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Organization Evolution © ℠


A prototype blueprint for
WORKING on organization evolution © ℠ [ definition ]
in
a world relentlessly moving
toward unexpected and unimagined futures


This is a part of CEO work area landscapes which need major revisions


 

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This page:

What is organization evolution?

What are the benefits of organization evolution?

What are the benefits of having an organization evolution work approach blueprint?

What is the central fundamental challenge?

What are some of the key elements of the blueprint?


What is organization evolution?

My quick definition: Movement through the life STAGES of a healthy and successful organization. To be useful this concept must contain all possible future concepts.

Here is a longer definition

At what point does this stage identification and gap filling end? Never

The best time to work on organization evolution is when you are successful. When the need becomes obvious there is little choice, but then you are the least financially capable of coping with the situation.

The question of how to tackle this conceptually challenging work is introduced below.


What are the benefits of organization evolution?

From society's standpoint, organization evolution is the CORE of WEALTH CREATION and PRESERVATION plus economic and social development.

Organization evolution explains how we got from the world of 1900, 1950, 1980 to today's world and how we'll get to tomorrow's worlds. It is only through wealth (what's left over after consumption) that we are able to fund this development.

From the individual's standpoint, organization evolution explains the existence of good jobs and personal wealth.


What are the benefits of having an organization evolution work approach blueprint?

A blueprint provides a specific view. It provides something you can modify to define your informed, developmental desires.

EXPLORING THE BLUE PRINT has several benefits

  • leads to some valuable ideas for visualizing the strategic picture (by itself this is a valuable communication tool—it can help a group visualize and discuss)

  • provides a view of long-term organization evolution work

  • provides a tentative organization evolution interest profile that acts as an early action alert

  • presents a prototype for creating one's own customized approach or comparing to your current efforts

  • access to my 30+ years of full time exploratory work


What is the central fundamental challenge?

Imagine we were discussing "this" in 1850.

What would anybody have known about the years that were to follow?

And yet almost everyone is confident that tomorrowS will just be an extension of today.

Try to recall the different conditions that existed almost decade by decade between then (1850) and now.

Why would today and the tomorrowS that follow be any different?


So the central fundamental idea is that we need a systematic way of creating world class management mental patterns that drive organization evolution work.

This systematic way must take into account the changing body of human knowledges.

What we do is limited by our awareness (what we've paid attention to) and what we understand.

Our actual outcomes are influenced by what others see, understand, act on and the strategies they employ.

In many competitive arenas there are only one or two resource healthy competitors.


So the fundamental idea is that we need a work plan that is adequate to the challenges we face and takes us where we want to go.


The blueprint helps create this work plan


What are some of the key elements of the blueprint?

The most fundamental ideas is to create a organization evolution work map. The image below is a 2001 version work map that I have since abandoned for a free-form erector set model. The work map is created by exploring conceptual resources and arranging the pieces.

Career and Life Guidance from Peter Drucker
is attention-directing work

Organization evolution related articles acquired from a wide variety of news sources. Also I have a subset of these in my delicious bookmarks

Organization histories that illustrate the idea of stages. Wikipedia has histories for many organizations.

Tables of contents and "quotations" from more than 100 major books. These resources are aids to discovering and evaluating potential time investments. We can only work on concepts or ideas on our radar—attention switching comes first. The human brain can only see what it is prepared to see—mental patterns.

Conceptual resource digestion process — a slimmed down view of concepts to daily action

A foundational view of economic content and structure

In addition this sites has an extensive collection of career and employee development resources : early career work, managing oneself and the second half of your life are good starting points.

 

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Organization evolution © ℠ :: Concept Introduction

Organization evolution concept map

Linear view of organization evolution

Patterns of development

Evolving organization structures

 

Copyright © 2001 - 2017 Bob Embry. All rights reserved.

TLN Keywords: tlnkworganizationevolution

 

“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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