WHY A BLUEPRINT?

The same reason we use blueprints for houses, towns, buildings, or airplanes—they show a specific design that we can evaluate, revise, and implement. We can come back later and start a new blueprint. This new blueprint can then be compared to the previous.

Multilevel blueprints: A person could have life design blueprint that contains a blueprint to become an architect that has a blueprint for an architectural firm that creates blueprints for clients and contractors. It would also be possible have a blueprint that encompasses all of the above. This site is such a blueprint.

Thinking canvases may be useful in visualizing blueprints.

Why do we need a blue print for organization evolution, career evolution, life design, financial investing or a life navigation system?

Unfortunately, none of these "things" naturally occur nor are they taught in business or management schools—and probably couldn't be.

The briefest examination of the organizational and financial news proves the reality implied on this page! Consider the problems of the U.S. auto industry, the financial industry, the government financial obligations and many others.

Since we are embedded in a "society of organizations," organization evolution is a core concern. Organization evolution—moving through the stages of development inside a world moving toward unimaginable futures—implies having the appropriate MENTAL PATTERNS.

These new mental patterns have to be repeatedly reacquired.

It involves repeatedly FINDING the right things to do for the present situation and present opportunities (See water logic in Edward de Bono's I am Right, You are Wrong).

There are things that have already happened and are going to happen that will completely upset our existing mental patterns. This is far more comprehensive than strategic planning.

In deciding what to do, we can only work with the content of our current radar and our current mental patterns—what we see, RECOGNIZE, and understand.

By necessity these mental patterns are history based. They were formed in yesterday's background, yesterday's world, yesterday's situations, and yesterday's work (operations, knowledges, and management). Are these mental patterns adequate for working on the present and designing the future? For my investigation the answer to this question seems to vary, but in the long-run the answer has to be NO (with maybe a very few exceptions).

We need something that helps us "see" we're working with a "moving target." We need something to help us repeatedly form new, appropriate mental patterns.

We need something that directs our attention to ideas that probably aren't on our radar screen or that we may have forgotten.

An aspect of this involves the CALENDARIZATION of information resources.

This calendarization helps uncover our UNSEEN DEVELOPMENTAL DESIRES and UNSEEN AREAS OF WORK. How else could we begin working on the UNKNOWN (things that aren't on our radar screens)?

To summarize, we need a blue print (rather than an answer) to help us create the mental patterns that shape our actions in working toward tomorrow.

It is our COLLECTIVE mental patterns that will determine tomorrow. They will determine how we participate in tomorrow's world.

“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

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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