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Time-life navigation key ideas and concepts

We typically work on the familiar, with the familiar, while the world moves on. Without some kind of intervention what else could we do?

Don't wait until there is an obvious need or desire—it will be much too late to take the right action.

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Underlying information and conceptual foundation
TLN Concept map (very complex conceptual view)

Time-life navigation © (TLN) key ideas

Key ideas (below) have an indicator to suggest the major relevant TLN dimension:
TIME dimension of the TLN synthesis = Time dimension of the TLN synthesis;
LIFE dimension of the TLN synthesis = Life dimension; NAVIGATION dimension of the TLN synthesis = Navigation dimension;
Time and Life synthesis of the TLN synthesis = Time and Life combined; etc.

dot Navigating toward tomorrows: the roads ahead; unimagined futures (created by complex events that are beyond prediction and sometimes without precedent). Imagine the contrast and discontinuities between the worlds of 1850, 1900, 1945, 1960, 1980, 2000, 2020 and onward.

About change and towards tomorrows Time dimension of the TLN synthesis

Who could have been prepared? Life dimension of the TLN synthesis

In a world with no concrete destinations or answers a testable life-long work approach (key idea 3 below) is essential. Time-life navigation synthesis


dot Mental patterns unavoidably and recurrently rooted in yesterday—our life lines . Typically we work on the familiar with the familiar. Life dimension of the TLN synthesis Need to periodically recreate. Navigation dimension of the TLN synthesis

Need situationally valid terrain (social, economic, political etc.) awareness—a foundation—for effective future directed decisions. Life and Navigation synthesis of the TLN synthesis

A knowledge system view the environment in which we're now embedded. A combined strategic view of: 1) the changing social and economic picture; 2) a static view of economic content and structure; 3) offerings—with a drill down to their strategic origins—and receptors; 4) specialized knowledge and knowledge workers; 5) the management revolution and its strategic function; 6) productivity of knowledge and what is it?; 7) individual knowledge workers; 8) information challenges; 9) the linkages from knowledge and information to other topics; 10) Recent technology headlines from NYTimes; 11) About change; 12) Toward tomorrows. Time and Life synthesis of the TLN synthesis
TLN Weblog (story titles recently seen in the news).
Time and Life synthesis of the TLN synthesis

A core challenge in a DEVELOPING WORLD: How do we work on things that aren't on our radar. Which ones? When? How much lead time is needed? To complicate things even further, the content of our radar is time dependent—who had iPods on their radar 10 years ago? And then there are the things on our radar that need to be abandoned—probably before we want to. This abandonment is both a what and how issue (popularity of Buicks in China vs. the US).

The capacity to navigate is at the core of social and economic development.


dot Adequate, systematic work approach (multi-generationally) is needed. Conscious time investments. How can we work on the unseen and unfamiliar? What are the powerful conceptual resources? What's on my radar ? What are the time spans ? A life-TIME investment system is needed. Navigation dimension of the TLN synthesis

Investing time in navigating life and time in a world moving toward unimagined futures Time-life navigation synthesis


dot Time-life navigation © web site prototypes a modular and comprehensive framework (blueprint) and tool kit for designing and navigating the necessarily unfamiliar roads ahead. Time-life navigation synthesis

This web site is a CORE strategic resource and is designed to integrate other resources. It is also a CORE diagnostic tool. The framework is also designed to be the core of our PIM (personal information management system) and action system . Site provides the convenience of a blueprint that can be edited rather than having to create from scratch. (What's next?)

The framework encompasses our entire lives—both present and future—in a world moving in time.

Site is not just something to read, rather it is something to DO:

Attention shifting; explore, time visualization, geographical visualization, cultural visualization, think, note areas of interest and disinterest, reflect on what these areas mean for the future and your future; Consider interest drill down depth and expansion width; Situation diagnosis; Conceptualize developmental directions and desires; Calendarize (when desired?, what foundation?, time required including several false starts and abandoning undesirable present elements, when to start?); Imagine starting afresh while building on strengths.

Adequate thinking should create new expectations (mental patterns). When reality diverges from these expectations there may be a significant opportunity that needs to be explored.

End result: conceptually valid life long work approach—time-life navigation. See TLN end result and action and What's next? Navigation dimension of the TLN synthesis


dot Opportunities of a life-time (see "personal opportunity thinking points" ) Time and Life synthesis of the TLN synthesis

dot Where's the evidence that this can be ignored without important consequence? Life dimension of the TLN synthesis

This free site is a comprehensive, life-long (multi-generational), self-development, work approach blueprint and tool kit. I call the approach Time-life Navigation©.

The site is a synthesis of five inter-related dimensions moving in time:

  1. organization evolution (main change vehicle)
  2. life design (main change beneficiary)
  3. work life (career) evolution (main change initiator)
  4. financial investing (golden goose)
  5. life navigation system (action sequencer)

These five dimensions are layered on a time "terrain" awareness foundation.


The site blueprints a Life-TIME investment system -- investing TIME in NAVIGATING life and time in a world moving toward unimagined futures.

Concepts in four key areas:

Organization evolution

Career management

Life design

Financial investing 


Organization evolution key concepts:

a calendarized strategic work plan that encompasses:
  • Foundational awareness:
  • Social and economic contribution exploration, thinking, and design
  • Informed systematic investment work and work investments
  • Attention directing, perception and new mental patterns. Making mental connections
Free blue print for working on organization evolution preceded the right foundation creation

Career management key concepts:


Life design key concepts:

  • What do you want to be remembered for?
  • Life area identification, thinking, design, and work plan
  • Information work
  • An informed master action list that feeds a daily schedule and work plan
  • Foundations and opportunities

Financial investing:


Change:

Things are, like they were, until they're not—and its up to us to make the "not" come to pass.

What we do is largely based on what we or someone before us has been doing for a quite a while and it seems to work. We don't really know why we do these things other that because we always have.

Our life “radar” contains only known, viewable “objects.” Radars are time-dependent.

The worlds of tomorrows are always different, yet our radar unavoidably consists of yesterday—the way things were.

An updated radar is valuable for life navigation because we can only work on—or prepare for—things that are on our radar or within our attention span. Additionally the human brain can only see what its prepared to see.

Imagine someone in the past—1950, 1960, 1990 or whenever—asserting that they had a plan, were performing well, making good progress or any other positive assurance. This type assurance is contrary to development and thinking ahead. At the least it is naive—it ignores competitive effects (existing and new) and new events (trends) that introduce a discontinuity.

Past economic and social conditions
  • First Thanksgiving at Plymouth Massachusetts in 1621
  • Williamsburg Virginia in 1700s
  • Time of the Civil War (The worlds of Gone with the Wind vs. Cold Mountain)
  • General Motors 1920s
  • The rise and subsequent stagnation of Japan, Inc.
  • The companies used as examples in the In Search of Excellence study

“Looking around” in the visible worlds of past times gives no recognizable clues as to what will happen in the distant futureS and maybe only the subtlest clues of near-term changes and discontinuities.

Assurances can be stated in the form of profitability, growth, market share, innovation, quality or whatever and seem reassuring when they most likely should not be. These assurances are usually an attempt to avoid facing the dynamics of the world and the challenges of a world moving toward unimagined futures.

The notion 'don't fix IT if IT ain't broke' is blind, uninformed and misses the point—we are embedded in an unfolding world. IT probably presumes there's a solid-state IT in a solid-state world and that somebody has a deep lasting emotional attachment to IT. (Consider the subsequent rocky roads of the companies used as examples in In Search of Excellence.) In reality, most of us care that IT makes our lives better tomorrow and this is rarely linear—an outgrowth or extension of yesterday. An informed ongoing diagnosis is needed—part of a systematic work approach. See Peter Drucker'sFrom Analysis to Perception—The New Worldview” and Edward de Bono's Water Logic

Just because things are calm doesn't mean things are OK or there is nothing to do. It may be the calm before the storm. When the storm hits it pays to not be lost in yesterday—often for years. It pays to have tomorrow well underway. It pays to know what to do and what not to do. It pays to be prepared to exploit opportunity when it presents itself. Hopefully the exploration of this site will help in knowing what to do and what not to do.


See Peter Drucker's on "The Change Leader" in Management Challenges for the 21st Century; avoiding the high risk "Bright Idea" in Innovation and Entrepreneurship; his Entrepreneurship and Innovation interview; The Future that has Already Happened; and about management and change.

Brainstorming has the problem of relying on yesterday's mental patterns embedded within their associated life lines!!!!

The issues just mentioned fit within the context of organization evolution at multiple points in the future.

The paragraphs above contain assertions which can be valuable navigation tools. Assertions can be tested—true, false, a probability, or a time horizon. The attention re-focusing can provide an opportunity for reality terrain exploration.


The Experts Speak by Christopher Cerf and Victor Navasky

[W]hen the Paris Exhibition closes electric light will close with it and no more will be heard of it.

Erasmus Wilson,
professor at Oxford University, 1878

Well-informed people know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no practical value.

Editorial in the Boston Post, 1865

There is no reason for any individual to have a computer in their home.

Ken Olsen,
president of Digital Equipment Corporation,
at the Convention of the World Future Society, 1977

640K [of RAM] ought to be enough for anybody.

Bill Gates, 1981

Heavier-than-air flying machines are impossible.

Lord Kelvin,
British mathematician, physicist, and
president of the British Royal Society, circa 1895

Everything that can be invented has been invented;

Charles H. Duell,
Commissioner, U.S. Office of Patents, 1899

Similar statements—reflecting the speaker's limited mental patterns—are in the news almost every day.

Toward tomorrows

from pyramids to dna

pyramid to dna

Toward unimagined futures

bbx The End of Economic Man: The Origins of Totalitarianism (1939) There’s still lots to learn here!!!!

The Future of Industrial Man (1943)

The New Society: The Anatomy of Industrial Order (1950)

bbx Landmarks of Tomorrow (1957)

bbx The Age of Discontinuity (1968)

bbx The New Realities (1988)

bbx Post-Capitalist Society (1993)

bbx Managing in the Next Society (2002); Last section originally published earlier in The Economist (http://economist.com/surveys/displaystory.cfm?story_id=770819)


Sharing a link to this site gives others the opportunity to explore the site and decide on its usefulness in their lives.

 

“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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