brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

Conflicts

  • Prologue

  • Introduction

  • Conflict, Confliction, De-confliction

    • Conflict

    • Confliction

    • De-Confliction

  • PART I: The Way the Mind Works and Modes of Thinking

    • Why We Need to Know How the Mind Works

      • The Nature of Perception

      • Crossing the Road

      • Active Information Systems

      • The Mechanism of Mind

      • The Implications

      • Mood

      • Back-Up

      • Summary

    • What Is Wrong With Argument

      • How Argument Is Supposed to Work

      • An Exploration Idiom

      • Right at Each Stage

      • Negativity

      • Being Right

      • The Rules of the Game

      • The General Purposes of Argument

    • Map-Making, Thinking and Think-2

      • Teaching Thinking in Schools

      • Unbundling Thinking

      • Color Printing

      • Carpenter's Tools

      • Thinking as a Two-Stage Process

      • Think-2

      • Subjective Maps

      • Think-2 and Conflict Thinking

      • Third Party Role

      • Role Playing

      • Role Reversal

      • The Use of the Mapping Tools

      • The Purpose of a Map

    • Fight, Negotiate, Problem-Solve or Design?

      • Negotiate

      • Problem Solving

      • Design

      • Summary

  • PART II: Why Do People Disagree?

    • Because They See Things Differently

      • Mood

      • Context

      • Limited View

      • Local Logic

      • Logic Bubble

      • Differences of Universe

      • Information

      • Part of the Picture

      • Experience

      • Prediction

      • Perception

    • Because They Want Different Things

      • Style

      • Principles

      • Slogans

      • Values

      • Beliefs

    • Because Their Thinking Style Encourages Them To

      • Word Based

      • Polarization

      • Truth and Falsity

      • The Principle of Contradiction

    • Because They Are Supposed To

      • Language Inadequacy

      • Encouragement

  • PART III: Creativity, Design and the Third Party Role

    • Design

      • Un-Design

      • Exaggeration

      • Back to Back

      • Objectives and Benefits

      • Contradictory Desires

      • Perceptual Clash

      • Common Elements

      • Perception Shift

      • Sub-Elements

      • Central Conflict Point

      • Working Backwards

      • Dream Solution

      • Change in Circumstance

      • If Clauses

      • Blocks, Taboos and Assumptions

      • Up or Down Design

      • The Core Approach

      • Summary

    • Why Disputants Are in the Worst Position to Solve Their Dispute

      • Tension of Hostility

      • Secrecy, Suspicion and Mistrust

      • Lack of Communication

      • Position Taking

      • Labels

      • Enjoyment

      • Two-Finger Typing

      • Outside View

      • Summary

    • Continuity

      • Moment to Moment

      • The Edge Effect

      • Transitional Steps

      • Conditions a T the Time

      • The Ratchet Effect

      • Zero Base

      • Apostolic Succession

      • Ricochet

      • Neglect

      • Complacency

      • Time Sequence

      • Summary

    • Objectives, Benefits and Values

      • Time Scale

      • Conditional Benefits

      • Matched Benefits

      • Joint Benefits

      • Rewards

    • Creativity

      • The First Flying Machine

      • Technical Progress

      • System Progress

      • Concept Progress

      • Why Concept Evolution Is Not Enough

      • Blocking

      • The Creativity Dilemma

      • Techniques of Lateral Thinking

      • Movement

      • Provocation

      • The New Word 'PO'

      • The Acceptance of Ideas

      • Lateral Thinking and Conflict Thinking

      • Summary

    • The Third Party Role in Conflict Thinking

      • The Need for a Third Party

      • Mood and Attitude

      • Steer a Way From Conflict Mode

      • Stages and Agenda

      • Thinking Directions

      • Mapping and Think-2

      • Focus

      • Bogged Down

      • Creativity and Lateral Thinking

      • Cut-Off

      • Setting Design Tasks

      • Oblique Ideas

      • Idea Harvesting and Noticing

      • Overview

      • Connections

      • Concept Review

      • Additional Alternatives

      • Acceptance and Modification of Ideas

      • Other Third Party Functions

      • Acceptance of the Third Party Role

      • Entrepreneurial Style

  • PART IV: Conflict

    • Conflict Models

      • Athletics Race

      • Soccer

      • Business Competition

      • Auction Sale

      • Market Bargaining

      • Cutting the Cake

      • Arm Wrestling

      • The Law Courts

      • Arbitration

      • Greenmail

      • Pressure Groups

      • System Breakdown

      • Conflict and Competition

    • Conflict Factors

      • Conflict Factors: Fear

        • Thin End of the Wedge

        • Retaliation

        • Deterrence

        • Fear of Defeat

      • Conflict Factors: Force

        • Big Power

        • Interruptive Power

        • Withholding Power

        • Hostage Power

        • Opportunities and Rewards

        • Moral Force

      • Conflict Factors: Fair

        • The Rightness of the Case

        • The Law

        • Conventions

        • International Forums

        • Peer Pressure

        • Public Opinion

      • Conflict Factors: Funds

    • Conflict Attitudes

      • The Making of a Conflict

      • Enjoying the Conflict

      • Conflict Point

      • We Can Get What We Want

      • Back Out With Something

      • Forced to Go On

      • Non- Victory Outcomes

      • Hanging On

  • PART V: Structures for Conflict Resolution

    • Why Existing Structures Are Inadequate for Conflict Resolution

      • Inadequacy

      • Complacency

      • Danger

      • Structural Logic

      • The United Nations Organization

      • The Secretary General of the United Nations

      • The Red Cross

      • Private Mediation

      • Governments

      • Democracy and Conflict Resolution

      • Bureaucrats

      • Centralized Governments

      • The Vatican

      • Summary

    • S.I.T.O.

      • Supranational

      • Independent

      • Thinking

      • Organization

      • Name and Logo

      • Existence Value

      • Level of Operation

      • Structure of S.I.T.O.

      • Nation Involvement

      • Outside View Value

      • Convenience Value

      • Exploration and Mapping

      • Creative Design

      • Problem Solving

      • Concept Reviews

      • Auspices

      • Convention

      • Method of Operation

      • Training

      • Funding

      • S.I.T.O. Style

      • Credibility

  • Epilogue

 

“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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