brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna
V Natural Planning Techniques: The Five Phases
From David Allen's Getting Things Done. Also see graphical overview.
Click triangles at row beginnings to expand or contract outline.
> About the five phases
V Purpose & principles
> It never hurts to ask the "why?" question.
> Is your purpose clear and specific enough?
> Principles
> Vision/Outcome
V Brainstorming
> About brainstorming
> Capturing Your Ideas
> Distributed Cognition
V Brainstorming Keys
Many techniques can be used to facilitate brainstorming and out-of-the-box thinking. The basics principles, however, can be summed up as follows:
> Don't Judge, Challenge, Evaluate, or Criticize
> Go for Quantity, Not Quality
> Put Analysis and Organization in the Background
V Organizing
> About organizing
> Organizing usually happens when you identify components and subcomponents, sequences or events, and/or priorities.
V This is the stage in which you can make good use of structuring tools ranging from:
* informal bullet points, scribbled literally on the back of an envelope,
* to project planning software like Microsoft Project
* When a project calls for substantial objective control, you'll need some type of hierarchical outline with components and subcomponents, and/or a GANTT-type chart showing stages of the project laid out over time, with independent and dependent parts and milestones identified in relationship to the whole.
* Creative thinking doesn't stop here; it just takes another form. Once you perceive a basic structure, your mind will start trying to "fill in the blanks."

Identifying three key things that you need to handle on the project, for example, may cause you to think of a fourth and a fifth when you see them all lined up.
> The Basics of Organizing
* I have never seen any two projects that needed to have exactly the same amount of structure and detail developed in order to get things off people's minds and moving successfully. But almost all projects can use some form of creative thinking from the left side of the brain, along the lines of "What's the plan?"
V Next Actions
> About Next Actions
> This "runway level" approach will make you "honest" about all kinds of things:
> At some point, if the project is an actionable one, this next action decision must be made.*
> The Basics
Decide on next actions for each of the current moving parts of the project.

Decide on the next action in the planning process, if necessary.

 

“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

 

line

 

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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