Time-life navigation synthesis

Each subject (organization evolution; life design; career or work life evolution/management; and financial investing) has an introduction page.

These pages are attention directing tools. They direct our attention to aspects of a complex configuration where the parts are not isolated from each other. See a dynamic configuration below.

They are meant to lead to an informed, proactive work plan that reflects the major considerations in each area interwoven with each other and moving in time while moving through a person's life stages and mental pattern development and reconfiguring. Mental patterns which were appropriate in 1920, 1940, 1950, 1970, 1985, or 1995 become inadequate in multiple futures.

Individual specific mental patterns are appropriate when ...?

They become inappropriate when ...?

Defining these whens is so complex that I'm not going to try.

But it has to do with opportunity windows, lead times involved in creating the opportunity filler, individual competitive position, and how the opportunity changes shape over time.

The ideas presented in this page are a major aspect of being informed, but its not just something to know. It has to be something to do that is consistent with these ideas

A dynamic configuration

To greatly oversimplify, work life (career) evolution can lead to organization evolution which can lead to changes in the life design of the person initiating the action, their associates—everyone associated with them—and their customers (an organization's constituents).

New and different customer choices can lead to new life design desires. These desires can create the opportunity for organization evolution. Mentally connect to model calendars.

The teaching and learning referred to in the diagram below is not primarily school based. It has to be something that is future based and moves large numbers of us forward. See conceptual resources.

All of this has financial investing implications—both positive and negative. Organizations that evolve and grow should prove to be attractive investments over the long-term. See composition of Forbes 400 wealthiest and venture capitalist pushing entrepreneurs out. Consider the value of employee stock options. Organization that don't evolve and grow should prove unattractive. In the short run these generalizations don't necessarily hold true.

There is a common fundamental challenge: Experience and knowledge specialty are not adequate. Just pay attention to the organization crisis stories in the news.

There is a common work approach: Blue print for creating a work plan. Attention directing, interest, sequencing, scheduling, doing. Then repeat the process, but in parallel rather than in sequence—don't wait for trouble before starting again

These ideas are explored in more depth later in the foundation pages and in each area.

Below is a diagram that shows some of the relationships described and implied in the previous paragraphs. The stacked pages imply multiple time dimensions—every ten years or so there is a different reality. This is a perpetual change system.

Peter Drucker once wrote something to the effect: "Jobs should fit a career and careers should fit a life—a life worth living." To me this means that substantial life design work and thinking should occur as early in life as possible.

Connections:

• A world moving in time

• Change and Toward tomorrows

• The Management Revolution

• Management as Social Function and Liberal Art in The Essential Drucker

• Time-life navigation payoff

• Our complex and often cruel situation—navigating unimagined futures

• Organization crisis stories

• Knowledge system view

TLN Keywords: tlnkwTLNSynthesis