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pyramid to dna

brainroads-toward-tomorrows mental patterns


Developing and periodically redesigning a time-life navigation work plan

This approach is the opposite of floating through life or assuming that tomorrow will be a continuation of today. It suggests consciously designing our developmental destinations and paths

This page and some of its linked pages need updating to reflect major site additions over the last few years—no time right now. The basic message remains valid. See early career work; managing oneself; life design, conceptual resource list; and concepts to daily action for life radar elements.

sitemap time-life navigation site map The desired end result of working with this site is the creation of an "informed," conceptually valid, life-long, dynamic work plan (composed of calendarized general work modules) that takes a person where they want to go (informed developmental desires). A work plan that creates the capacity to successfully and repeatedly navigate a radically changing world is a substantial personal asset. The work plan is best derived from a conscious, informed, tested, strategic interest profile. Creating this interest profile has to be part of the work plan.

The law of the farm: we can only harvest what we plant and only part of what we plant will be harvested. The part we harvest is very likely to be different from what we originally expected (see Chapter 7, "Entrepreneurs and Innovation" in Peter Drucker's "Managing in the Next Society"). Additionally we can only plant what's on our radar.

Conceptually valid work plans pass the "news test"—the repeated themes running through the news.

Another test of these work plans is where they can be reasonably expected to lead and leave the individual in the future(s). If an informed outsider were looking at someone's else work plan where would they expect it to take the plan author in the future(s)? Would it be a healthy position in the future(s)?

In the career (work life) evolution dimension, maybe one important test would be the position (the global standing) of an individual following an organization crisis that resulted in the individual leaving the organization. You could test this on various organizations that have undergone major downsizings or reorganizations: K-Mart, IBM, Xerox, FAO Schwarz, Chrysler, Kodak, Poloroid, or a local organization to observe the differences in position. What is the position of those who delay leaving?

Where does routine operational or functional work (of 1950, 1965, 1980, 1995) lead? Is creating and pursuing "bright ideas" adequate for "healthy" time-life navigation? flash What's your work plan? What are the work plans of the people on whom your life hinges? Are they adequate? How could they be?

life radar composition time-life navigation radar In creating this work plan there is foundation preparation (for informed future-directed decisions) followed by work "assignments" that move us forward or raise us up.

At different times in our lives we need to integrate ourselves in different ways. This means the work plan needs a provision for recreating the work plan.

As you're exploring this site you may run across the following symbol: strategic work plan strategic work plan? . The SWP stands for strategic work plan. The symbol is a reminder to consider adding the associated topic to your interest profile and strategic work plan. Actually I quit adding these symbols a long time ago. I'm leaving this info as an explanation. This interest profile is a basic tool in defining life directions and informed developmental desires. Recognizing important clues is a core time-life navigation capacity.


The fundamental action idea:

point Explore the site (Read slow—THINK ! Test ! Action ! Discuss with friends)
point Note areas for further time allocation (work modules or work areas)
point Create an interest profile composed of areas from this site plus things on your current radar (provides something to reflect on and test). See visual starting point examples.
point Sequence the work modules (calendarize)
point Do it
point Repeat the sequence before you think it might be necessary.

The items you note for further time allocation may be an external link, a page, an image or concept map, a paragraph, a sentence, or a thought the exploration produces.

Repeating the process can be used for layering on new elements, terrain vision enhancement in a specific area or just attention refocusing (out of sight, out of mind). This is a life-long, multi-generational approach.

sweet lifeThis action approach re-focuses attention away from yesterday and toward the opportunities embedded in today's situation and tomorrow. This action approach can be a "life" saver (see "what do you want to be remembered for" in Peter Drucker's Managing The Nonprofit Organization).

The sooner the work is started the better.

Having just a elementary synthesis foundation provides a different and enhanced capacity for "viewing" the daily news—reports from life's battlefields.

Be sure to visit the site usage page. point

The entire site process (multi-generalizationally) can be calendarized and part of your radar.

This site repeatedly raises the question: "what do I have to do (informed in each of the five dimensions) to have the kind of life (informed) I want (informed)?" and then provides a blueprint and resource links for working on this question.

THINK: Edward de Bono

Together the end result and the fundamental action idea are part of a life long action system

Concepts to daily action

TLN keywords: tlnkwendresult

 

“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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