FoundationS for future directed decisions
are the basis of
“To know something,
People are perceptually slow,
1. Future directed decisions: For g to be effective, they need to be effective in the time yet to unfold—in other words decisions need to work “on the road ahead of us” rather than the past—the time spans with which we are most familiar.
“Decision making is a time machine
We are learning this only now.
Our approach still tends toward making plans for something
We can make decisions only in the present,
At one time Kodak employed over 60,000 workers. By 2015
Also see time spans.
Together the ideas above — 1 and 2 — form a Future Directed Decision Foundation (FDDF) or a Foundation for Future Directed Decisions (FFDD).
Social / political ecology
… It also implies that society, polity and economy are a genuine environment, a genuine whole, a true “system,” to use the fashionable term, in which everything relates to everything else and in which men, ideas, institutions, and actions must always be seen together in order to be seen at all, let alone to be understood.
... snip, snip ...
The aim is an understanding of the specific natural environment of man, his “policical ecology,” as a prerequisite to effective and responsible action, as an executive, as a policy-maker, as a teacher, and as a citizen. more
Identifying the Future (The Daily Drucker)
About the future: Peter Drucker wrote (in different places):
The future is unknown and unknowable. Also it will be different from what we now expect.
Today’s major economic problem is overcapacity in most of the world’s industries. Customers are scarce, not products. Demand, not supply, is the problem. Overcapacity leads to hyper competition, with too many goods chasing too few customers. And most goods and services lack differentiation—read more—Philip Kotler.
The entire contents of this TLN site can be viewed as a foundation for future directed decisions.
A simpler big picture thinking landscape
All of these have crucial life and death organization evolution implications. Knowing everything about your industry will not get you to tomorrowS.
Organization evolution depends on INDIVIDUAL awareness, efforts …
All of following are attention directing tools.
All of these are listed in the site map
“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.” …
These pages are attention directing tools for navigating a world moving toward unimagined futures.
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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