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Emergent day to you. 2010-04-22 is my knowmad birthday. Think I understood the word. More to emerge.
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    HEXADECA-CHROMACY Pt. 2
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    The human species is rapidly and indisputably moving towards the technological singularity. The cadence of the flow of information and innovation in...

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    Now playing SpaceCollective
    Where forward thinking terrestrials share ideas and information about the state of the species, their planet and the universe, living the lives of science fiction. Introduction
    Featuring Powers of Ten by Charles and Ray Eames, based on an idea by Kees Boeke.
    One of my paid hobbies has been innovation for the company, as in making new technology work for us to help us complete our jobs for clients, easier, faster or more reliable. More than a year ago, one of my responsibilities shifted from process innovation to business development. Loving it.

    In my free time, took basic courses in project management, both waterfall and agile, read business books like Tribal Leadership and The Culture Game, all good and valuable, but none of these prompted me to post to Space Collective.

    The framework for directed innovation does. It is old enough to be proven in business and criticized in public, yet new enough (to me, anyway) to get excited about innovation insights. (You too, maybe?)

    Let's begin with quoting from one of many insightful articles from the company Strategyn, whose logo I borrowed for the image, The New Language of Innovation


    [image goes here if upload works again]


    The Language of Innovation

    Innovation

    Since people buy products and services to get a job done, innovation is defined as the process of devising a product or service concept that helps customers get a job or jobs done better. The innovation process begins with market selection and ends with a product or service concept that is approved for development. Ideally, only winning product concepts enter the development process. To be approved for development, a winning concept must also meet company success and societal criteria.

    Idea-first Approach to Innovation

    An inherently flawed approach to innovation that starts with the generation of ideas and is followed by evaluation and filtering methods that determine which ideas customers like best without ever explicitly understanding all their needs. Although this approach is popular, the chances of coming up with an idea that precisely addresses all the unmet needs of target customers is near zero. This approach is analogous to a sharpshooter trying to hit a target without knowing what the target is or a doctor prescribing a treatment without observing patient symptoms. It is a time-consuming and costly approach that may never produce a winning concept. Because it is nothing more than guesswork, it will always result in low success rates.

    Needs-first Approach to Innovation

    An approach to innovation in which companies first uncover all the customer’s needs, then determine which are unmet, and then devise solutions to address those unmet needs. Historically, the needs-first approach to innovation has been ineffective, but the approach is not inherently flawed. The approach has been ineffective because in most companies there is no agreement on what a need is, and few companies believe all the customer’s needs can be captured. They have been told for years that customers can’t articulate their needs and that customers have latent needs, neither of which is true. (See “customer need”.)

    Outcome-Driven Innovation (ODI)

    Outcome-Driven Innovation is an innovation process invented by Strategyn in 1991 that has been tested and refined for over 20 years. It is an effective needs-first approach to innovation that has an 86 percent success rate.


    That's a bold promise, and reading through their published examples, I believe this approach can deliver in many corporate cultures. The Innovation and Strategy Blog quotes Tony Ulwick, author of what customers want and Strategyn CEO, saying,"Failing fast and pivoting are not an innovation strategy"

    Looking forward to learn more.

    Full disclosure: I hold no stake in this company and am not a client, nor affiliated to officers of theirs.
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    OVERVIEW from Planetary Collective

    On the 40th anniversary of the famous ‘Blue Marble’ photograph taken of Earth from space, Planetary Collective presents a short film documenting astronauts’ life-changing stories of seeing the Earth from the outside – a perspective-altering experience often described as the Overview Effect.



    Synapsing with an interview



    Jamais Cascio - The Future and You! Security, Privacy, AI, Geoengineering

    Jamais Cascio discusses the Participatory Panopticon, Privacy & Secrecy, the ramifications of Disconnecting from the Chorus, what it means to be a Futurist, the Arc of Human Evolution, Artificial Intelligence, the Need for Meaning, Building Agents to Listen to Us, WorldChanging.com / OpenTheFuture.com, Geoengineering and the Viridian Green movement.
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    Meet Gangaji, who speaks about silence and space and writes in Hidden Treasure:

    Naturally we have been thrilled to realize that we can choose to live a different story, one we feel more in alignment with. There is yet another choice. We have the capacity to take a moment and release all stories. We can experience what it means to be nobody, uncovered even by our primary identity.

    Underneath all the stories, we can experience that deep core of ourselves that is historyless, genderless, and parentless. Naked. That presence is unencumbered by relationships and has no past and no future. In the core of our beingness we are free of definitions. Unencumbered by our definitions we experience ourselves as conscious intelligence aware of itself as open, endless space. This instant of being storyless is an instant of freedom. For even if our story is filled with light and beauty, to the degree that we define ourselves through that story, we are less free.

    After such a moment, stories are never the same. They can be present, as they most likely will be, but they no longer have the inherent power to define our reality.




    Enjoy the invitation to become conscious of what is always here, while Gangaji teaches us nothing, in 8 minutes video of Satsang, (Sanskrit सत्सङ्ग sat = true, sanga = company), a call to the collective space of refuge, this heart of space.
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    "Circular reasoning is bad mostly because it’s not very good."

    http://yourlogicalfallacyis.com/begging-the-question

    Here a whole large cc-licensed poster by @jesserichardson and @somethingfornow.


    While on the topic of logical fallacies, here are their mental bedfellows, cognitive biases. You can download a PDF of the groupings of biases that occur most frequently in business. Courtesy of McKinsey & Co. https://www.mckinseyquarterly.com/files/article/PDF/BiasSpread.pdf
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    Jon Rappoport writes:

    I rerun this Starfield article every so often, just to push the wheel another turn. Each time I try to write a new introduction. Here is one.

    After working as a reporter for 30 years, I've come to understand a few things about public reaction to the truth. People like to say they're enlightened. They like to say they've seen through the major propaganda operations that are launched and are spinning all around us. But when you bulldoze a hole in a part of the Matrix where certain subjects are engraved on stone pillars, and when those subjects are firmly entrenched in the public mind as foundations of Reality, the usual response is silent shock.

    Even when people are able to accept the truth, they tend toward silence. They don't pass the truth on.

    Retired propaganda master, Ellis Medavoy, whom I interview in THE MATRIX REVEALED, once explained it to me this way:

    "You've taken them out of a state of hypnosis, a state of trance, but the truth you're giving them puts them in another trance. In that part of their mind where they've been asleep for so long, they're used to that narcosis. So even though they see truth now, they respond with new sleep. It's not really an awakening at all. It's as if they've walked out of one war zone into another, dazed."

    Ellis describes perfectly what happens to many people when they see the truth of medical murder in the US. It particularly happens because there is no logical way to understand it, given the expectations people have about what murder is, what murder means.

    And there's another problem. As you'll see, the figures on medically caused death in America I'm citing come from an author with absolutely impeccable mainstream credentials. The review she wrote was published in one of the most prestigious medical journals in the world. It was all "on the up and up."

    That's precisely why I use her figures, rather than those compiled by outsiders, who, by the way, probably have better numbers that are even more chilling.

    I've had people stare blankly at me after a discussion of the interview below and say, outright, "This is impossible. It can't be true. You see, if a really respected doctor is making these claims, and if her review is published in a prestigious journal, then mainstream doctors and medical schools and government would have to react. They would have to clean house."

    But they don't.

    And that is called a clue. We are talking about something similar to the experience of the German people during the rise of Hitler. They went along. They told themselves stories to make it all right. They used the familiar tricks of denial.

    This is what makes the Matrix the Matrix.

    more...

    Image source not related to quoted article, except by posting here.
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    Wave Riders have been with us always, usually unnoticed, or if noticed then treated as a curious exception to the rule. And indeed it often seemed that they were playing by very different rules. There was doubtless a time when we could afford to smile sympathetically at the behavior of the Wave Riders in our midst. When good things happened (the difficult was handled with dispatch, and the impossible achieved with a little more time), we could scratch our heads and wonder at the fabulous run of luck which the Wave Rider obviously enjoyed. It would never occur to us that there might actually be a method in their madness. In fact such thoughts could not occur to us if only because virtually all of our training and experience told us otherwise. Wave Riders were clearly the exception, and we all knew the proper way to do business, what ever that business might be. The critical point was to seize and maintain control in the manner of the Great Man Leader. Only then could good and useful things happen. Or so many of us thought.


    More, in the words of Harrison Owen:

    The times have changed. The anomalous behavior of the Wave Rider holds a critical clue to new ways of surviving, and indeed thriving, in our chaotic world, enabling all of us to achieve levels of excellence and high performance previously unknown.

    The search for high performance has typically been a major concern of businesses and other organizations in their quest for efficiency and effectiveness. However, the stakes have risen dramatically. Achieving optimum levels of human performance is no longer just an issue of organizational effectiveness, but now a matter of global survival. The list of threatening possibilities is virtually without end: Global Warming, Nuclear Disaster, Pandemics of various sorts, to name a few. Any one of these, taken by itself, would constitute a real problem, but everything is coming together in a dizzying maelstrom of complex interaction. Even just thinking about all of this is sufficient to produce the maximum headache. The good news is that for the past several millennia, human beings have successfully negotiated the terrain. Not always perfectly, and perhaps less than elegantly, but so far we have made it. There are, however, more than a few disturbing signs that our good luck may be about to change, signs which appear as organizational dysfunction, and individual fatigue and disorientation.

    The simple fact of the matter is that our institutions, major and minor, are stretched to the breaking point. Even with the best efforts in the world, the stuff accumulating in the Global Inbox is getting out of hand. The impact on our individual lives is equally obvious and severe. Stress, breakdown, alienation, exhaustion – we know them all. Rather like the mad Queen in Alice and Wonderland, we are discovering that the faster we go, the "behinder" we get.

    Doubtless the end is not yet, and for sure we have a few more tricks up our sleeves. However, the time may well have come when the consideration of alternatives would be useful. Typically, we have attempted to deal with our multiple dilemmas by trying harder and harder to do more and more of what we have always done. If our organizations lack purpose and power, it is obviously time to reorganize – and reorganize again. And when events show every indication of spinning into oblivion, we redouble our efforts to assert, or regain, control – layering controllers upon controllers upon controls. I propose that it is not that we are doing something wrong, but rather that we are doing the wrong thing. Or put somewhat differently: Going the way we are going we are not likely to reach our destination. It is time for a change of course.

    The argument of the book is that we must now recognize that we, our organizations, as indeed the entire cosmos – are all self organizing systems. Not just a little bit, not just in some special part, but from beginning to end, top to bottom. It is all self-organization. The implications of this recognition, should it prove to be valid, are two fold (at least). First, a large part of what we currently devote a good deal of time and energy to – organizing things – is wasted effort, for our systems, left to their own devices, will take care of that business pretty much all by themselves. Secondly, our efforts at organization and control are not only of questionable value, but also destructive. By imposing our view of organization on a self-organizing system we essentially throw a spanner in the works, thereby reducing organizational function, and our own levels of performance.

    Stated in more positive terms, were we to recognize, and fully appreciate, the power of self-organization we could be relieved of an enormous task, freeing time and energy for the many other pressing issues of our day. Even better, we might learn how to leverage the power of self-organization for our benefit, thereby achieving levels of performance which presently lie beyond our wildest dreams. We will ride this primordial power, compensating for our own powerlessness. Wave Riders for sure.


    Preserved 2011-11-06. More...

    Image credit: Joan Thewlis CC-BY-NC-SA

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    Wave Riders are curious people possessed of an innate capacity to go with the flow, constantly seizing upon opportunity when others see no possibility, or even disaster. Their level of performance is consistently high, and projects are often completed in breathtakingly short periods of time, with a degree of excellence that may seem unbelievable. Not always, not in every instance – but with a regularity that sets them apart, but never alone. Together with their fellows, Wave Riders create the critical community bonds, essential for productive activity. And they bring a special gift – Leadership. Their passion and responsibility for a cause inspires others to make common cause. Not by domination and control, but through invitation and appreciation, the efforts of many coalesce as one.


    More, in the words of Harrison Owen:

    Saying that Wave Riders go with the flow is not to say that they have a light regard for planning, logic, and hard work. In fact the Wave Rider may be a fanatic for planning, logical to a fault, and a total workaholic. But what sets them apart is that they also possess a clear understanding of the limitations of all three: planning, logic, and hard work. For them the Plan is the map and not the territory. Necessary, useful, but never to be confused with the facts on the ground, and certainly never to be given preeminence.

    Likewise with logic. Good and useful for sure, but when the daily course of experience appears to behave in an illogical fashion, usually referred to as counter-intuitive, the Wave Rider will understand that there are multiple "logics" and it may well be that the one employed is simply inappropriate to the situation. A classic case of this phenomenon comes from the world of Physics at the point where Quantum Mechanics made its appearance. Traditional Newtonian physicists were logical past all, perceiving the elegant coherence in the cosmos to be an exquisite clockworks. However, as the world of subatomic physics became the object of study, the traditional logic faltered. And those who were crafting the emerging quantum physics used the sense of illogic to advance their work. Walter Heisenberg, the originator of the Uncertainty Principle, is said to have remarked, " Your Theory is crazy, but not crazy enough to be true."

    On the subject of work – Wave Riders do indeed work very hard. They are often sticklers for detail and devote amazing amounts of time and energy to enterprises for which they have a genuine passion. When they care, they care deeply, and the effect of this caring is a devotion to their cause that others may find disturbing.

    But there is another aspect to a Wave Rider’s relation to work that many will find strange. On occasion, all of their busy doing simply stops. The task lists are put away, the goals and objectives are all placed on hold. The Wave Rider is content to be there in that present moment. An outside observer might legitimately conclude that the Wave Rider has given up, but the truth is rather different. She or he has simply let go. Not to be confused with a fatalistic withdrawal from life – this letting go has a very different quality. The commitment to the original passionate concern remains unshaken, and if anything, is deepened and intensified. Rather than fatalism, there is profound awareness and trust in the deep forces which drive towards completion and fulfillment. And of equal importance is a recognition that any "doing" in the sense of organizing, managing, forcing – will not only be ineffective, but may well be counter productive.


    Preserved 2011-11-06.
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    Image credit: Joan Thewlis CC-BY-NC-SA
    Wed, Nov 9, 2011  Permanent link
    Categories: collective intelligence, visionary, thrivability
    Sent to project: Polytopia
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    Opening Space for Emerging Order. AKA barcamp, unconference.

    In the words of Harrison Owen:

    OST, as a definable approach to organizing meetings has been in existence for somewhat more than a dozen years. Truthfully, I suspect it has been around as long as Homo sapiens has gathered for one purpose or another, from the days of the campfire circle onward. It is only that our modern wisdom has obfuscated what we already knew and have experienced from the beginning. But that is getting somewhat ahead of our story.

    ...

    The mere thought of inviting 500 relative strangers, united by little more than their conflict around a particular issue to join together for a three day gathering, without a shred of agenda preparation, a small army of facilitators...should be sufficient to raise eyebrows. The suggestion that something productive might occur obviously contravenes most of what we have taught and/or learned about meeting management and the care and feeding of hostile groups, and definitely qualifies as outrageous. And yet productive outcomes from unlikely quarters has been the continuing experience of groups gathered in Open Space all over the planet. The outrageous is now common place. Somehow incipient (or actual chaos) is productive of order. Regularly.

    What’s the secret? Some have suggested that the Four Principles and One Law which guide behavior in Open space provide the clues. The principles are:

    1) Whoever comes is the right people, which reminds people in the small groups that getting something done is not a matter of having 100,000 people and the chairman of the board. The fundamental requirement is people who care to do something. And by showing up, that essential care is demonstrated.

    2) Whatever happens is the only thing that could have, keeps people focused on the here and now, and eliminates all of the could-have-beens, should-have-beens or might-have-beens. What is is the only thing there is at the moment.

    3) Whenever it starts is the right time alerts people to the fact that inspired performance and genuine creativity rarely, if ever, pay attention to the clock. They happen (or not) when they happen.

    4) Lastly When it’s over it’s over. In a word, don’t waste time. Do what you have to do, and when its done, move on to something more useful.

    The Law is the so called Law of Two Feet, which states simply, if at any time you find yourself in any situation where you are neither learning nor contributing – use you two feet and move to some place more to you liking. Such a place might be another group, or even outside into the sunshine. No matter what, don’t sit there feeling miserable. The law, as stated, may sound like rank hedonism, but even hedonism has its place, reminding us that unhappy people are unlikely to be productive people.

    Actually the Law of Two Feet goes rather beyond hedonistic pandering to personal desires. One of the most profound impacts of the law is to make it exquisitely clear precisely who is responsible for the quality of a participant’s learning. If any situation is not learning rich, it is incumbent upon the individual participant to make it so. There is no point in blaming the conference committee, for none exists. Responsibility resides with the individual.

    One of the more surprising gifts of the Law of Two Feet is the apparent contribution to conflict resolution. I say "apparent" because I have no direct evidence connecting the Law to the resolution of conflict, but it is true that intensely conflicted groups of people find effective and amicable solutions in Open Space without benefit of formal conflict resolution procedure, or even any intermediary facilitators. Apparently they do it all by themselves.


    Preserved 2011-11-06. More...

    Even more... Opening Space for Peace and High Performance

    Image: Aaron Hockley
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    Sparked by a good month of #Occupy movement, people are engaged against, networking against.

    Much of what people are against happens behind closed doors. Fine for private matters, but there are no private politics. There should not be. The people occupy - against. They do gain attention.

    The occupy movement has been criticized for:

    • not having an agenda - it has many

    • not having a leader - it has many

    but - that gives it diversity and resilience.

    Such energy may fizzle, and to keep momentum, people appear to aim their networking for:

    • replacing winner-takes-it-all financial casinos with a more sustainable social contract

    • bringing crony capitalists to justice, to stop their shredding of the social fabric woven from agreements and laws

    and the objectives may grow more diverse, as people gain freedom to pursue their own dreams, refine agreements in conversation and debate, and form their own groups forwarding their own causes and ideals, at best in mutual respect.

    Patterns will emerge, become signs of progress, and new social contracts may be drawn up.


    Direct democracy. Engaged Economy.
    _______________________________________________________________

    Want to dive deeper? Synapsing evolutionary events and prior art:


    This list may grow. What would you add? 

    Image credit: Simon Verrall on flickr

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    Sustainability, thrivability, and transforming capitalism. Let me introduce a passionate speaker, author, entrepreneur: Gunter Pauli.

    Three videos of his to check and synapse with.

    99 seconds for the future with Gunter Pauli


    The Blue Economy


    TEDxFlanders - Gunter Pauli - System Design



    "Celui qui vient au monde pour ne rien troubler,
    ne mérite ni regards, ni patience."

    René Char


    If I have been able to pioneer over the past four decades it is first and foremost thanks to a few exceptional friends and mentors who have inspired me to go beyond even my wildest dreams, to accept tremendous challenges, to be prepared to risk it all, and yet have the confidence that if everything fails, we still have so many friends that I can slowly rise up to the next occasion.

    I am on a mission with passion, inspired by wisdom of science, shaped by the beauty of nature and the arts. No one put me in charge, but me. The state of the world and the plight of billions make it impossible to accept a status quo, or simple an improvement. We need to give ourselves the freedom to go beyond the present, and even change the rules of the game without ever saying that one is bad, believing that everyone without any exception can always do better.

    All endeavors are undertaken not to pursue self-enrichment or a satisfaction of the ego, it is a commitment to live life on a path that pursues a sustainable world where we are able to respond to the basic needs of all with what we have. A path that allows us to learn ever more and realize that the only science is a temporary one, and that we are in pursuit of discovery of the web of life.

    I did not come to this world to please, and that is why the wise words of René Char motivate me to go beyond reason and yet whenever I am considered unreasonable, there is a grain of self-evidence in my action. And that is why I welcome you with gratitude for entering into the page and sharing with me your patience.


    Source: gunterpauli.com preserved 2011-06-14
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