pyramid to dna

brainroads-toward-tomorrows mental patterns

Transformation thinking (by Joyce Wycoff with Tim Richardson)

  • Transformation thinking (by Joyce Wycoff with Tim Richardson)
    • Four transformation thinking principles
      • We all need transformation
      • Transformation depends on better thinking
      • Everyone can think better
      • The tools for better thinking are available
    • Foreword
    • Introduction: What is transformation and who needs it
    • The transformation environment
      • Grow or die
      • People first!
      • Communicate!
    • Transformation thinking
      • Introduction
      • Two thinkers
      • Thinking together
      • Eight thinking pitfalls to avoid
    • Power thinking tools
      • Introduction
      • Better brainstorming
      • Brainwriting
      • Mess mapping (creative problem solving)
      • Fishboning (problem solving - cause & effects)
      • Stick charting (diagramming processes with Post-it™ Notes)
      • Mindmaps to mindscapes
      • Storyboarding (for idea generation and problem solving)
      • Computer-aided thinking
    • Wrap up — The transformation journey
      • Stop assuming the grass is greener someplace else. Look for diamonds in our own backyard
      • Every person within an organization represents a hidden reservoir of potential
    • Reading list
    • Resources


“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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