pyramid2dna

Intel map—a prototype tool for seeing connections, making associations and diagnosing action

An intel map is part of an exploration blueprint. It is also a thinking canvas

After reading a non-trivial article, identify the "meat" of the topic and then connect to each of the "thinking points" below. Now consider the expanded view that this "horizon scanning" creates.

Some of the illustration icons below are hyper-linked

Mental patterns

A by-product of this exploration should be an altered set of expectations. These expectations can be used for alerting oneself to an unexpected success, unexpected failure or unexpected event (see Purposeful Innovation & the 7 sources of Innovative Opportunity in Innovation & Entrepreneurship by Peter Drucker)

Thinking and thinking tools: Edward de Bono: TOCs (some of his work); Thinking broad and thinking detailed; Dense listening and dense reading.

Peter Drucker: The future that has already happened.

An exploration blueprint and intel map are parts of a foundation for future directed decisions

Desirable conclusions: A directional decision and an identified next action.

I (Peter Drucker) suggest you focus on one topic at a time.

And then first ask: What do these issues, these challenges MEAN for our organization and for me as a knowledge worker, a professional, an executive?

Once you have thought this through, ask:

What ACTION should our organization and I, the individual knowledge worker and/or executive, take to make the challenges of this topic into OPPORTUNITIES for our organization and me?

AND THEN GO TO WORK!

The topic referred to above can be elevated by using the ideas in thinking broad and thinking detailed to get to the highest strategic level, mind mapping some alternatives, and then possibly re-perceiving the topic

“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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