pyramid2dna

pyramid to dna

brainroads-toward-tomorrows mental patterns

wedge Basic service components
provided on an as needed basis -- no long-term contractual relationship -- fees
wedge Basic navigation services -- Help:
wedge1. Basic exploration
spending time focusing attention on time-life navigation elements and terrain
* TLN site exploration and navigation
* Guided tour
* Chief TLN officer
wedge2. Prepare interest profile
* identify developmental desires
* identify and evaluate organization evolution/developmental work alternatives and sequence (a "shopping activity")
wedge3. Explore "what's next"
* connect with the information resources
* prepare detailed developmental road maps
* turn information into decisions and plans
* get from concepts to daily work plans
* link to interdependent areas
*4. Build these capacities into the organization and its people
wedge Information resource system applications
wedge1. "Homework" associated with new projects or job changes
*a. Identifying new and different behavior, focus, and relationships associated with new jobs
*b. Preparation for using other consultants
*2. Management accounting, IT, or investment related projects
*3. Computer use (beyond MS Office etc.) in management and functional work
*4. Life thinking & design
*5. Individual information & news management (Internet and other sources)
*6. More uses

 

“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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