normal flow of events in daily life
that eventually lead to dead ends?

Radar system ::: Calendarization ::: Conceptual resource digestion ::: Concepts to daily action

Harvest to action

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TEC-PISCO ::: Six Thinking Hats ::: TO/LOPOSO/GO (image ::: book)

About thinking and 12 principles

thinking principles

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What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher

topics and time