Community Intelligence

Are we intelligent,  as a species?

Yes and no.

We are not intelligent going by many aspects of our performance. We are much more ‘endangered’ than any other species. We are a threat to our SELVES and the other flora and fauna.  We are more ill than the animals, we kill within the species without any reason which no other species does and we are the only threat to life. So we need an UNPROJECT – the new Noah’s ark – to protect and conserve the species.

But how will you identify a pair? What will be the criteria for selection?  If we pull it off the species and the environment will be very safe.

We have been asking (large groups of some very “intelligent people”, what is the unique differentiator between the human and the rest of the species.  We never got the answer right the first time and without some triggering and a process of creating agreement. Unless we agree we cannot achieve community.

If we are not intelligent as a species, how can there be intelligent people around?

We now understand intelligence so ‘much better’ – with different versions of it.  We claim that intelligence can be taught. Another business is in the making. Which parent wouldn’t want it?  Of all the ‘intelligences’ my personal favourites are the Gender and Community versions. Why are we not intelligent?  One reason is the way we understand intelligence, without seeing and relating the connection with the One and the Many, the whole and the parts, intelligence and Intelligences, the different or ‘differentiated versions’  and the undifferentiated. We need to integrate and differentiate simultaneously. We are intelligent, if we go by our potential to be intelligent, by design but not intelligent going by our history and performance.

The emperor has no clothes but claims very loud that he is The Emperor. What we think as great progress, an ascent and evolutionary progress is but a descent, the great fall.

So what makes us human?

The community learning engine

Community Learning Engine. Technology and markets are  levers to bring about improvement. Some communities have achieved remarkable progress is using them. But conventional measures of improvement fail to grasp the cost at which such improvements are achieved. Economic growth needs to be balanced with improvement in community. Some communities have achieved physical quality of life at a much lower cost to community and there are also communities like the eco-system people where in spite of improvements in growth, corresponding improvements in quality of life has not materialised. The focus here is how a particular community responds to the challenges of managing technology and markets along with improvement in communityOne way to assess the quality of community is to monitor the number of suicides, crimes, addictions of various types, mental illness and similar indicators.

The learning engine is capable of continually improving on its past performance against all odds. Focus of metrics need to be improvement on community as reflected in reduction in waste – conflicts, violence, illness, suicides, crime, infant mortality and in realising unrealised potential – quality of life and environment, longer life-spans, improvement in wellness.

It is the core which drives the process of improvement that reflects on its position, direction and corrects itself – ensure that the process is in tune.

Context – global or local but glocal-ness is recognised

Technology and markets need to be used as levers to enhance community

Vision – renewed continually and aligned for sustained high performance

Development is the most complex process that needs catalysts. The catalysts do not burn out in the process but in their absence the process is not initiated and sustained

Storytelling – Walking out of our shadows

Pygmalion coaxes Galatea out of stone and she comes alive. The Pygmalion position is that of the facilitator who catalyses performance, who has audacious expectations of performance, of sustained high performance, moving from peaks to still higher peaks. The expectation is not unfounded because Pygmalion has experienced the magic of sustained high performance. Every stone may not be good enough to be turned into a beautiful statue but every human has the potential to be an outstanding performer

How does Galatea respond to the hard knocks by Pygmalion in his efforts to coax her out of stone? If she can see the results of the hard knocks, she would certainly enjoy the process because she can see that between the caterpillar and the butterfly, the seed and the tree, there is the world of a difference. She knows that this is the moment of truth that she had been waiting for ages. Like what happens in the story of Ahalya and Rama. Ahalya has been waiting for that divine moment of Rama’s coming. The process is certainly complex and miraculous and the catalyst is integral to sustained high performance. Pygmalion and Rama play the role of catalysts, facilitators, in the transformational process.

People are waiting like Ahalya. Nations are waiting. Billions are waiting – like the farmers and fishermen, at the ‘bottom of the pyramid’ (sic), essentially because the top is unable to connect with the bottom in the exchange and valuation process. It is debatable who is at the bottom and who is at the top. If you change the criteria of measurement, the bottom will become the top and vice versa. For example who leaves a larger ecological footprint? The cathedrals (Taj Mahal – Gurcharan Das) remain to be built.

Sergei Bubka, Isinbayeva. They do it over and over. They take the position – I can and I will do it. I will outperform myself, again and again. Can we take the same position, as individuals, a team and as a community? Nations have taken such positions. Kishore Mahubani asks this question to all Asian countries – Can Asians Think? , like Singapore has been thinking together since 1965

As individuals we don’t have to go on waiting, for miracles to happen or for another prophet to turn up. While billions are waiting we can have islands of sustained high performance around each one of us. The islands will eventually connect together for that defining era of collective transformation. We are in that transition phase of achieving critical mass and gaining take off velocity of the process, of more and more of us transforming our SELVES to catalysts for the tectonic shifts.

So what is your position?  Pygmalion and Galatea got to come together on this, the alchemist’s marriage. Later Galatea will take the Pygmalion position, and the process continues.

Back to Bubka and Isinbayeva, what is the pole that we are talking about, the lever? How long is the lever?  Where is the fulcrum? How does a community of practitioners ALIGN and LEVERAGE themselves for sustained high performance. Longer the lever more is the mechanical advantage.

MetricsThe Community Consciousness Quotient

Less is more. At 61, I am not a gadget geek. Yet I love my mobile and the way it has been shrinking over the few years that I have been using it, accommodating more and more of my requirements. I have accumulated a lot of electronic waste over the years like my compass, VCP, music player of progressively smaller sizes and better quality,  the desktops. . Very soon my notebook too will join the list. We are consuming less of the material and deriving much more. Small is beautiful and smaller is still better.  The tangible is shrinking and the intangibles are scaling up becoming more tangible than the tangibles. Capital too has been shrinking being substituted by intellectual capital, brawn by brains. My wants (not needs) too have shrunken, at least most of those that I considered important in my thirties and forties, like a gas guzzling SUV. Being glued to my LCD screen and not travelling to work I have earned a few carbon credits, not using my car except for the weekend shopping trip. (It would be much better to dispose it off and hire one when I really need it) But all needs do not vanish with age, perhaps they grow with age. The need for community (to be connected), quality and richer experiences, need to learn and express myself.  Sometimes more is less. Intelligence has evolved into intelligences, multiple intelligences, emotional, gender, social and in the process we have become less intelligent in community consciousness. So the metrics need to take into account improvement in community within and without along with conventional measures of improvement in performance.

Community Consciousness Quotient (CCQ) is an imperative for Sustained High Performance. The absence is killing us in many ways which we don’t need to go into. The blasts keep us reminded.

Advertisements

The Path

Abstract to concrete – Imagination, Intent, Manifestation (IIM)

Where are you?

Nishtha asks, “JM, Where are you?  “

Where am I NOW?  I am 20 years into the journey with Nishtha

In Sanskrit, Nishtha means,

Assiduity, great and constant diligence and attention,

Firmness

Steadiness

Firm devotion

Application

Position

Discipline comes very close to it. The question is about my position then, what is your “nishtha”, position,   in space and time, now?

My profile gives the location as Bangalore. So the question is not about my physical location. She must be referring to my growing up as a person, my journey. We need to ask more questions to give an answer to the question, Where am I ?   The first question on any journey- outside, inside, inside out, outside inside.   The second question is where do I want to go – the direction of the journey. The third is how do I make sure that I am on course – am I moving in the direction that I wanted to go and not speeding towards disaster. This is what a GPS or compass facilitates in our regular journeys.

So where am I now? I need to look back – where was I?  1949, physical birth, bullet that left the barrel of the gun – have written about it earlier, a low level system without self regulation. 1981, takes the lighthouse position, the invariant one, the Facilitator. I am my position (Peter M Senge) I have not shifted from this position since.  But I have other variant positions like the ship in relation to the lighthouse. 1981-90, I was busy making a map for the journey, a tool that help me answer the three questions, ‘The Map of Everything’.  From 1990, I am on the journey with that tool and a methodology to make the journey faster.

We are on  course, we believe.

That leaves room for more questions. Where were you before? Where will you be in 2049? – Centenary of the bullet?

Thank you, Nishtha. The universe must have conspired that we meet and you ask me this question.

The journey continues with nishtha – Discipline

The Path

The Path

Nature is perfect, beyond improvement. Nurture follows from history, institutions, assumptions, and habits- the knowledge hole.

Being from and of nature we too are complete and whole. From completeness arises completeness – being and becoming.

Why all the Ps ?

It was nothing but (was it?) synchronicity. It just fell in place. There are volumes  written on each of the Ps but the volumes will not give us the perspective that the visual gives.

Position, Align and Leverage

Sergey Bubka is my mental map for being positioned and ALIGNED for continual improvement.  http://www.sergeybubka.com/ The site has a visual of Sergey standing poised with the pole for the leap. We also have a female version of Sergey Bubka in the making in Yelena Isinbaeva. http://www.yelenaisinbaeva.com/ Sergey is not just another sports person. He continues to do what he did in the field in other realms. The pole vaulter leverages the pole against the threshold to cross over and does it over and over to set new heights of performance. He is positioned and aligned to perform.  Every pole vaulter does the same, but Sergey is the exception. So what goes into positioning and alignment and leveraging is much more than a question of mechanical advantage.We take our cars to check for alignment. One could think of a similar service for people, organisations, communities and community (for the species)..The top left quadrant represents the internal system, where perfect alignment between all the levels is feasible. The levels are that of Compass (Position), map, clock, thermostat, cell, plant, and animal, human, organisational and knowledge

The right down quadrant represents the external system, the world of results and performance – metrics. In an ideal situation levels will mirror each other in both the quadrants. Results will depend on how well the internal and the external are aligned across the different levels. The threshold level of performance is the benchmark against which positioning and alignment are tested and the proof of the pudding is in the eating – better and better results.

We can learn a lot from the animals about positioning and alignment. It is natural to them
http://www.physorg.com/news138902073.html http://www.sciencedaily.com/releases/2006/10/061021115811.htm For us it is not natural, it is a matter of choice. Freewill has its disadvantages too.

The home position

Home

What is your home position? 6y4 ii3q qn320w3

I got the above gibberish when I shifted from my home position on the keyboard, F and J where I rest my index fingers.  When I move away from the home position, this is the result that I get. When I am at my home position, I can use appropriate levers- leverage me- to make improvements.  If I am not positioned, I create waste, a lot of hard work, stress and burnout and no improvements

Even if we are homeless we have homes on websites.  When we go off course, we can refer back home and navigate. We understand reality through our tools. It is a long time that I have used a pen or pencil and paper. I spend most of my working time in front of the monitor and the keyboard, PC, is my most used tool. When we were hunting and gathering, we would have used more of our hands and feet and less of these tools. With settled agriculture, we became more attached to a physical location so did our mental maps of the world. The fishermen are quite different since most of them gather and they use tools for gathering.  Their mental maps are different from that of the farmer. They use the compass or GPS since it is much more disastrous if they cannot locate their home position. They could drift off and never find the shore. When we got ‘educated’ we became language and ‘English centric’

Wanderer, see http://wanderer7.gaia.com/blog/2008/6/being_english-centric

The paradigms are changing as text is on the way out to the visual. Technology helps one to see reality as it unfolds. Reading gives way to browsing and if one wants to capture the flea span of attention of the reader, one has to use more of the visual, and you tube it.   Yet the deep structures influence comprehension of reality and to connect across divergences and barriers created by language and tools we need a ‘Babel fish’ which would reduce the noise and help navigate the semantic swamps.

In the last 100 years we have become less earthbound in our internal horizons as well as external. We cover much more distance in a day than ever before and this possibility continues to expand leaving behind a static linear world. Technology leverages these collective leaps of learning. Perspectives change with the position. The visibility is much more from the top of the mountain but the details get blurred.  Products and solutions are designed and positioned to meet the global and local requirements  of the users or a segment of the users.     Personal and organisational positioning precedes and influences the process.  The transformation of communities requires a critical mass of catalytic material – individuals and organisations.  Positioning is about those life changing decisions, the raison d’etre, like choosing a vocation and deciding to be best in that vocation, willing to sacrifice one’s life for it, work against all odds, make great sacrifices for a cause.

The child in the womb is blissfully unaware of its position. The terrorist is firm in his position that the enemy deserves death (you or me) The negotiator takes middle ground (yes and no, you and me) The catalysts take the fourth position, the home position or the lighthouse position. We feel at home and centred. One’s calling or vocation becomes expression of one’s self and work is transformed to fun. Here is the birth of the fully functional self, beginning of conscious evolution, characterised by dynamic mental maps, flow, synchronicity and continual renewal. Now, one can fix the direction for the journey (continual improvement) connect with the home position to the current stage (reflect) and be certain that one is on course. True community is in the making.

We check the design, when we are confronted with problems. If problems have no recession, we need to go back to the design and check our understanding of the design.

Nature has a design, a deep structure, which we have to live with. We continue to pay a price for our ignorance of the basic design. Our designs are but improvisations of bits and bytes of the basic design. Imagine billions of people continuing with a flat earth worldview and the reality we collectively create!

While we have ‘progressed’ a lot we have also ‘regressed’ in our connectedness with nature. Deep down we still hold on to the flat earth static models.  Better maps would facilitate faster and sustained improvements, accelerate the process of co-creating a more desirable present and future by leveraging technology and markets which work in real time and help us to make more intelligent use of these levers with lesser damage.

We have very sophisticated tools for navigation over the planet and beyond ranging from the compass/ GPS to satellites and communication systems and mapped our immediate environs to greater and greater precision.  We have managed to connect machines to communicate with each other across the planet in real- time and for the first time we can see the world as one in real time. Though machines can communicate to each other the man and the machine interface and communication within the human slow down the common journey ahead.  A real time evolutionary model of wholeness is one the requirements to bridge the divides and disconnects.

Man meets Woman

Man meets woman, Adam and Eve

Since their parting outside the gates of paradise

They had lost their selves

At the beginning of time or even before

Together they saw the road they came

That they thought was the wrong one

Or was it the right one?

Why did he tell us not to eat from the tree of knowledge?

Now we know

He wanted us to eat from the tree, crafty old fox that he was

And continues no less to be

Now that the lesson is learnt the wrong one has become the right path

The pain gives way to a silent growing pleasure

Together they went back in time over the ages

Seeing how they were reduced to their shadows

Empty cages from which the parrots had escaped , long long ago

Now the parrot has come back to its nest

No more the cage that it thought it was

No more the parrots that they thought they were

But eagles waiting for the thermals

To take them up into the new sky over the blue oceans

The world will never be the same again.

FAQs

Built to Last

Built to Last

Why FD?

  • We have too many disciplines and it has become impossible to navigate through the semantic swamp created by these disciplines
  • Learning begins at birth, may be even earlier and lasts till death, LLL, or we die when we stop learning. Learning is the core, the first, and other disciplines can only be secondary
  • Self is integral to learning and the discipline covers self-learning as individuals to organizational and community learning. The concept of self / identity at these levels and approaches to learn as groups, organizations and community are critical to our common future.
  • The only real competitive advantage is to learn faster than the competition
  • The very survival of the species depends on whether we learn as a single community as well as diverse specific local communities without compromising identity and interdependence of each other.
  • FD is an umbrella term to bring together the concepts, tools and methodologies relevant to this context

What is the learning outcome of FD?

Development / Sustained high performance. Development is the process by which we realize our personal and collective potential conserving and enhancing our commons to produce sustainable and justly distributed improvements in our quality of life consistent with our own aspirations.

It sounds a lot like David C Korten.

Yes, almost, except that we are not external to the process.  We also learnt it from experience while working with artisanal fishermen for over two decades.

Why did you go to two B-Schools?

I went to those two schools as a student to learn whether they mean business or not. Now we frequent B-Schools as part of our work. We believe that it is business that makes or mars development.

What was the best learning from the B- Schools?

That they don’t mean business or they only mean business depending on how you define the term. But this was the best learning, which took us to the new curriculum

You also worked closely with governments for over three decades. Did you learn something?

Yes, primarily how not to manage. That governance will always be done by businesses directly or indirectly.

What is the process of your learning?

We offer a nano MBA on one to one basis. We also offer 3-5 days’ short duration organizational workshops and seminars designed to meet their specific requirements. Other than the tool and methodology, everything else varies with each student/client to meet his /her/their learning requirements.

Tell us something about the tool

It is a meta map, a map of all maps. We work with you to understand this map and customize it to your requirements.

What about the methodology

We have a large inventory. Some of them are storytelling, dream design, activities, games, projects, dialogues, action learning and so on

Who can join?

Anybody whose business is REAL sustained high performance /improvements

Any age preferences?

Older, the better.

Do you award degrees certificates, diplomas?

None whatsoever!

Why should I join?

No reasons whatever other than if you want sustained high performance/improvements and live a life of your own design.

What are sustained High performance competencies?

1. Positioning

2. Directioning

3. Reflecting

4. Personal Mastery

5. System/s Thinking

6. Community Intelligence

7. Accelerated learning, Stretch

8. Continual Renewal

9. Mental Maps

10. Aligning with the unknown

In short the practice of three imperatives and six perfections

What does it cost to me?

Nothing, other than your time. Real learning has zero costs. This is the only real investment that invariably gives you the highest returns.  We guarantee that the benefits far outweigh the cost of time and money.

Are there any scholarships?

Yes. You need pay only a small part of the incremental returns to you and as decided by you just to meet our very minimal overheads when you can afford to pay.

How long have you been doing this?

Since 1990.

Do you have case studies of successful alumni? We have had only successes.

Give us some examples

I refuse. You might meet some of them and it is up to them to divulge

Less FAQs

What is the first step to a journey, physical, virtual or the journey of life the second step and then the third? What differentiates the human from the animal?

What is our most basic need even more basic than the physiological? Guess what? We are yet to get the right answer at the first shot over a period of two decades from  groups of some very intelligent people and their gurus !

Matrix and Matrix Thinking

The sun rises in the east.  The coin has two sides, Change is the only constant. Time runs out, Time is money. Death and Illness are essential. It is true or false, yes or no. It is destiny. Oh my God, what the Devil, Black and White. I need 2000- 3000 calories/day from food. Let us vote for change.  Resources are limited and wants unlimited.  These little programs, cookies, were rejected by the matrix for incorrect logic. The programs reflect the logic of the programmer, the way they are internally organised. These programs were sent back to the recycling facility in Bangalore India. They were bangalored. Programs compete with each other. Every program, good or bad has life and the life-span varies with the quality of the logic. One with better logic prevails over the others. Such programs evolve and coalesce into maps. It appears to us that the sun rises in the east survives over the one which says the sun rises in the east. The one which says the coin has many sides over ‘the coin has two sides’. Resources are unlimited and needs limited take precedence over the old paradigm of scarce resources and unlimited wants. The neo-logic was that the creative intelligence is unbounded, the prime resource which transforms/catalyses the other resources.  The unlimited wants were found to be derivatives of some of the primal survival drive distortions. The realisation was found to have survival value since it appealed to the selfish gene

English > Inglish

COBOL> COPOL (common purpose oriented language)

The logic for the new language was that the syntax of one’s mother tongue went against the purpose of connecting – building bridges. It works like an empty parrot’s cage or the classic golden mouse trap where rats were extinct for a very long time. The syntax of the mother tongue promoted imperialism (read, version Anglo-Saxon). With an emergence of the syntax of viewing the syntax of text which promoted linearity became redundant

The programs are stacked into levels beginning with maps to Meta systems.

Science is a meta- system. So are art and religion. The matrix holds nothing to everything together.

While all programs have life a very small set of programs (+) have material form.

The current version of the matrix has been in existence since 1990 (PME 0). A new skin has been added in the version PME 19, the only improvement in 19 years

The project had begun with a class room discussion during 1981. The case study was ‘IT or MIT’. (MIT, read Misinformation Technology). JJ had taken the position that the critical issue in IT is the issue of standardisation of the observer matrix. Since every observer sees with a different internal matrix the resultant complexity would be unmanageable and IT would turn into MIT. Others stood for the remaining mostly hardcore technological issues. JJ took the position that what they see as hard is really soft and what they see as soft is hard. The entire class went against JJ’s arguments. JJ stuck to his guns and walked out of the discussion. The project had begun.

We see what we choose to focus on. What we choose to focus on is limited by the program which runs us and the positions we take which most likely has nothing to do with the common good. We could be charging full steam towards our own destruction. This possibility no more exists with the emergence of the matrix which has taken over the collective unconscious. Since the year of the matrix, 1990, 5169 Neos have been trained in the matrix. Somewhere in between, the 100th monkey effect took over and the program now exists in everyone. The Neos are conscious of the existence of the matrix. Others are not. Some Neos work as teachers and healers, in food and livelihood security, software engineering, and in medicine.

If you come across a neo-doc, s/he is more likely to ask you in his diagnostic foray what your work is or what you do for a living is in sync with your purpose of life. The data shows that this is the MFQ among Neos, what the purpose of the program is.  Another MFQ is about the fabric/quality of community that support our lives or about the quality of relationships outnumbering other questions on smoking,  exercise or number of calories that go into the  system. One is less likely to be asked who your employer is, a question often loaded with the hidden agenda of finding out if he can go ahead with all the diagnostic tests without worrying about your ability to afford

It took eight years for the matrix to fall in place. The cardinal frameworks had to pass the immortality test. The levels and hierarchy were to be assigned.  Example:- Christ is relatively more immortal than Shakespeare.  The matrix went through innumerable tests to pass through all possible contexts, past, present and future.

Successful centenarians work for over ninety years .Many of them have never consulted a doc. For them work is self-expression. These at the other end of the immortality continuum were studied in the formulation phase of the matrix. The single major challenge they faced for further extension of life-spans was the absence of community, as most fellow travellers had taken the exit route. More than anything else it was concluded that the quality of one’s work decides health and life spans and quality follows from the purpose. When one is ready to die for it death will be afraid to approach such.

What are you suggesting?

We are over deterministic in our assumptions and more often than not end up with the wrong diagnosis of our problems. We need a new way of looking, a set of new eyes if we want to craft a new vision

In the matrix trilogy, the Frenchman says, it is my business to know. Yet he wants the eyes of the oracle

The key maker is a meta- programmer. His business is to architect the meta-program, key to all programs, to make keys for all possible variety of programs

The matrix is a perfectly balanced equation

It is our business to know because knowing is doing. Doing without knowing is not doing

Black and White > Grey

Day and Night > Dusk and dawn, the in-between, gaps to fill, to connect

We have a pair of eyes, but we see as one

Ravana had 10 heads and 20 eyes. Still he could not see, avoid defeat or win the heart of Sita

Dritarashstra, the king, was blind, inside and outside. The queen / advisors had eyes but they opted to keep them shut or could not see the conflicts in the making.  They were myopic blinded by their selfishness.

One can have forty heads- levels – thinking hats/positions, take in 40 different/variant perspectives and bring them together into one vision. Each level has infinite elements that form the class. It is for us to choose the specific ones relevant to our specific context/s. When one is ready to die for what one sees others have no option but to come round to what such people see.  Community is in the making when more and more agree to the immortality of the program. Ideas also follow the norm, survival of the fittest.

Nature is not impatient, in a hurry. For nature time does not run out.

Meanwhile the pearl material accretes around the nucleus. The clusters which continually do this progress on the path reducing the waste in the system, a self improving program, the only metrics being how much of the garbage, waste, has been recycled, transformed to organic manure. Non-physical garbage took priority over the physical.

In comparison with the successful centenarians, most of us squander nearly half a century of our lives. The centenarians do not experience any recessions.

Multiply with the billions to visualise the total waste, the unrealised potential. The list could be pretty long. Add poverty, illness, infant mortality, terror strikes, and wars in the name of peace………..

Quality and Quantity is the count. Quantity without quality is waste

We can go on ad nauseum, but if you got it, you got it – explanations are redundant. If you didn’t, ASK

Is this fact or fiction?

It is fact and fiction. Fiction is more powerful than fact.. Myths live on, facts are forgotten. Leverage both, facts and fiction; tell a future story (?)

Matrix thinking is thinking with nature, co -creating……….. No need to go out to fight any wars …………… a home improvement project,

Let the noise die down

The Glass Bead Game

“All the insights, noble thoughts, and works of art that the human race has produced in its creative eras, all that subsequent periods of scholarly study have reduced to concepts and converted into intellectual values the Glass Bead Game player plays like the organist on an organ. And this organ has attained an almost unimaginable perfection; its manuals and pedals range over the entire intellectual cosmos; its stops are almost beyond number.” – Herman Hesse

This organist plays in real time. He is one with all understanding of the past and the future too. He makes perfect music. We work with limited information, knowledge and much less of wisdom. Though we have great faith in our decisions and they are invariably taken with the very best of intentions, most of them turn out to be not very wise.

The DC is a tool that enables the user to appreciate the complexity of the decision making process and to improve the outcomes in terms of quality, sustainability and community.

Decision Compass and the Blue Ocean

The DC reduces the search effort involved in managerial problem solving, points to the solution space (blue ocean), accelerates learning and brings the woods and the trees together without missing either of them.

The tool and methodology were evolved in the context of working with very challenging developmental issues and communicating these issues to the stake holders, over two decades.

The Game

The decision compass (DC) is at the apex of a series of frames which together form the First Discipline Framework.

Mastery of the DC frame is achieved through accelerated learning and competency development work shops by simulating a high performance work environment.  The participants work together (play) with specific roles corresponding to the levels and functional expectancies of the DC.

The duration varies from 16 – 40 working hours for an introductory workshop.  The duration varies with the level of participants and the mix of the facilitation team.

Participants: 50 – 60.

The First Discipline Framework is broken into its component frames numbering 60 cards in VIBGYOR. Red cards are six in number and green four. Other colors are ten each.   Red and Green represent governance and sustainability issues and are external to the organization. The organizational groups are positioned at the centre and at the centre of the four quadrants. They change positions anti-clockwise after each round of discussions and presentations.

Time:  16 – 40 hours in 2 to 5 days.

Round  1

Step 1- Pre process metrics

Step 2 The facilitators explain the DC (60 minutes)

Step 3 Each participant picks up a card. In case total number of participants is less than 60, some participants may have more than one card. These participants will perform the additional roles implied by the extra cards. Each participant on his/her own prepares and presents a brief understanding of his /her role. The facilitators supplement clarifications if necessary. As the process picks up extent of facilitation comes down. At the end the learning from round one is summed up and shared (45-60 minutes)

Step 4 Participants group into each color and assume their roles.  They work towards connecting the learning from the exercise and its strategic implications.  Presentations follow at hourly intervals. Further clarifications are provided by the Facilitators at the end of each presentation (4-5 Hours)

Step 5 Post metrics.

Further briefing with organizational data or using data from sample case studies

Round 3

Step 1 The groups work with organization specific / case study related information to demonstrate the application of the model and the implications

Step 2 Summing up

Step 3 Post metrics

More rounds will be required in the case of new recruits. The rounds are repeated till the facilitators are certain that the participants have reached the required level of proficiency as reflected by the metrics, quality of the presentations and proficiency with the language of sustained high performance.

Perfection vs Psychodynamics

Nature is perfect by design. Our understanding is not and we refuse to accept our inherent perfection. This is the barrier to be transcended for the fuller expression of performance.

Psychodynamics is the interaction of conscious or unconscious mental or emotional processes influencing   behaviour and attitudes. The following story explains the problem and also points to the solution space.

The eagle lived on the tree beside a deep well and in the well a community of frogs. None of them had ever been out of the well. Every night the granny frog told her bedtime stories to the young ones in the well. The eagle could hear the stories. One morning when the thermals had begun rising in the air, the eagle swooped into the well, grasped one little frog in its claws and rose up with the thermal. The heights and the fear of death overtook the little one. Then the eagle let go of the frog from the heights above the well. While falling back, the frog had just a glimpse of the world outside. The eagle went back to the tree and waited for the sun to set, to hear the story of the day. What will be the story of the day? Tell us?

We have been collecting these stories for over 19 years now. Initially everyone connects it in their own ways.

Some identify themselves with the eagle and some with the frog and the fear of death. Not many with both, eagle and the frog, the big and the small, telescope and the microscope, Hubble and the Femtoscope, Global and local and the  connections in between, how mental models are formed and revised to become  mental maps – knowledge

How best to continually learn and how an old world of the frog collapses or the new frames come to sit on the older versions of our mind ware.  A new world is born. Yet we are all in that well – of Nature

We will never see all of it, but we can see much more now than any time in the past and ‘there are miles to go before we sleep’.